<p>Published on <a href="https://blog.prototypr.io/3-kinds-of-people-that-can-drive-organizational-change-through-ux-research-be90479ea2e3?source=rss----eb297ea1161a---4">| Prototyping: From UX to Front End &mdash; Medium</a> Evie Cheng <img alt="" src="https://cdn-images-1.medium.com/max/1024/1*yDnYsSPeJ51ib-hooCcRGA.jpeg"></p>
<p>When client starts to grow UX awareness and maturity in their organization, they feel the immediate need to understand user voices and to build human-centered design mindsets. Most of the time, however, the passion fades away due to lack of resources or pressure of daily operations. Therefore, working as a UX consultant, it’s always a challenge to ensure that our research findings create a tangible impact for client, and that the values of human-centered design travel through and grow in their organization.</p>
<h3>The Law of the Few</h3>
<p>Recently I read the book <a href="https://www.amazon.com/Tipping-Point-Little-Things-Difference/dp/0316346624">The Tipping Point</a>. It’s not a new one but definitely one of the classics. Here’s a brief introduction of the book.</p>
<blockquote><p>“The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire. Just as a single sick person can start an epidemic of the flu, so too can a small but precisely targeted push cause a fashion trend, the popularity of a new product, or a drop in the crime rate. This widely acclaimed bestseller, in which Malcolm Gladwell explores and brilliantly illuminates the tipping point phenomenon, is already changing the way people throughout the world think about selling products and disseminating ideas. ”</p></blockquote>
<p>In chapter two, Gladwell illustrates the framework The Law of the Few. There are three unique groups of people that are special for their incredible abilities to communicate, teach, and persuade, and to reach the tipping point — mavens, salesmen and connectors. And just like starting epidemics, I think these three kinds of people are also crucial in driving organizational changes through UX.</p>
<blockquote><p>“There are exceptional people out there who are capable of starting epidemics. All you have to do is find them. ”</p></blockquote>
<p><img alt="" src="https://cdn-images-1.medium.com/max/1024/1*hm7-xuRPSAKouOuVVOqTQw.jpeg"></p>
<h3>Learn from mountains of data to uncover insights</h3>
<p>UX researchers have strong research skills, they know what methods or studies are best to address user behavior and attitudes based on project challenges and resources. Should we conduct focus groups, lab studies, contextual inquiries, surveys or in-depth interviews? When and where to go for field studies and observations? Who to talk to and what questions to ask? Besides talking to users, to be able to deliver impactful insights, researchers also need to understand the challenges and limitations client is facing, by stakeholder interviews and co-working sessions.</p>
<p>Stepping outside exploring, collecting information and digging into details, what comes next is to learn from mountains of data gathered. Synthesis is the key in research process when hours or days are spent doing analysis and interpretations to generate findings and frameworks. Make sure the insights are not only convincing through the lens of social science and user experience, but also relevant and actionable with client strategic roadmaps and organization resources.</p>
<h3>Communicate findings in compelling ways</h3>
<blockquote><p>“Salespeople make change happen through persuasion. ”</p></blockquote>
<p>Besides doing research, UX researchers need to be masters of storytelling at the same time. When communicating findings to client, they know how to build their empathy and make research results attractive and sticky. More importantly, they know how to translate findings into different key messages when talking to different stakeholders. It’s not just about presentation skills or the arrangement of meeting rooms. But more about how to illustrate and frame research results into a compelling story.</p>
<h3>Know who to talk to to spread information effectively</h3>
<blockquote><p>“So social epidemics require some different kinds of people: people who specialize in obtaining information, and people who specialize in spreading information to other people. ”</p></blockquote>
<p>It’s impossible for UX consultants to drive organizational changes by ourselves without key men on client side. Key men might be UX advocate who appreciates the value of UX, or manager who wants to build cultures of innovation in the organization. They have strong motivation and determination to push for UX perspectives, understand who the key decision makers are and know how to spread the messages effectively. They work as team with UX consultant to make sure research results are delivered to the right person at the right time to create the greatest impact. What’s more important, they ensure the culture and mindset of UX maintain and grow even without help of UX consultants.</p>
<h3>Conclusion</h3>
<p>Innovation is never easy. Building a culture that supports innovation is hard work. The amount of organizational change in client’s company UX consultant can drive is limited. Through the power of the three groups of people, however, we can try to push the boundaries and get the most value out of UX research.</p>
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<p><a href="https://blog.prototypr.io/3-kinds-of-people-that-can-drive-organizational-change-through-ux-research-be90479ea2e3">3 kinds of people that can drive organizational change through UX research</a> was originally published in <a href="https://blog.prototypr.io">Prototypr</a> on Medium, where people are continuing the conversation by highlighting and responding to this story.</p>


3 kinds of people that can drive organizational change through UX research

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