2min chapter

The BetterLife Podcast: Wealth | Real Estate Investing | Life cover image

#1: Jon Gordon

The BetterLife Podcast: Wealth | Real Estate Investing | Life

CHAPTER

The Power of Intention

"You are mentally with intention and purpose," she says. "If we're all going to die, then why should this world matter?" 'I love empowering' is her word of choice for the year.

00:00
Speaker 3
So we've been running these series of workshops with companies. Some of them are tech companies that are actually working on artificial intelligence and generative AI. You know, one insight we're getting is just that even on those teams, they don't have a lot of time to play with these tools. And part of the exercise we're running through is just mapping AI to different parts of the design, design thinking process. And people often highlight risks or maybe opportunities where they want to use it. And one thing that often comes up is this idea that maybe eventually the AI will be smart enough that you can throw a design in it and it can give you more qualitative feedback and see where the errors might lie. Now, I think you may have already answered this question with your last story, but I'm curious your thoughts because it's clear that user testing over its history has a very human-centered focus. You're actually watching humans interact with getting real-time feedback that's not just quantitative, but very qualitative. Like, are they frustrated, angry, delighted? So how do you kind of make that argument that, yes, AI is a great kind of co-pilot and tool, but we have to keep humans as part of the loop in the design process?
Speaker 1
Yeah. I mean, at the end of the day, it's human-centered design. That's what we all believe in. And it's how we need to be delivering products. And you can't take the human out of that, either with testing with real people or by having the discernment, the creativity that a human's going to have in ideating solutions or really having an understanding. That said, to superpower our staff with these capabilities that, you know, it's not going to be long before, oh, by the way, the video happened to notice that this person, even though they said this, were uncomfortable or they were showing these things. That used to be sci-fi. Now we're realizing with the advancements of technology, things are moving really quickly. So from my perspective, I'm seeing bionic researchers that are just, you know, super powered. And then at the same time, I think maybe it was Michelle talked about this yesterday, just applying it to all the time-consuming stuff that nobody wants to do anyways. So I'm quite excited about, you know, as a designer, I'm a skeptic by nature, but I've seen enough and I see the path forward and I'm really, really excited about what's coming down the pipe.
Speaker 2
in asking questions is that research teams are bombarded with questions and they sort of get like up to their eyeballs and tasks and they just have to start saying no. That can be frustrating and it can keep the team focused on all these short-term, what are we doing this quarter? What's our KPI for this? And, you know, if you lose sight of the big picture thinking, that is one of the great powers of a research team. Looking at Horizon 2 and beyond, how do you think about balancing those? Like, let's work on refinement and sanding off the edges of a product, but let's also keep our eyes to the horizon of changes in culture, changes in devices that could totally disrupt a business.
Speaker 1
Oh, 100%. I mean, we were just talking about how technology is changing so fast. It's interesting because we've been looking and talking to a lot of folks in this room about attitudes around AI. And I will tell you, six months ago, it was high skeptics. And we'll see. A recent study that we just did, we're seeing sentiment of like, oh yeah, well, we expect there to be an automated summary for this and this and this. I mean, it's happening quickly. So that's all to say you need your research team focused on changing behaviors and where things are going. For us to do that, we do our scale program where we set a goal that 80 percent of any evaluative research is done by a non-researcher to allow our research team which is what they are focused on now on roadmap planning and changing behaviors and it was really exciting because in March we do an operations review who's doing what tests and what type of tests, and we hit 81% in March. So I threw that out there just as kind of like a high-level goal. It was pretty exciting to know that now our researchers are spending so much of their time on the stuff that really is impacting the business at a larger scale.

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