The User Experience Team of One. Leah Buley
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By committing yourself to the idea that it will be imperfect and that others will have good ideas for how to improve it, you start to get a feel for what “good enough” looks like (see Figure 3.4). Good enough to convey the basic idea. Good enough to have a conversation about it. Good enough to get started writing code
You will see all four of these principles in action in the two main challenges that are addressed next: dealing with people issues and dealing with organizational issues. Finally, we’ll close this chapter with a deep dive into common objections and questions you might expect to encounter, and some ways to respond to them.
FIGURE 3.4 Wise words.
Dealing with People Issues
Relationships are one of the most important means by which you can establish a foundation for UX. And yet, in a complex organization, it can sometimes be difficult to engage without getting sucked into interpersonal politics. Those people whom I’ve known to be most successful in this area seem to make themselves present and available, but without soiling their reputations or impartiality. They seem to assume that everyone has good intentions, and they try to see the situation from other people’s perspectives, rather than just their own. That may sound warm and squishy, but it speaks to one of the supreme paradoxes of our work: it’s frustrating when our efforts are impeded by others, but it’s only by working with others that we build unofficial and
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