Making UX books more inclusive

By Natalie Yee and Michael J. Metts. This post has also been published on Natalie’s blog.

Over the past few years, there has been a big focus on inclusion in the design community. There are lots of articles, podcasts, and conference presentations where people working in UX share best practices and case studies. Most of these resources focus on helping designers create more inclusive products that work for all types of people. While this external focus continues to grow, it’s also important to look at ways to be more inclusive within the design community. One area of opportunity is user experience (UX) books. 

When Michael Metts and Andy Welfle started on Writing is Designing: Words and the User Experience, they wanted a way to see past their own perspectives and challenge their own assumptions, which is why they contacted Natalie Yee. Michael had worked with Natalie at a previous job where Natalie led the company's diversity, equity, and inclusion (DEI) efforts. The idea was to see if Natalie would be willing to review the book from an inclusion perspective.

Natalie’s approach to inclusion resonated with Andy and Michael. Many of the books she’d read seem geared towards someone who spends hours outside of work reading UX books, is familiar with or active in design discussions on Twitter, and has many years of experience. This person already knows all the jargon, acronyms, and references. Catering UX books to this audience is leaving out many current and future UX professionals. Without an intentional and committed focus to making a UX book more inclusive, it likely will end up written for a narrow audience.

Having never written a book before, the authors weren't sure how this would work, but they wanted it to. They hired Natalie to read it and give her perspective.

Here’s what Natalie said about choosing to take on this project:

My decision to partner with Andy & Michael on an inclusion review had a lot to do with the existing efforts they’d taken. The book was already written in a very inclusive way with a diverse range of contributors, intentional usage of gender neutral pronouns, and simple language. This showed me that they were fully invested in writing an inclusive book and they weren’t just checking a box or doing it for show.

Michael and Natalie wrote this post to share their approach, in hopes that this practice becomes more common in publishing.

Including other people in the narrative

Some of the most common writing advice people give to would-be authors is to stand up for yourself and boldly lay claim to your ideas. However, even before contacting Natalie, Michael and Andy wanted to include lots of different perspectives in their book. 

While a case could be made that the authors had plenty of experience in the field, they felt that including the voices and perspectives of others made the book more useful and accessible, because readers would have a greater chance to hear a story that relates to their own.

This idea led to over 20 interviews with practitioners working in the field, many of which became part of the narrative of the book. Some books treat interviews like this as sidebars, but the authors wanted these interviews to be part of the core message of the book, and found places in the body of their chapters where the interviewed voices complemented their own.

Writing and editing with a focus on the reader

As an inclusivity reviewer, Natalie scoured the nearly invisible layer on top of the writing that influences the reader's emotional response. Have you ever read a book that made you feel an extreme emotion because of how it was written and not the plot or characters? 

For a non-fiction book like Writing is Designing, things like jargon, idioms, niche references, and word choices that make assumptions about the reader all contribute to this layer and have the power to make a reader feel excluded. In one example, Natalie explained how the word “marginalized” could have a negative, unintended connotation.

Natalie’s feedback on the term “marginalized” in an early manuscript.

Natalie’s feedback on the term “marginalized” in an early manuscript.

Here’s what Natalie said about this process:

One could argue that this is unnecessary for a book that was already written very intentionally with diversity and inclusion in mind. I’d argue that by seeking out an inclusivity reviewer, something that isn’t done frequently in the UX book world, Michael and Andy really put their money where their mouth is (an idiom I would have recommended they not use in their book). By that, I mean that they took their own advice from chapter 5 when discussing inclusive, accessible experiences in technology, ,”It’s not an optional add-in -- it should be embedded in the way you work.” 

Approaching the process with sensitivity

The authors were new to writing a book and to some of the DEI concepts Natalie applied to their book via the review. One example was the idea of intent versus impact, which Michael at first was unfamiliar with. The review caused him to do more learning and reading on his own, helping him understand and apply the feedback.

Here’s what Michael said about working through these edits:

Keeping a humble, open mindset is what enables this. Learning in the context of writing a book can be stretching, but it's necessary. This type of work is personal, and during a review like this, it can feel like your ideas are being dismantled. That's because they are. Rather than feeling defensive, focus on the benefits you want to bring to your reader, because that's what makes all of this worth it. It's for them, not for you.

As the authors went through these edits, they began to see how at times, the writing was too focused on their own experiences and could have unintentionally alienated some readers. The process helped them create a stronger reader focus.

Practical takeaways

If you’re writing something big and want to make an inclusion review part of your process, here are some tips:

  • Think about inclusion throughout the writing process, not just when it needs to be reviewed. As a focus on inclusion becomes more common for UX books and beyond, it’s essential to have several different approaches. An inclusion review needs to happen alongside other efforts that show a true commitment. 

  • Work collaboratively. Like any good work between multiple people, it's best done with shared understanding. Michael and Andy started with Natalie's comments on their manuscript, but it was necessary to talk everything through, and even go through several revisions in one case.

  • Be creative. Feedback from a review like this doesn't have to mean cutting material. Sometimes the authors used plain language or explained a concept via a footnote, maintaining the narrative, but making it accessible to more people.

  • Pay the reviewer. Natalie’s work made the book more accessible to broader audiences, and it would have been unfair to ask her to do it for free. Michael and Andy paid Natalie for her time and inclusion expertise.

Our hope is that this practice becomes more common, leading to a UX community that is more welcoming to anyone who wants to be part of it. If you have any questions or would like to learn more, please feel free to get in touch.

Find the human bits

I heard about the phrase, "the human bits", from Andrew Maier's twitter bio. If you work in tech like me, you're naturally disconnected from the interactions people have with your product. You spend day after day immersed in how it works, and you work with a team to build it. You have an internal perspective. If you want to understand the human bits like Maier does, it takes effort.

This is a hard skill to develop. It involves a balance of curiosity, skepticism, and thoughtfulness. It's easy to learn about this in books, articles, talks, and workshops, but it's much harder to do it in practice. l clearly remember the first time I tried to do user research and was met with a wall of resistance. Like an organism fighting off an intruder, the company I worked for did everything it could to maintain its internal perspective.

But it's possible to find the human bits. And honestly, it's worth it. We build technology for a paycheck, but what we make has an effect on so many other people—the people who use our technology. Our best work elevates and includes them.

One person I interviewed for Writing is Designing didn't just find the human bits, they helped their team see the importance of doing something about them. Lauren Lucchese is a design leader in Chicago, and in the book, she tells a story about error messages. She was given a spreadsheet of scenarios and asked to write generic messages for them.

Lauren Lucchese, a design leader in Chicago, shares how to rally a team around user needs in Writing Is Designing.

Lauren Lucchese, a design leader in Chicago, shares how to rally a team around user needs in Writing Is Designing.

There were lots of human moments in this spreadsheet, and Lucchese found them. These errors were meant to cover things ranging from an expired password to a deceased account-holder to suspected fraudulent activity.

She went beyond generic errors by acknowledging the user's situation and sending them on a path that would provide help with what they were going through. She also got support for this by making a business case.

Here's what she said:

That's where you start thinking about metrics and measurements. You have to monetize the risk of not considering these things. That becomes a huge part of work and my role.

Lucchese's work ended up making interactions for people in difficult life situations faster, easier, and more empathetic.

Read Lucchese's story and many others in Writing is Designing: Words and the User Experience.

Pushing back by teaming up

Has someone ever come to you with a design idea that you have concerns about? What do you do?

Early in my career, I'd just speak up and say so. Sometimes, that works. The problem is that when I showed concern again and again, I quickly became everyone’s least favorite person to bring design ideas to.

It's unfair to get frustrated when someone brings you an idea, but it's also irresponsible to just jump in and do what you're asked without exploring the problem. Pushing back is one of the most important things someone can do. It's a sign of a healthy team. So how can you make it feel better?

What if, instead of pushing back on the person, the whole team pushes back on the idea?

One of the things I learned from working with Scott Kubie was how to make worksheets that help my teams have important conversations. He does this all the time, and what's helpful about it is that instead of an individual asking questions and raising concerns, an external artifact is taking that on that burden. This makes pushing back a team activity, and keeps negative feelings to a minimum.

Here's a worksheet I made to evaluate new design ideas:

I work with the team to make this part of how we work, so that examining our ideas becomes a regular occurrence. That way, asking questions is normal and expected, not a discouragement.

I put things in the worksheet that I know will make the conversation more constructive and give me the answers I'm looking for. For example, I made a big area for user needs, because if we don't know what they are, I want that to be obvious. I do all this to instill these values in the larger team. Eventually, they become part of how we work.

What's important about this idea:

  • Asking the questions as a team. Get things out of the realm of two people disagreeing with each other.

  • Capturing the conversation somewhere. Most of my teams are remote so I share my screen and fill this out while we talk. We need to see what we’re agreeing to.

  • Adapting it to your situation. The questions my team asks may not the ones your team needs to ask. Make this activity your own.

  • Acting on what you learn. If you see that you don't know much about user needs, plan some research to learn about them.

What's NOT important about this idea:

  • Calling it a worksheet. Reframing the conversation is what's most valuable, doesn't matter what you call it.

  • Making it a PDF. The form doesn't matter. These questions could be part of your acceptance criteria or a step you take during backlog refinement.

You can download this worksheet yourself, or make a copy on Figma that you can adapt for your team.

You should invite everyone to your design critique

I recently attended a workshop on design leadership by Mia Blume where she described the difference between feedback and critique. She defines feedback as a quick, one-way reaction often grounded in opinion. Critique, she says, is critical dialogue grounded in objectives that helps us understand design decisions.

Unsurprisingly, most designers I've met want as little feedback as possible. It makes sense. The one-way nature of feedback doesn't give designers the time or space to provide context or articulate their decisions.

Meanwhile, people who don't have "Designer" in their job title are forced to make changes to design through feedback. Design isn't their craft, but they're heavily invested in the outcome. In fact, their jobs may depend on it.

When I plan a critique, I include Business Analysts, Product Owners, Subject Matter Experts, and Engineers along with Designers. I coach them on how to talk about design and give them guidelines to follow. Everyone learns from each other. Designers gain a better understanding of the business constraints. Engineers share technical ideas and limitations. All of this makes the critique more effective.

Here's what's on my screen during a remote design critique. I send links to the design in advance so that people can ask questions and start dialog even when there isn't a gap in the conversation.

These are the guidelines I give critique participants, building on what I learned from Mia Blume (take a workshop from her if you can!):

  • Let everyone participate. Every perspective on this call is important.

  • Ask questions if you’re unsure why something is the way it is.

  • Speak from objectives. Avoid phrases like “I don’t like that”.

  • Dig into the details. This is the time to talk through the nuances of word choice, button labels, error handling and more.

The whole team is responsible for what we create. By including them in the process, everyone has the opportunity to shape the design and the product is stronger as a result.

Practical content strategy: making the journey

This piece was originally published on the GatherContent blog.


I love the strategy part of content strategy. High-level planning makes projects more purposeful. It helps us figure out what we should be doing and informs how we do it. But a plan has to be carried out to be worth anything, otherwise it's just a collection of ideas.

A couple of years ago, my brother and a few of his friends took a bicycle trip across the United States. It's a journey of 3800 miles, so a lot of planning went into it. He researched the right equipment, planned a route, and talked with people who had done it before.

However, until he actually got on his bike and started his journey west from the East Coast, his planning meant very little. Once he and his friends dipped their front tires in the Pacific Ocean after weeks of riding, their plan was completely validated.

Content strategy is like that. You never want the contribution you make to your company or client to be limited to a stack of deliverables. It feels good to make a plan at the beginning of a project, but no matter how beautiful, detailed, or thought-out your deliverables are, if they don't shape the website, app, or product you're building, they're worth very little. That's why content strategy has to be practical.

Here’s a framework for practical content strategy. It starts with clarity, and as the project moves forward, communication, collaboration, and creation help you maintain that clarity.

Clarity

Maybe your strategy doesn't take hold because the people you’re working with aren't on board. When this happens, it can often be because it's still your strategy. If you want the strategy to work, your co-workers or clients need to feel like they own it. It needs to be their strategy.

Clarity helps everyone see the strategy in the same light. Show people how the strategy benefits them. Demonstrate their role in carrying out the plan. People won't truly support something until they understand it, so make things as clear as possible.

Your clients/co-workers/employers/stakeholders/team need to feel like they're shaping the strategy, even if you're doing most of the work. Involve them, build consensus, then make sure that consensus is clear.

Communication

Communicating the strategy requires just as much thought and intention as the strategy itself. Remember, it's not about what works for you, it's about what works for your audience. Maybe you love having your strategy in a nicely formatted text document, but if you're communicating with a busy executive, chances are that document will get ignored at best and misinterpreted at worst.

Watch what works, and adapt the way you communicate the strategy. If the people you're working with respond well to snappy slideshows, put one together. If they enjoy a visual diagram or a business model canvas, make one.

I often use mindmaps to capture information during meetings and document their relationships.

Communication goes both ways, so be sure listening is part of your process. Listening to your stakeholders won't just help them trust you, it will strengthen your strategy. Their questions and concerns will help you clearly see the problems your strategy is meant to solve.

Collaboration

Even in-house content strategists suffer from seeing themselves as the experts who are there to do great work, then present that work to the stakeholders. For agency strategists, that kind of behavior is often built into the workflow.

However, this comes with a big risk. What if you spend hours creating models and templates, then the people you're presenting to don't like them? It's frustrating, it feels like a big setback, and you'll end up incorporating their feedback anyway. Why not flip the process around?

Invite your stakeholders to help you with strategy-defining documents and deliverables before that final presentation. When you need their approval down the road, they'll feel like they're approving their own work because they helped you create it.

Worksheets like this one help your stakeholders get involved while strengthening your strategic perspective.

Creation

When your strategy leads to real things that people can read, interact with, and buy, the best way to make sure everyone is following the plan is to help create those things.

I'm not saying you have to write every article or edit every page, but humans have trouble following even the clearest plans. When you help create the things you planned for, you're perfectly positioned to make sure everyone is sticking to the strategy.

If your strategy includes a style guide or a content pattern library, time spent on creation is an invaluable way to strengthen that documentation. Your hands-on work will reveal holes and edge cases you wouldn't have found otherwise.


Whether you call yourself a strategist or not, strategy is a necessity. But creating a strategy isn't enough. Putting it into practice has to be a big part of your skill set.

The projects we work on can be big, frustrating, and messy. But when your strategy helps people in real, practical ways, it's all worth it.

So don't just plan your content journey. Finish strong.