on rate, therefore we should switch to Version B!” Please do not do this. Use actual confidence intervals, z-scores, and st…n rate and Version B yields a 22 percent conversion rate, therefore we should switch to Version B!” Please do not do this. Use actual confidence intervals, z-scores, and statistically significant data.
… the letter is that the impact of a decision guides how much effort you need to put into making it. You can be right 99% of the time, but if you’re wrong the 1% of times when it really matters, you’re not an effective decision maker. The takeaway is that when the stakes are high, you should work a lot harder at making the right dec…
…u’d like to be in a year’s …u’d like to be in a year’s time, this is fertile ground for a designer to help change the equation. You need people to balance out short-term thinking, take a step back, and look further ahead to the bigger bets that could result in step-function gains and will require throwing away the assumptions/constraints of what you can build in a few weeks or months.
Habit, momentum, familiarity, anxiety of the unknown — these are incredibly hard bonds to break. When you try to sell someone something, you have to overcome those bonds. You have to break the grip of that gravity.
The list seems reasonable, but what I think is that such things are an industrial standard by now. Everybody design with data, and everybody tries to understands context. I believe that if you choose design principles for your team, you should pick some that are groundbreaking and challenge your team to go further.
… gets a pass on this one…no beard) like to claim that value is derived from the cost of production — the amount and difficulty of the labor that goes into it. This is clearly false, and my son now knows it.