The Conspiracy against Design
Is it just me or does it seem like every other post from a wanna be design/user research pundits is claiming managers are trying to gaslight designers? Gaslighting is destroying design. Gaslighting is destroying user research. Gaslighting is destroying the very fiber of humanity!
When you read past the clickbait title, these articles are commonly bemoaning “companies” undervaluing the contribution of the entire design profession because someone’s manager had a conversation about how they can add more value to the business. Or that someone else’s manager explained that increases in headcount are tied to clear business plans focused on impact and—you may want to sit down for this one, revenue. My favorite are the cases where some poor soul’s manager encouraged them to spend some time learning their company’s business model before they propose a complete redesign of not just the product but the business itself.
While I admit I have worked for a couple managers who were more than happy to try and gaslight me, they were focused on me and my role within the company. But these would-be-pundits are one foil hat away from claiming a global conspiracy attempting to gaslight the entire design profession.
Taking a step back from all the bluster and the drama, just ask yourself who would benefit? Is there some cabal of luddites trying to undermine civilization? Or has Spectre gone into the customer support business? Something these authors seem to be overlooking is that gaslighting is a very expensive process. Rather than gaslight the entire design profession it is far more economical for these “companies” to simply never hire designers and user researchers in the first place.
Is it true that not all companies understand the value design can bring to their business? Yes.
Is it true that not all designers are capable of creating value for their company just because they call themselves designers? Yes.
Is it true that identifying compelling insights, customer needs, motivations, and challenges, can drive innovation? Yes.
Is it true not all user researchers can translate their findings into clear, actionable recommendations? Yes.
Is it true that some c-level leaders know more about the real value of design than their designers? Yes.
Is it true not all designers understand what their company leadership values? Yes.
Taking a step back from the view that the world is out to get design, for every company that is trying to crush their designer’s psyche, putting them on the defense, hiring them only to turn around the immediately fire them, there are three other companies that have embraced a user-centric model. These companies see design on par with product management and engineering, holding them accountable for delivering value and to help shape the strategy of the company.
More often than not these design pundits consistently overlook the fact that the challenge is not getting a seat at the table, it is keeping the seat. And what is even more important is that if they are the first designer to hold that seat, their personal failure to retain it means it will likely not be filled again—at least not with another designer. Once bitten, twice shy applies in the board room as much as anywhere, especially when a company’s leadership takes the risk of investing in a new discipline.
The same applies to IC roles; if you are the first designer hired by your company, then aside from the person who hired you, you should expect that no one else in the company will understand what you do, or why you are asking them add cycles to their timeline for you. You will need to spend a great deal of time building bridges, learning, delivering, and yes; making concessions, to establish yourself and design as being a multiplier in creating customer value. If you are doing user research you will need to translate your findings into a prioritized list of recommendations that are actionable and you will need to close the loop after the product ships to make sure people know your research added value.
And before you scream gaslighting! The lack of organizational power is not unique to design and user research. Every discipline has to continually demonstrate their ability to deliver value, they have make their case for what they want to do, they have to explain why, and they have to deliver. Engineering has to build the case for why the code should be built a given way, why they need to need to pay down the tech debt before building the next new thing, or why one tech is better than another less costly option. Product Management has to do their homework as well, building business cases for new functions and services. They have to model the revenue vs. support & maintenance costs. And Marketing has to make the case for the go-to-market programs and advertising. Some professions have been doing it longer (i.e. marketing), some have greater leverage (i.e. engineering) but they still need to demonstrate how the work they are proposing delivers increased customer value, market share, profitability, etc. Everyone has their part to play and while some may make it look easy, they all have to keep delivering value to keep their spot. And if any of these other disciplines stopped proving their work adds value, they too would loose their organizational power--and likely their jobs.
Rather than telling people they are being gaslit, tell them how to frame and measure their work—not the profession, but their work. If you don't think you should have to do that because the value of design and user research is magically self-evident therefor your mere presence is adding value, you should expect to find yourself on the outside looking in.
So put away your tinfoil hats and pick-up a book, find a mentor, learn how your company’s business works. And spend some time talking with other people in your organization about how you can contribute—and measure, the greatest value.
