And in a pipe she flies to the you
All right. After 2 Eastern, so I guess we're back on. Welcome back everyone. So greetings.
My name is Seth Evans representing the Lean Adil Center of Excellence, often known as the Lace.
It's my pleasure to introduce our esteemed panelists for today's interactive session.
Where we'll explore the power of visual collaboration using the Lucid suite. The Lace team members are passionate advocates for leveraging Lucid and Agile ceremonies.
Such as PI planning and team events. Today we are thrilled to dive into this discussion on collaboration.
Taking the reins as our session leader is none other than Matt Murphy. Matt has been a loose at Luid software since 2,021.
And first joined as a customer success manager. He has a background in logistics, marketing, and project management.
He is naturally curious and loves to find creative ways to solve problems. In addition to Matt, we have 3 exceptional panelists also joining us from Bryan Stallings.
And Jessica Gustles. The teams the Lucid team's goal is to unite people and revolutionize the way that they connect and work.
Without further ado, let's give a warm welcome to the Luid software team. Will guide us through this interactive session.
Take it away, Matt.
Thank you. Seth. Appreciate it. And Brian, if you wouldn't mind going ahead and just sharing your screen, please follow along on my path.
So welcome all. It's our pleasure to join your event today. This has said my name is Matt Murphy, the customer success manager here at Lucid.
My job is to help people see the future. And then build it together. So today we will show the power of visual.
In our new hybrid world.
The session will inspire you to start collaborating visually in ways that amplify the input of all participants.
Jessica and Brian will highlight how visual collaboration brings more equity to our digital and physical realm. We want to ensure that all voices are heard to ensure positive business outcomes.
Jeremy will then inspire you by showcasing some real-world examples of team solving complex problems with visual collaboration.
So with that, I'll hand it off to the great Brian and Jessica.
Thanks, Matt. So very much appreciated. Brandon and I are really excited to be here. Thanks for having us.
Just quickly we do have a little bit of housekeeping. Just as mentioned, this is a participatory session.
So we're gonna have a couple of hands-on activities and everyone will benefit if everybody joins in.
So make sure that you're joining in with us. And we're really looking forward to hearing your hearing what you're thinking about.
Also the conference organizers have access to a PDF after this session so not to worry you'll have access to the information.
Even after we've taken off and we'll leave our contact information as well. Alright, so let's get started.
Our segment is about. Equity and collaboration.
And let's start with the following story.
So you can see on the screen our traveler here, there's once this high performing team of consultants who I worked with and they all worked in the same office.
That is until one of the team members move to a different state. And for us in the team, there was little impact except that every day when we met, one team member now joined the meetings.
By conference call. It was sometime later that one of our team members had to do some business travel to the same city.
Where are we? And so to make things simple, they agreed to meet up. At that individual's home in order to participate in that day's work.
So again, not much change for us as a team back at the office. Except now there were 2 remote team members.
Now that traveler returned to our office. A few days later. However, something had changed. They were now familiar with the perspective of the remote colleague.
And the significant differences that they were experiencing. In fact, our traveler informally took on the role of a kind of ambassador.
To support that remote colleague and to act in ways that could establish a common more equitable experience for that colleague.
Jessica, I just wanted to invite you today to imagine what if every individual on our team's developed and acted on that same kind of awareness.
And empathy and about the skills. To create that type of environment.
Our intent with this segment is to provide opportunities for you to identify where you could demonstrate increased awareness and empathy.
And we want you to leave this session prepared to create an impact with collaboration and cooperation that occurs within your own organization.
Our challenge to you is to take note of the thoughts and ideas that occur to you over the next 45 min. Write them down.
Really prepare yourself to take action.
Alright, we set our sessions on collaboration. On collaborative equity and we wanna do a bit to define those terms.
And so first off. Collaboration. It's a familiar word to all of us, I think. And you probably heard it quite a lot in these last several years as we've worked to transition to remote and hybrid work environments.
So our definition would be that collaboration is the art and the act of working or producing something with someone else.
Jessica and I are collaborating right now, for example.
We are. Equity on the other hand gets a little bit trickier for the context of our discussion.
Equity is a synonym for justice or fairness. It's a principle for how people should be treated.
All right, so bringing those 2 words together, collaboration equity is really our theme today. And our definition for that is collaboration.
Equity is when all workers have the ability to contribute and communicate equally, regardless of location, role, experience level, language, or device preference.
Together, the 2 create a phrase that describes working together in a fair and equitable way. So there are many, many examples.
Here's a 2 just to kind of get us started thinking about this. Do we all have a quote seat on at the table?
In other words, does everyone have an equal opportunity to contribute to share ideas and influence decisions? Another one is everyone using the same set of tools and if so is everyone properly trained and able to use those tools.
Similar to the questions Jessica asked, there are many other questions we could pursue when considering if equity exists.
This is about people. About caring about them and about their successes. If people can be successful in their effort to cooperate and to collaborate.
Then they can create successful organizations.
Yay, that's what we're looking for, right? Okay, so we're gonna start this off with, taking a visual activity. So I'll describe how this is gonna work.
So this is a visual activity in Lucid Spark and we want to gather some of your perspectives.
So if you watch, we'll demonstrate how this is gonna work. So in a moment we're going to share in the chat a link to the visual activity.
And you'll, have a look button here that you'll click start and you'll see on the far left hand that you'll click start and you'll see on the far left hand side there are some cards and we want you to click start and you'll see on the far left hand side there are some cards and we want you to drag those cards into the matrix that we have here so you'll see impact
to collaboration equity on one side with it. You could be a high impact or it could be a low impact and you'd be able to kind of figure out what that means for you.
And then the frequency observed. How often is this happening? Is it fairly common? Something that you're seeing a lot or is it something that you're not seeing so much?
So if you map the 2 of those and each one of these cards you'll place on this. On the diagram here.
And let me get you the link. To go in and take this.
Hey, Jessica puts this on the chat. You should just be able to click. On that link and get.
Directly into this activity. Click start and then take those 7 cards and orient them. And we're gonna give you a couple of minutes.
Library silence so that you can all do this.
Hey, looks like results are coming in.
Oftentimes fun to watch these results because The product assigned you if you're anonymous user fund name.
Okay.
So we have do you know? And of course we have math. Where's Lord?
Now Howard, I think we have. Hmm, how many people more than a hundred, right? So we should see quite a few.
Of your responses in here.
Like seeing these as they come into it's interesting to watch the the constellation shift. As we gather more and more data.
Now what are you seeing, Jessica?
I'm seeing that hierarchy sensed in meetings. And even in video calls has a high impact to collaboration.
And this also seems to be.
Somewhat frequently observed.
Yes.
I love that we could also look at this and say, okay, so what think is Lord, think about this.
If we're looking at information that came in from a single team member or look at the average to see how we're doing as a group.
And it seems that the one that's leading as the most impactful. Is the one that you described hierarchies.
Though. At least impactful might be. Well, I sit with you in.
See your home office and all the decor and tech that you have there definitely outshines mine and I feel that sense of difference.
Junior members feel disempowered to contribute is common. Maybe we can do something to help with that.
Hmm.
It's this blue one that's leading. Hierarchies are
Meeting are scheduled at unfavorable times.
Awesome, very common. Yeah.
Hi, I have a hard time working when my brain is sleepy. That's for sure.
Okay.
Alright. Well, that's good information coming in.
Fork. Yeah. My brain is not ready to engage in just exactly that moment for sure.
Awesome. This is really helpful. And it's interesting to note that they're actually as more and more come in, we're seeing some kind of some clusters happening.
Cause it does seem like there's a lot of these are impactful and, the observed frequency can happen.
Yes. Now, of course, there's many different, probably dozens of different cards that you might need to sort in an activity like this to truly get a sense of what's going on in any given work environment.
And so we've started here with a few basic obvious ones and we want to encourage you to try this out in your own organization.
Yeah, there might be some really interesting, information that comes out, whether you're working with your team or with a broader organization.
Here's the thing. When disparities to equity add up, they can be damaging to individuals.
It damages individuals effectiveness, their well-being, their career potential even. Then when inequities permeate a team, the connection is impacted and trust a roads.
So the collaboration and cooperation on the team itself suffers. Much worse when unaddressed these same disparities add up and cause a real impact across the entire organization, performance suffers, innovation wanes.
And talent leaves. The whole thing comes crumbling down.
Hmm.
Right. And which makes me sad. Toppling over now.
We want to talk about. Some pillars that would provide some rigidity and support in that structure that would allow us to maintain high equity and collaboration.
And so we've given 3 names to these pillars. We're gonna be talking about representation, participation, and information.
Alright, and. I wanna give a bit of definition about these. Okay, starting with representation.
Equity. Now, this is achieved when all employees can be seen, heard, and portrayed equally.
Whether they're working offsite or on site. I want you to think about participation equity. As the ability to host, present, and participate equally.
Regardless of location. And finally, we'll need information equity as well so that. Regardless of whether people are working on site or off-site, they have equal access to information.
Now if you find yourself wondering, well how on earth do Brian and Jessica prepare a work environment so that the 3 You are already pointing in the direction we're headed.
Fantastic. The level of equity we're describing requires an organization's culture not to only accommodate, but actually advocate for different working styles, needs, and preferences.
Equity and collaboration is not merely about providing a su suitable technology strategy. Much more vital are the required shifts in mindset and in culture.
You know, rethinking how to approach virtual meetings is an important place to start. And leaders We need to take into account how software devices cultural norms and participants can all work together to make meetings more equitable and productive.
So let me share with you a bit more about how we think we need to construct. This type of an environment.
Jessica and I have thought about this a bit and for us we think there's a foundation here that needs to to support these 3 pillars.
And so we're gonna talk about them a little by little and. Sort of describe as I move our as I move our white carpet up here we'll see what what the foundation needs to be.
So first off and probably most fundamental is that adequate time and willingness to establish connection and trust. Needs to exist so that we can create a solid group.
Human beings collaborating together. Now second here, if we go up a little bit farther, walking up our steps, you'd see cultural norms.
Now these are commonly held and they should be honored expectations for how do we do things around here such that equity and collaboration is an expected norm.
Alright, next up in our foundation here is skilled facilitation. Teams need facilitators who can foster effective collaboration, support meaningful dialogues, and enable team decision making.
Then we have a visual collaboration suite. I tend to prepare a lucid in advance so that when we come together to collaborate we're ready to go.
And then lastly, video conferencing. I have honestly not facilitated an audio only work meeting in years, which is why oftentimes I feel a little uncomfortable when you jump into another organization and everybody's video cameras are off.
I feel like I'm speaking into a void like Is anybody out there? Hello? I need I need some kind of reaction.
All right, so with this structure in mind, we're gonna be talking about each of these pillars and how the supporting foundations can form part of that.
Oh, let me go back. I wanna show, I think I'm gonna drop my screen for a second, right?
Here we go.
Yeah.
Alright.
So let's talk about representation. Equity, Bryan.
Right. Why don't we?
How do we share some examples of what we mean by commonly held cultural norms, for example?
Sure. So my examples will come from Lucid because that's where we work and most of our meetings will involve remote participants.
We are after all a fully hybrid organization. So for collaborative sessions, Brain and I find the most equitable experience results when everyone joins from their laptop.
In or from their own device, even if there's a few of us, few of us in the room.
We also have our video cameras on. We also like to talk about not being an oil painting.
We want to see those expressions. You want to see the smiles or the, hmm, I'm not so sure.
Even the frowns gives give us so much information about the topics that we're chewing on.
I speak of chewing on, I guess a common exception would be when someone's eating or violently sneezing, but the rest of the time the cameras are on.
As for microphones, it's an interesting one. So we tend to mute obviously when we're in larger meetings.
But when we're in a smaller group, we keep our microphones on for the most part.
So that there's a continuous flow of conversation. So that there's a continuous flow of conversation.
Again, a continuous flow of conversation. Again, common, exception is when there's someone is in a very noisy environment.
Again, common, exception is when there's someone is in a very noisy environment or say, I don't Anything, everything.
All right, Jessica, thank you. So those. Those of us who design visual collaboration and video conferencing products are aware of all of the challenges.
That are posed by hybrid work environments and to address this. The needs of representation equity. These platforms like Lucid are integrating new features intended to aid all participants.
Regardless of their location to have an equal voice. And presence. One way to think about this is Are we all set up such that communication and collaboration can occur in a way that everyone has an equal presence regardless of who else is participation.
Is involved. The location we're all joining from and the devices that we're using.
Yeah, during the pandemic, many of us learn to relax the anxiety we felt in, in the past around maybe like looking good at work.
I for one have traded in my high heels for a cup pair of very comfy slippers.
And we kind of get to be more transparent with our colleagues today than we ever have in the past. After all, we've seen each other's pets and stretchy pants.
We've met parents, grandparents, kiddos. I've met chickens one of my favorite days.
And we've all had to momentarily put ourselves on mute or to grab an urgent phone call or see who rain the doorbell.
It's also kind of lovely that we have really embraced our shared humanity. It's like we get to see even more of our of ourselves and each other and if we're if we're embracing of that I think there's even more that's possible.
Be true. Let me put these definitions back up. And so that we can move on to talk about participation.
Being able to host, and participate equally. So how do we increase participation equity when we're in collaboration?
I would say the easy part has become providing everyone with the technology tools needed to host. And present. At least we're giving them the ability to see and hear other participants and to be seen and heard.
But that being said, equity and collaboration requires us to go beyond this basic. Right? We're trying to, and we need to share visual collaboration environments, which Jeremy is gonna talk about soon.
And this will provide us more than just the ability to see and hear because true participation, equity and collaboration means we all need to be able to host, and here, because true participation, equity and collaboration means we all need to be able to host, present, and participate.
We host all our collaboration session in virtual whiteboards or in team spaces because it enables concurrent participation by all involved.
These environments really support the speed at which a group can think and create and we're working on these complex really interesting problems we need something that can keep up.
We interact together in real time session and we also work asynchronously. When you use well asynchronous collaboration can actually be more inclusive than regular meetings.
For example, let's say you have a team member who needs to go pick up a kettle from school.
That individual can come back and actually continue to participate by joining the board that was used during the session and adding their thoughts and insights when they return.
Team members who span the globe. Can participate in the conversation during their normal waking hours rather than participating at a time when their brains may be sleepy.
We were talking about that a little before or even worse not participating at all.
True. So participation expands when we. Host collaborative sessions in these ways that Jessica's described.
The products incorporate visuals as a means of participation so that we get many more forms of expression. And input like you can see in this GIF you can add text.
You can, put up a sticky note, add some shapes. Add some images. Put up a mean, some GIF, maybe some emojis.
You can even link documents and embed video messaging. And. I know that this is just can get distracting so I'm gonna stay on this.
So they offer us an interactive means to get input just as we've done with the visual activity that we started in the session.
And though then we can join together and review all of the results and see what sense we can make of it.
We can also engage in brainstorming, note taking, voting, mapping, participant input can be anonymous.
Or shared like many users, Jessica and I find the incredible value and using Lucas visual activities.
Because we can gather quickly. Qualitative input from a group and then use that to facilitate decisions that move at groups interest forward.
And we can do this while still accommodating those who might not want to speak up as much during the meeting.
It creates that level playing field that we're looking for and this helps ensure that everyone has a chance to participate comfortably and fairly.
No, it seems that everyone starts with tools and I wanna I wanna bring us back to, that tools alone are not going to make the, the impact that we're looking for.
That tools alone are not going to make the impact that we're looking for. Remember the foundations that support the 3 pillars we're looking for. Remember the foundations that support the 3 pillars.
We've got skilled facilitation, cultural norms, And maybe like us, you've noticed when a group is brought together for a collaboration session, even with a tool, we often get sort of, I think, the opposite of collaboration.
You ask a question and you're like. Crickets. Anyone? Bueller.
I felt that.
We've noticed that organizations. Need widespread facilitation skills development and no humans are not natural born facilitators wish we were.
And no humans are not natural born facilitators wish we were. But people don't already know these skills.
And when we talk about facilitators wish we were. But people don't already know these skills.
And when we talk about facilitation skills
That's right. A skill facilitator is intentional when working with a collaborative group and they will create many options for how to.
Those participants can engage. They're also going to provide ample opportunities for each participant to contribute in the way that they are most comfortable.
So. You know, you could use this. Collaboration style quiz, for example, by following the QR code that's here.
And get to know the preferred collaboration style of each of your team members. Just like in these 3 pictures see if you can match which one to my description.
You may have some expressive collaborators who really like visual collaboration and they love working together in teams. Might have relational collaborators who thrive on human connection.
And you'll have some introspective collaborators who prefer a more thoughtful and deliberate approach.
Yeah.
I'm a relational in case anyone's wondering. In so many so-called collaborative environments, oftentimes people don't participate as they otherwise might because of role hierarchy.
We saw that one pop up right away. These individuals are. Constrained to defer to the voice of the most senior person rather than share their thoughts and ideas.
And what we're looking for and the finest examples of high-performance high-performing teams are teams where curiosity is present.
Connection is vital. And the members are seen as whole humans and valued for their participation. Collaboration equity seeks to instead welcome input and ideas, invite the voice of each individual as a valued part of the system.
Hmm.
Nice, that's one of my favorite parts. Hey, so shifting now to information equity.
I like information. I like all of these equities, but information equity I'm really excited to talk about because I think will surprise you a bit.
So what information should people have? Have access to. When I think of information equity, I think about not just the tactical information for doing the work access to files, documents, diagrams, meeting minutes, those things.
Team should also share information about the context that surrounds the work and the and the team. The cultural and social information.
I'll have the Go we human interest stuff that creates connection and belonging.
Right, yeah. So for example, consider a situation where a team is meeting for a planning session. Something that we do all the time.
Some individuals are on site in a conference room while others are joining remotely via Zoom. And they're on the Lucid Spark Board.
After a while, the team takes a break. Coming back from break, someone in the room shares a funny story.
With the others. Now the remote participants are left confused because because of distance to the mic, they only caught a bit of what had been said.
And any of us in this situation would have likely felt left out. Now, this might seem small, but it happens all the time.
And it's not just about missing the jokes. Information inequities of any type create a divide between those who know and those who are on the outside.
So what are your thoughts, Jessica? How does a team best handle this?
Yeah, one thing that combats this. Is when a team's cultural norm makes it safe for the remote person to ask.
Hey, we didn't quite catch that, but it seemed like it was really funny. Can you tell it again?
Even more, potent is when members of the team that are together are simultaneously aware and can read what's happening, will pause the group and takes this take the steps needed to translate or inform those.
Not in the room.
Up with somebody in the office and suddenly you're in a discussion and you think I should get Jessica on the line with us.
Send a quick message and see if they can hop on for a few minutes or in the least find a way to maybe record the session or share the key context with them afterwards.
Brain does a great job of that.
Oh, thank you. So one other thing that we should consider is how do we create this rich social.
Context that Jessica described. So here's an example of a team space where your team has taken some effort to share something about themselves.
So you can see. A couple of examples here from different. Where on the whiteboard space they've created a photo gallery, right?
So, what's going on with you in your life and what's important to you.
I love that. Now, we do need to, and at this point, luckily for us, get to consider some of the more tactical advancements into information sharing and access resulting from the digital transformation efforts that occurred really rapidly due to the pandemic.
We have amazing things. Now like document sharing and permissions, licensed or guest views, linked documentation, living blueprints where you can actually go back and see the decision-making process that it happened over time.
Information radiators. Real time or async contributions and collaboration activities. Team spaces, archiving, visual activities, and so much more.
Just it's amazing what we can do now that we. Weren't able to do before.
You know, another significant advancement that I got to be involved in. As well as Jeremy, who you'll hear about soon at Luid was the creation of virtual breakout rooms within the collaborative platform.
So think about a scenario where a large team is getting together to let's say brainstorm ideas.
Now these breakout rooms can be used in conjunction with something like Zoom breakout groups so that we can split into different physical or virtual spaces and hear each other in these breakout rooms as a smaller groups allowing for a more infant to sorry intimate and focused discussion.
This is especially beneficial for those remote participants who might feel overwhelmed or sidelined during group settings were all held around the conference table.
After the breakout sessions, the facilitator can reconvene us all into a main group conversation where we hear and share insights that were discussed in the smaller groups.
You don't like this?
Flimsy wood props and scaffolding. I think no, I want something more concrete, some real action that can take place.
I think more concrete you wanted.
Real work and structures need to be. Oh, meaningful concrete action. Very funny. Yes, yes, exactly.
That is what's needed. And really the foundation of that concrete, those concrete actions should revolve around representation, equity, participation, equity, and information equity.
So this is what you wanted. Well, I'm glad I can occasionally be. So let's have an opportunity to look at another visual activity as we get ready to close our segment and hand it over.
In the chat, you'll see a link to another visual activity. And so I'm gonna, share it on the screen here.
Remember again that you can click the link and take. The journey directly into this visual activity.
So what you can do here is we want you to sort these cards. There's 10 and there's some buckets that you can put them in.
And you can see, well, this is an area that we really excel already or in the center.
This is an area that we do sometimes, sometimes not. We lack consistency and on the end we should try these.
So you'll just grab a card and say, okay, well, yeah, we do this. We should try this.
We should try this. Oh, we're pretty great here and sort those cards and then click submit.
Alright, I'll give you a couple of minutes to do that. In the meantime, I'm gonna move us.
Over to the board where we can take a look at. That information coming in.
Here. You guys are over here working on this one. All right, let me share the results as they come in.
We know it's a lot of cards, but there's a lot of great ideas there.
I was get so excited while I'm waiting.
Well, you think through these, we'll just remind you that today we've talked so far a little bit about.
Collaboration Equity, the 3 pillars of collaboration, the foundations that hold up those pillars and the work as we're seeing, that is needed to create an equitable playing field.
Oh, we see some results coming in, Jessica. Thank you for that summary. And I can play with this agreement threshold here a bit.
It's right now set on have at least 4 people agreed on the items. And, of course, everybody here is from different teams.
And so you may have different context, but if you were to do this within one organization or one team, you might find a lot of agreement on certain items.
So if I bump the agreement threshold down a little bit, you might see that one. There's a lot of folks that agree that establishing a cultural mandate for inclusiveness I have an entire team regardless of location is important.
Something that we should think about. While a good number, I think I can increase this here and see.
Maybe a lot of folks are doing things like using a consistent set of apps, tools and process and providing the synchronous training for how to use them.
And people feel pretty good about, including remote employees and impromptu meetings. Jack this up even more and we can start to see.
Where most agreement is. Really useful data to get a sense of. This doesn't make anybody wrong, right?
It's all talking about what are we doing well? What do we need to do more of? What are we pretty interested in pulling in?
Very nice.
Again, thank you for providing. In to the session and what we can learn from one another.
All right, let me get my zoom. I can go back in the. There we go.
So as we get ready to close, we're gonna take a few moments here and ask you to consider.
A couple of questions and how listen to this how specifically you would respond if someone at your office were to ask these questions.
So first of all, Hey, how could we improve the structure style or content of the meetings? That we do to make it easier for you to engage.
Participate and get the information you need.
Hmm. Makes me really curious about. What do I need? I'm grateful they're asking me.
And second question. What is the most clear and useful way for me to communicate with you? Especially when it comes to our work.
I don't think anybody's ever asked me that before.
Yeah.
Very nice questions to be asked. Now, we'll also invite you to consider a change of perspective.
How might your colleagues answer these questions? This is a fun one to ask other people too. Is a great team conversation.
So with those deep thoughts, deep, deep thoughts. We will pass this over now to our delightful friend and colleague, Jeremy.
Hi everyone, thanks for having me. My name is Jan Chung and I'm a senior director of product at Lucid.
Brian, I'm gonna actually have you, I'm gonna take over your screen if that's all right.
And I really appreciate Jessica and Brian's thoughts about, you know, equity and collaboration and communication, how we think about it.
So right now I'm actually gonna share a couple of practical examples of how we think about it. So right now I'm actually gonna share a couple of practical examples of how we think about it.
So however you want to define it's up to you. There's a bunch of these different use cases that you can see up here.
But I'm gonna start with a couple really quick. This first one is Orcharts. And when I think about org charts, I think about it a lot of times like, oh, this seems really plain and simple.
But I think actually the conversation of org charts are more important. So I'll give you example for us at Lucid.
I have gosh, 25 teams underneath me and underneath my org myself I have 20 different product managers reporting up into my line.
And oftentimes we can do this in a silo, right? We can create an org chart in a silo without bringing the representation of my directors underneath me or the different key leaders within the organization.
They can then talk about, hey, this is what engineers thinking about for these teams. This is what youX is thinking about for these teams.
This is what you know, QA and engineering are all thinking about these teams. When really taking something that we think initially as something being a solo sport of creating an org chart.
In some ways, in order to create equity and collaboration, we need to think bigger. We need to transform how we think about these different use cases and our job to make it more collaborative.
So for this one, for instance, I actually real story. Yesterday I had a conversation with my other scene director of UX as well as my senior director of engineering partners and we all sat together and we talked about how can we create a more equitable organization.
How can we get these initiatives done? Right? And they were representing their different groups and perspectives and domain knowledge and expertise and we're participating freely and I think what I love about visual collaboration and these open canvases is that's right.
People can be talking and you could be contributing with sticky notes asynchronously. You can be annotating these org charts.
You can create scenarios, right? And through it, you really come up with the best solution. Far better than I could create on my own.
Alright, this next one, I think this is, happens with all of us in employee, onboarding and checklist and like a 30, 60, 90 day plan or these are the resources you need.
Goodness, gracious. I have like seen these rework by different individuals and they don't realize they're recreating the same documents.
They're recreating the same processes and becomes really inefficient, right? Whereas equity and collaboration, I think about also with this information and reducing the duplication because you allow for more participation and representation to add the consolidated information.
Wow, that was a lot of shuns at the same time. But even something awesome was an on employee onboarding checklist, right?
When we democratize who has that information, who can contribute, you really get to a better product.
That really once again helps a manager, helps a new employee, and overall helps the organization become more efficient because you are collaborating more.
All right, these last couple of ones. So how product and youX teams use Lucid. I'm gonna show you a couple of exercises, but really it's not specific to Projecting UX.
This is just how, we kind of think about it initially. Okay. A brainstorm you saw some examples from Brian and Jessica and I love brainstorming and Lucid Spark because really it gets at these 4 at these 3 pillars.
Everyone's represented it. Everyone can participate. Especially with something that is, you know, on a canvas, equal playing field and I see this all the time.
The people with the highest titles. One more talking. You get the extroverts that are talking more.
You also get oftentimes people with the heavier titles talking more. Well, when you set up a brainstorming session, when you start a timer, right, when you have a brainstorming session, when you start a timer, right, when you have votes, all these things give people an equal playing field to talk.
All these things give people an equal playing field to talk about all these things give people an equal playing field to talk and discuss openly and get their ideas, all these things give people an equal playing field to talk and discuss openly and get their ideas, which is really important.
Matt's gonna talk about big root planning, some examples at CMS. I'm gonna go with these last 2 examples of US research.
That even when we think about how we learn it to do products better for instance or how we get input better or even this visual activity that Brian and Jessica did, right?
There is equity and collaboration there. We collectively, those who participate in the activity collaborated together. You were represented, your voice was represented, your participation was there, right?
And that we can ultimately culminate in the right information. I love visual activities for this reason. This is a real life example that we did at the org where we have this different concept of like, hey, what is the most helpful button or whatever?
And you could see all the different voices that are participating. You can get those insights quickly. You can get what's in people's heads and you can actually visualize it.
And quantity and quantify it for the better conclusions. And I think about that as arriving at the proper information.
This last one. I love doing team alignment things. Especially actually when I do this with executives.
When I think about working with executives, they all have a different important voice, sales representation, right?
Marketing, product, engineering, the CEO, right? And those voices are all so important.
And oftentimes in these discussions, and it does have to be with executives, it could just be with your team.
The goal is to get to the right conclusion, but to get there you need everyone's expertise. With these visual activities, right, this is we've kind of very similar to the exercise we did earlier, impact versus effort, right?
You're seeing 5 different voices, for instance. Talking about what these like 15 different items you can see where you align you don't need to discuss the things where you align right but then you discuss where you don't align And so when I think about visual activities and bringing in equity and collaboration, it really is about giving everyone those thoughts and seeing how people are thinking.
You take the like the qualitative ideas and see it quantitatively. And I think about visual activities as a conversation starter, not a conversation ender.
Because really you can come with better ideas, better conclusions when you're working in together, once again, by having equity in that collaboration.
All right, to end up, I just want to circle back to these notions and ideas that Brian and Jessica outline among these principles of.
Exit and collaboration. Once again, visual collaboration. I like to think about it as for everyone. I really do.
I'm a big believer in it because it really facilitates everyone to be represented. You can come to the same table, the same canvas, right, and be there.
The second one is participation. You can all contribute on equal playing fields. Share your ideas freely, communicate broadly.
And the last one is like you can share that information, you can include that information and really align on the best solution.
That is what equity collaboration is about, is working as a team to get there. Anyways, thanks for having me.
I'm gonna turn the time over to Matt to finish this off.