InÂ my last post, I suggested that ,ost of us work in markets where products and services have matured out of “technology” and “features” and into “experience”, and so design should be driving the conversation, becauseÂ delivering on experience is what design does best. Instead, we find design hamstrung into organization models that are still “features”-driven.
The more I’ve thought about it, the more I’ve realized thatÂ there is a potentially intractable issueÂ “experience design” faces. When you study how people behave, and propose design interventions to support better experiences, you’re engaging in a holistic and continuous activity. Human experience is continuous. It flows seamlessly.
However, in order to deliver products and services to people, we must break up this continuous experience into discrete pieces that are achievable by teams. So, to use the example from the last post, the Shopping Experience becomes a series of features (Search,Â Browse, Product Page, Checkout, Gifting, etc.)Â Working in producibleÂ chunksÂ inevitably means losing the holism that defines human experience, and the thing I struggle with is figuring outÂ how to manage this liminal shiftÂ so thatÂ what we deliver doesn’t become defined by the features (and the teams dedicated to the features), and it maintains its more subtle, nuanced, integrated qualities.
How could we/should we reorganize development teams and processes to achieve this experiential holism?