As product designers, how often do we pause to think about the forces that shape our interactions, decisions, and, ultimately, our success? Have you ever considered the profound impact that your behaviours have on your work with stakeholders? Or have you pondered the role that personal rapport has in transforming challenges into collaboration?
As product designers, we do our best with stakeholder relationships. We seek ways to increase our impact, build meaningful collaborations, and push the user-centric agenda. To do so, it's crucial to dig deeper into the psychological levers of our interactions. We need to understand the timeless principles that govern human behavior.
In this blog post I explore insights gathered from Robert Cialdini's book, "Influence," as seen through the lens of product design, UX and organisational dynamics. Here, I discuss how these principles apply to product design and also enrich our understanding of the human connections at the heart of successful design projects.
At the cross-section of design and organisational dynamics, influence plays an important role in shaping collaboration, engagements, projects, and the interplay of stakeholder relationships that eventually defines the quality of our team's outcomes. While reflecting upon Robert Cialdini's book, "Influence," I've found a considerable amount of insights that go beyond my vain academic interests. There are foundational elements in my current design thinking and stakeholder management approach. But also things I could have done better.
A well-known principle of human behaviours says that when we ask someone to do us a favour, we will be more successful if we provide a reason. People simply like to have reasons for what they do.
The quote above, illustrates the basic principle of providing reasons for our requests. I was lucky to intuitively apply this principle, illuminating my path engaging stakeholders. When asking them to join my collaborative design workshops, I would talk to them or send them an email explaining not only the what and the how, but the why behind the request. This small gesture showed the value of clear reasons. They help make collaborations work. It's a testament to the profound impact that understanding the 'why' behind our actions has on persuading others to join our cause.
The rule says that we should try to repay, in kind, what another person has provided us.
The principle of reciprocation extends this dialogue, revealing the deep-seated human instinct to exchange value for value. In design, this could translate to how as designers we need to facilitate stakeholders' design critiques (as opposed to feedback). Stakeholders, more often than not, can't articulate their thoughts beyond mere likes or dislikes (as seen in Articulating Design Decisions and Discussing Design). By facilitating this exchange, we ensure feedback is meaningful and aligned with users' and business goals. But not only that. This exchange also makes stakeholders feel heard. It educates them and makes them feel they are actively contributing. This reinforces the collaborative bond.
“We are human because our ancestors learned to share their food and their skills in an honoured network of obligation.”
As the thought that the role of designers transcends mere aesthetics or usability keeps getting clearer and clearer. The quote above suggests can be paraphrased into designers being facilitators of a key exchange. An exchange that captures beautifully the essence of our profession. "We are designers because our stakeholders learned to share their thoughts and insights in an honoured network of obligation". By nurturing this exchange of feedback, we don't just engage in the tactical aspects of design; we enable a ritual of trust-building. The more we facilitate this process, the more we consolidate our role as trusted advisors and collaborators. This is how we influence and shape the products that come our way.
"Regan was also interested in how liking for a person affects the tendency to comply with that person’s request."
My reflections on being "liked" and building rapport within professional settings make me reflect on recent personal stories. These stories serve as a good example on the impact of these organisational dynamics. For example, a stakeholder's feedback style always triggered me and was laden with personal biases against a design. In more than one occasion, her feedback provoked a knee-jerk defensive reaction from me. This highlights the challenge of receiving feedback from someone you don't necessarily trust. In contrast, a similar feedback style from a former boss, with whom I shared a strong rapport, easily transformed into a funny, constructive exchange. Goes to say that rapport and trust in the organisational setting is important in a product design role, and we must be on top of it.
Reflecting upon these experiences makes me realise the importance of the principles explored in "Influence". This is especially true for product designers, unaware of the power of liking and reciprocation. These two principles underscore the essence of stakeholder management as human endeavours. As product designers, being influential shouldn't be only a strategy, but the fabric of our interactions and outcomes.
We are learning more about the complications of design and organizations. Embracing these principles and celebrating our lived experiences creates a culture of growth and collaboration. It also shows the importance of nurturing positive relationships. It's a journey that underscores the value of empathy, genuine connection, and the mutual exchange of ideas and feedback.
Let this article help as a reminder that behind every successful product there is a network of relationships, built on trust, respect, and the shared pursuit of excellence.
By engaging stakeholders with purpose, mastering the art of constructive critique, and intentionally building rapport with key players, you're not just helping yourself in the complex landscape of organisational dynamics; you're actively shaping it. These principles aren't just tactics; they're transformative practices that will help you in your career and impact within any team or project. Ready to amplify your influence? Let's dive into how these strategies can be your game-changers:
