[Applause]
okay so how
like to talk today about sustaining
collaboration with people and I would
like to start with this story is a very
long and beautiful story of my first job
so 12 years ago I decided to apply for
my first job I’ve just finished my high
school and before I started university I
had a few months so I decided to earn
some money to cover some of my costs of
the university so that I’ve started
looking for a job unfortunately when I
was 18 something I wasn’t like the most
competent person on the market so I
started working looking for the job in
the gastronomy field and I wrote the CV
and I was walking from restaurant to
restaurant looking for looking for for
for for a place to work and my first try
was very exquisite restaurant it was one
of those fancy restaurants where you can
order a big plate with very little meal
in the middle and you are paying
enormous amount of money for it so it
was my first first try when I entered
this this restaurant I was told that you
have to learn a whole menu by heart you
have to wear suit
there are procedure for this and
procedure for that so I was attacked
with a lot of pieces of information and
I had to learn a lot of things so I can
say that the this restaurant was highly
well organized it was it was well
organized and in the same time it was
very very constrained what I also
discovered when I entered this this
displaced is it was that it has also
another part of dynamics from one
perspective it is very structured and
organized but it also contained a lot of
different relationship with people with
chefs with waiters and there are
completely new types of dynamics that I
had to learn a lot of intrigues a lot of
discussions a lot of problems with with
the managers of this restaurant and I
felt really really lost there so after
two days I quit the job so it was my
first like professional experience but I
don’t don’t like to give up so I started
looking for more and I was looking for
for for a place to work and after a few
days I tried for the second time and I
wept – very lovely popin B visa and it
was really nice it was nice it was full
of it has its kind of unique atmosphere
there and people working there were
really really nice but I found it really
chaotic probably it was my perception of
this of this restaurant but it was like
going into deep water from the very
first day so I I just didn’t really know
what to do
I felt really lost and I felt that this
pub is too demanding because I need new
pubs but I was always the customer of
the pub not the employee of the pub so
there were too many things to do so I
was just fighting inside this chaotic
organisation that probably for the
owners or other waiters wasn’t Celtic at
all but for me it was really chaotic so
after a few days I quit and I felt
completely demolished and I started
thinking what to do so I went to my
favorite club and it was my trade the
third third try it was a jazz club
english’ I sat next to the bar I ordered
a beer and I told my sad story about my
first work experience to the bartender
and she told me you know maybe you can
try to work with us so the next day I
decided to give myself the last chance I
went to this club and and the owner of
the club told me you know first of all
you have to understand what we’ve got in
menu you don’t have to learn by heart
what we will have there but in time you
will remember
you have to understand what we can offer
to our customers the second thing is you
have to really feel how to carry the
tray because it’s it’s not good when you
will like destroy the glasses on on our
customers the third thing is if there is
a new customer you have to approach him
and ask what he or she would like to
order you will have your own area of the
club that you will be responsible for
but if you will see that someone needs
your help just go and help him and the
last thing if there is nothing to do
just chill out play chess and do
whatever you want so he draw the kind of
line the boundary within boundaries
within which I could develop myself also
I found very very that the team is very
helpful and I have time to grow so I had
stayed there for two seasons and it was
my first place where I I was working I
am telling this story oh it was me 12
years ago I’m shaking a drink because
from waiter I became a bunted bartender
because I had this opportunity to to
develop my skills during those two
seasons during last 12 years I was
involved in many projects in Poland and
abroad in many different in many
different roles I’ve been a UX design
team leader for many years business
analysts also bartend and went waiter at
the beginning of my of my professional
journey I was and I am academic teacher
research team member enterpreneur right
now clients sometimes subcontractor
freelancer so I had been involved in
many many different projects and what I
found that during those 12 years I have
seen a lot of those models that I’ve
showed you of different organizations so
I have seen systems that are really over
constrained they looked ordered but but
there are a lot of different things
happening outside the boundaries of the
system I
I saw a lot of companies that are really
chaotic and I saw a lot of companies
that are solving very complex problem
but they can adapt to the to dis
complexity and uncertainty of the world
so one more important thing that I would
like to say that those things that I
will describe during this talk are
models so they does not reflect to the
every organization one to one it’s it’s
every organization is it’s different so
the only valid model is of human system
is the system itself however those
models are very useful and I would like
to you to follow me during these
presentations and we refer we will refer
to those three types of systems that I
have presented to you and one more
important note we can’t really engineer
the system like this the system’s
emerges so so so it’s also an important
part to to know that we can’t just
design the organization that works in a
certain way we can create an environment
for for for a human system to grow so
let’s assume that we lead a highly
motivated team of individuals and we
have those three types of systems and
each system that we or maybe the systems
that I that will become over constrained
chaotic or complex starts in the same
place with a group of people who really
want to make a change the first over
constraint system is an ordered system
we apply some rules and we are apply
some procedures to to to make people
operate and and do their job so we
define kind of boundaries but they are
very well-structured and when we have
too many procedures we start to squeeze
people that are working with us and we
don’t give them a space to grow so there
more and more squeezed so they start to
collaborate outside the boundaries of
the system so the system’s become
becomes really high in its nature but it
looks that it’s ordered so there are a
lot of different procedures and things
that are happening outside the
boundaries of the system so it really
decreases the efficiency of the
organization like this because of a lot
of different things that are happening
and the things that people are not
allowed to do so there is a lot of a lot
of stuff that probably organization just
don’t want to have chaotic system the
starting point is really the same but we
don’t send any boundaries so we just
allow people to do whatever they want so
they can grow they can innovate it’s a
very good type of organization and
system that we really want to innovate
however to manage complex problems is
very hard to predict how the system will
behave so in time this system has very
arm like a strange strange strange view
and and we can’t really really
understand what is happening there and
the complex adaptive system is the third
kind of system and it was the system
that I have experienced when I was
working in this jazz club so we’ve got
the same group of people however we
define some kinds of rules that we allow
them to that we ask them to follow but
we don’t constrain them do what you want
but please let’s work in size inside
those boundaries and of course
collaborate if you collaborate it’s
great because you can innovate you can
do stuff and you can you can improve
things and solve issues much faster of
course you can also sometimes cross the
boundary and ask the question is it the
but this boundary really relevant and
sometimes it’s not so we can move the
boundary so this kind of system and this
kind of dynamics is is is something is
the type of environment that we really
allow people to grow and to grow and
adapt in time so we’ve got three types
of systems of course that during a time
those systems are also dynamic and we
can sometimes see that the complex
adaptive system become really over
constrained system because we set too
many boundaries or the chaotic system
become a complex adaptive system or
chaotic system become really ordered so
we can in time sorry those systems also
also changes and I would like to tell
you today about some kinds of principles
of insa or insights that I have learned
from my friends during last well 12
years how to grow the organization how
to grow a human system that is complex
and adaptive in its nature but it allows
people to collaborate and I’m will not
tell you how to build a team I will
rather tell you how to create an
environment where we can sustain the
team because building a building a good
team with people who share it and share
in shared values and and have a common
vision and mission and so on it’s not so
even difficult to do if you’ve got
really really good leader however to
sustain the collaboration is a real
challenge so the first thing I would
like to tell you and it’s something that
I really apply as the most important
principle is respect the first thing is
to respect people and I don’t mean to
respect our team mates I mean to respect
people everyone customer client
subcontractor freelancer user everyone
we have to respect people so we built
this kind of understanding and and also
we cultivate those humanistic values
that are
important in our civilization the second
thing is to accept the complexity of the
world we can’t just say that ah the
world is not complex things are simple
but we are doing them in the wrong way
no we have to accept that the world is
complex and we don’t have to fight with
the complexity of the world we have to
adapt to this kind of environment we are
in and do our best to survive and to
grow in the kind of in this kind of
environment the third thing is trust and
I don’t tell I will not tell you about
building trust I will tell you about
trust as a binary state I trust you or
you I don’t trust you you trust me or
you don’t trust me and all the
activities that we do is our the our
proof that we are the people who are who
really can trust I would like to quote
my one of my favorite philosophers
Martin Buber who said that origin of all
conflict between me and my fellow
brother is that I don’t say what I mean
and I don’t do what I say and I see I’ve
seen a lot of companies failing down
because the management were telling
things that were not true and they were
acting not in the way they said and the
team decided to for example leave the
company or the customers we’re leaving
the company so it’s in this very simple
words we can describe the most the the
biggest problem of trust in most
relationships and organizations the
fourth thing is to prove the purpose of
collaboration and to show that it’s
still significant because it’s quite
easy to build a vision of the company
and tell that in five years from now we
will land on Mars I think everyone can
say it but please prove it prove it that
that we really still believe in it and
it’s in and that’s that it is important
and to show the significance of the
purpose of our collaboration and proving
it all the time it’s one of the most
important things if you really want to
sustain the collaboration the fifth
thing is to support people in defining
and achieving their own personal
development goals it’s not about telling
people how they should grow so we will
benefit on it we should find the way to
help people to grow we should find the
way to help people to find their own
interest to fulfill their dreams and
believe me it’s super important because
if people are growing working together
with you is the most it’s the best
experience you can ever have nothing
will is not it nothing is for my most
from my perspective better that in a
professional relationship when you see
how your team is is growing and
achieving their own dreams not yours I
would like to call my sister who once
said the team builds upon common goals
but keeps evolving on come on
understanding and respect for individual
goals of its members so that’s the
beautiful summary out of the things that
I would like to share with you the sixth
thing is – don’t try to achieve personal
benefits using your colleagues but fully
dedicate yourself to them it’s also the
thing that I really believe in and we
shouldn’t we can’t use our friends our
colleagues to benefit in the way that
they don’t fully fully agree on we have
to dedicate ourselves to this kind of
collaboration and everyone should
benefit we should create the the
environment where everyone is growing
because is a fool’s game if you really
believe that you can make money on your
friends go go with it but by the end of
the day you will understand that you
were completely wrong wrong because it’s
not the way to collaborate with people
if necessary set new boundaries and
question existing ones
so it’s also very important think if you
really want to sustain a good
collaboration is too is too sometimes we
have to set boundaries and and tell
someone enough stop here you can’t do it
this way because we also take the
accountability and responsibility for
the team and if someone is acting in not
in the way that we agreed on we have to
say enough and set a new boundary
because we are protecting not only
ourselves but also the other people who
are collaborating with us and also the
persons who maybe just not is not
following the D rules because just
simply forgot about it so we can have
this moment of truth to discuss but we
have to sometimes say sa enough and the
last thing is to remember that fun is
mandatory it’s something that I have
learned from Tom guilt very great great
mmm system engineer who always is saying
that all the requirements are important
but the fun is mandatory so using humor
and being just nice to people and having
fun with your colleagues and clients and
and all the people you collaborate is
with is crucial it’s really important if
you really would would like to sustain a
good collaboration so I have observed
how those principles work in many
collaborations it’s not my my invention
it kind of self-reflection and synthesis
of my 12 years experience right now when
I work with people and I saw a lot of
companies who are not following those
rules and it’s not a single problem of
those companies of course there were a
lot of different problems but not
following those rules also help them to
fell down and I want to tell you the
teams who cultivate those principles
really exist and I’m happy to work in
some
some projects and initiatives that
really have have really value this kind
of of approach of of collaboration I’m
here my my friends who I with whom I
organize a conference in in Katowice and
we’ve got these dos we are not those and
we don’t regulate ourself we trust each
other so I’m sure that we will we are
able to achieve achieve beautiful things
and and we do it for 80 years right now
together also is some of my professional
experiences proved that this way of
working and thinking about collaboration
is important and Italy everyone benefits
it’s a win-win-win situation last
thought when we already build the
environment where people can really work
together and are very satisfied in their
work and they feel this inner motivation
intrinsic motivation and they can grow
really can grow and they trust each
other and sharing the same values and
see the value of of of their work it is
very important to think what we say and
think how we act because if you already
are in the area where people really
believe in themselves and help each
other our actions and words means much
more that actions and words in in the
configuration in the collaboration that
its new and we don’t really know each
other I would like to tell you at the
end one story from from my life that
happens in 2009 I was involved in one
project where I was responsible for user
interface and I
I was asked to improve the user
experience of one software product and I
had no idea how to do it because I had
no previous experience so I was reading
Internet and I used only my intuition to
make some improvements in this project
and after the project ended my leader
atomic Jepara took me for a feedback
conversation and he told me you know
here is the list of things you should
improve and here is the list of things
that you did really well and you know
what I think that you have a gift you’ve
got a gift to be a really good user
experience designer I see it and you
know it he was the guy who was a who who
was able and is able to build structures
that can really adapt to changing
circumstances and who is really able to
create very powerful collaboration
between people so I trusted him and I
knew that I am I have no experience and
it was the effect of my intuition not
knowledge or experience the effect that
he saw but I trusted him and I dedicated
the whole of my professional career to
become a UX designer and service
designer and that’s what I’m doing until
now and I would like to thank you Tomac
from this place because it’s it’s it’s
it was one of the most in most
influential moments in my life but I I
understood it many years later so during
those 12 years I’ve met a lot of people
who really influenced me and those
people who really influenced me in the
positive way where the people who I
really trust who I shared the same
values and who I really wanted to
collaborate with and who who who who
were always always with me so I would
like to dedicate this lecture to all of
the people I met during last 12 years
who helped me to grow thank you
[Applause]
okay so how
like to talk today about sustaining
collaboration with people and I would
like to start with this story is a very
long and beautiful story of my first job
so 12 years ago I decided to apply for
my first job I’ve just finished my high
school and before I started university I
had a few months so I decided to earn
some money to cover some of my costs of
the university so that I’ve started
looking for a job unfortunately when I
was 18 something I wasn’t like the most
competent person on the market so I
started working looking for the job in
the gastronomy field and I wrote the CV
and I was walking from restaurant to
restaurant looking for looking for for
for for a place to work and my first try
was very exquisite restaurant it was one
of those fancy restaurants where you can
order a big plate with very little meal
in the middle and you are paying
enormous amount of money for it so it
was my first first try when I entered
this this restaurant I was told that you
have to learn a whole menu by heart you
have to wear suit
there are procedure for this and
procedure for that so I was attacked
with a lot of pieces of information and
I had to learn a lot of things so I can
say that the this restaurant was highly
well organized it was it was well
organized and in the same time it was
very very constrained what I also
discovered when I entered this this
displaced is it was that it has also
another part of dynamics from one
perspective it is very structured and
organized but it also contained a lot of
different relationship with people with
chefs with waiters and there are
completely new types of dynamics that I
had to learn a lot of intrigues a lot of
discussions a lot of problems with with
the managers of this restaurant and I
felt really really lost there so after
two days I quit the job so it was my
first like professional experience but I
don’t don’t like to give up so I started
looking for more and I was looking for
for for a place to work and after a few
days I tried for the second time and I
wept – very lovely popin B visa and it
was really nice it was nice it was full
of it has its kind of unique atmosphere
there and people working there were
really really nice but I found it really
chaotic probably it was my perception of
this of this restaurant but it was like
going into deep water from the very
first day so I I just didn’t really know
what to do
I felt really lost and I felt that this
pub is too demanding because I need new
pubs but I was always the customer of
the pub not the employee of the pub so
there were too many things to do so I
was just fighting inside this chaotic
organisation that probably for the
owners or other waiters wasn’t Celtic at
all but for me it was really chaotic so
after a few days I quit and I felt
completely demolished and I started
thinking what to do so I went to my
favorite club and it was my trade the
third third try it was a jazz club
english’ I sat next to the bar I ordered
a beer and I told my sad story about my
first work experience to the bartender
and she told me you know maybe you can
try to work with us so the next day I
decided to give myself the last chance I
went to this club and and the owner of
the club told me you know first of all
you have to understand what we’ve got in
menu you don’t have to learn by heart
what we will have there but in time you
will remember
you have to understand what we can offer
to our customers the second thing is you
have to really feel how to carry the
tray because it’s it’s not good when you
will like destroy the glasses on on our
customers the third thing is if there is
a new customer you have to approach him
and ask what he or she would like to
order you will have your own area of the
club that you will be responsible for
but if you will see that someone needs
your help just go and help him and the
last thing if there is nothing to do
just chill out play chess and do
whatever you want so he draw the kind of
line the boundary within boundaries
within which I could develop myself also
I found very very that the team is very
helpful and I have time to grow so I had
stayed there for two seasons and it was
my first place where I I was working I
am telling this story oh it was me 12
years ago I’m shaking a drink because
from waiter I became a bunted bartender
because I had this opportunity to to
develop my skills during those two
seasons during last 12 years I was
involved in many projects in Poland and
abroad in many different in many
different roles I’ve been a UX design
team leader for many years business
analysts also bartend and went waiter at
the beginning of my of my professional
journey I was and I am academic teacher
research team member enterpreneur right
now clients sometimes subcontractor
freelancer so I had been involved in
many many different projects and what I
found that during those 12 years I have
seen a lot of those models that I’ve
showed you of different organizations so
I have seen systems that are really over
constrained they looked ordered but but
there are a lot of different things
happening outside the boundaries of the
system I
I saw a lot of companies that are really
chaotic and I saw a lot of companies
that are solving very complex problem
but they can adapt to the to dis
complexity and uncertainty of the world
so one more important thing that I would
like to say that those things that I
will describe during this talk are
models so they does not reflect to the
every organization one to one it’s it’s
every organization is it’s different so
the only valid model is of human system
is the system itself however those
models are very useful and I would like
to you to follow me during these
presentations and we refer we will refer
to those three types of systems that I
have presented to you and one more
important note we can’t really engineer
the system like this the system’s
emerges so so so it’s also an important
part to to know that we can’t just
design the organization that works in a
certain way we can create an environment
for for for a human system to grow so
let’s assume that we lead a highly
motivated team of individuals and we
have those three types of systems and
each system that we or maybe the systems
that I that will become over constrained
chaotic or complex starts in the same
place with a group of people who really
want to make a change the first over
constraint system is an ordered system
we apply some rules and we are apply
some procedures to to to make people
operate and and do their job so we
define kind of boundaries but they are
very well-structured and when we have
too many procedures we start to squeeze
people that are working with us and we
don’t give them a space to grow so there
more and more squeezed so they start to
collaborate outside the boundaries of
the system so the system’s become
becomes really high in its nature but it
looks that it’s ordered so there are a
lot of different procedures and things
that are happening outside the
boundaries of the system so it really
decreases the efficiency of the
organization like this because of a lot
of different things that are happening
and the things that people are not
allowed to do so there is a lot of a lot
of stuff that probably organization just
don’t want to have chaotic system the
starting point is really the same but we
don’t send any boundaries so we just
allow people to do whatever they want so
they can grow they can innovate it’s a
very good type of organization and
system that we really want to innovate
however to manage complex problems is
very hard to predict how the system will
behave so in time this system has very
arm like a strange strange strange view
and and we can’t really really
understand what is happening there and
the complex adaptive system is the third
kind of system and it was the system
that I have experienced when I was
working in this jazz club so we’ve got
the same group of people however we
define some kinds of rules that we allow
them to that we ask them to follow but
we don’t constrain them do what you want
but please let’s work in size inside
those boundaries and of course
collaborate if you collaborate it’s
great because you can innovate you can
do stuff and you can you can improve
things and solve issues much faster of
course you can also sometimes cross the
boundary and ask the question is it the
but this boundary really relevant and
sometimes it’s not so we can move the
boundary so this kind of system and this
kind of dynamics is is is something is
the type of environment that we really
allow people to grow and to grow and
adapt in time so we’ve got three types
of systems of course that during a time
those systems are also dynamic and we
can sometimes see that the complex
adaptive system become really over
constrained system because we set too
many boundaries or the chaotic system
become a complex adaptive system or
chaotic system become really ordered so
we can in time sorry those systems also
also changes and I would like to tell
you today about some kinds of principles
of insa or insights that I have learned
from my friends during last well 12
years how to grow the organization how
to grow a human system that is complex
and adaptive in its nature but it allows
people to collaborate and I’m will not
tell you how to build a team I will
rather tell you how to create an
environment where we can sustain the
team because building a building a good
team with people who share it and share
in shared values and and have a common
vision and mission and so on it’s not so
even difficult to do if you’ve got
really really good leader however to
sustain the collaboration is a real
challenge so the first thing I would
like to tell you and it’s something that
I really apply as the most important
principle is respect the first thing is
to respect people and I don’t mean to
respect our team mates I mean to respect
people everyone customer client
subcontractor freelancer user everyone
we have to respect people so we built
this kind of understanding and and also
we cultivate those humanistic values
that are
important in our civilization the second
thing is to accept the complexity of the
world we can’t just say that ah the
world is not complex things are simple
but we are doing them in the wrong way
no we have to accept that the world is
complex and we don’t have to fight with
the complexity of the world we have to
adapt to this kind of environment we are
in and do our best to survive and to
grow in the kind of in this kind of
environment the third thing is trust and
I don’t tell I will not tell you about
building trust I will tell you about
trust as a binary state I trust you or
you I don’t trust you you trust me or
you don’t trust me and all the
activities that we do is our the our
proof that we are the people who are who
really can trust I would like to quote
my one of my favorite philosophers
Martin Buber who said that origin of all
conflict between me and my fellow
brother is that I don’t say what I mean
and I don’t do what I say and I see I’ve
seen a lot of companies failing down
because the management were telling
things that were not true and they were
acting not in the way they said and the
team decided to for example leave the
company or the customers we’re leaving
the company so it’s in this very simple
words we can describe the most the the
biggest problem of trust in most
relationships and organizations the
fourth thing is to prove the purpose of
collaboration and to show that it’s
still significant because it’s quite
easy to build a vision of the company
and tell that in five years from now we
will land on Mars I think everyone can
say it but please prove it prove it that
that we really still believe in it and
it’s in and that’s that it is important
and to show the significance of the
purpose of our collaboration and proving
it all the time it’s one of the most
important things if you really want to
sustain the collaboration the fifth
thing is to support people in defining
and achieving their own personal
development goals it’s not about telling
people how they should grow so we will
benefit on it we should find the way to
help people to grow we should find the
way to help people to find their own
interest to fulfill their dreams and
believe me it’s super important because
if people are growing working together
with you is the most it’s the best
experience you can ever have nothing
will is not it nothing is for my most
from my perspective better that in a
professional relationship when you see
how your team is is growing and
achieving their own dreams not yours I
would like to call my sister who once
said the team builds upon common goals
but keeps evolving on come on
understanding and respect for individual
goals of its members so that’s the
beautiful summary out of the things that
I would like to share with you the sixth
thing is – don’t try to achieve personal
benefits using your colleagues but fully
dedicate yourself to them it’s also the
thing that I really believe in and we
shouldn’t we can’t use our friends our
colleagues to benefit in the way that
they don’t fully fully agree on we have
to dedicate ourselves to this kind of
collaboration and everyone should
benefit we should create the the
environment where everyone is growing
because is a fool’s game if you really
believe that you can make money on your
friends go go with it but by the end of
the day you will understand that you
were completely wrong wrong because it’s
not the way to collaborate with people
if necessary set new boundaries and
question existing ones
so it’s also very important think if you
really want to sustain a good
collaboration is too is too sometimes we
have to set boundaries and and tell
someone enough stop here you can’t do it
this way because we also take the
accountability and responsibility for
the team and if someone is acting in not
in the way that we agreed on we have to
say enough and set a new boundary
because we are protecting not only
ourselves but also the other people who
are collaborating with us and also the
persons who maybe just not is not
following the D rules because just
simply forgot about it so we can have
this moment of truth to discuss but we
have to sometimes say sa enough and the
last thing is to remember that fun is
mandatory it’s something that I have
learned from Tom guilt very great great
mmm system engineer who always is saying
that all the requirements are important
but the fun is mandatory so using humor
and being just nice to people and having
fun with your colleagues and clients and
and all the people you collaborate is
with is crucial it’s really important if
you really would would like to sustain a
good collaboration so I have observed
how those principles work in many
collaborations it’s not my my invention
it kind of self-reflection and synthesis
of my 12 years experience right now when
I work with people and I saw a lot of
companies who are not following those
rules and it’s not a single problem of
those companies of course there were a
lot of different problems but not
following those rules also help them to
fell down and I want to tell you the
teams who cultivate those principles
really exist and I’m happy to work in
some
some projects and initiatives that
really have have really value this kind
of of approach of of collaboration I’m
here my my friends who I with whom I
organize a conference in in Katowice and
we’ve got these dos we are not those and
we don’t regulate ourself we trust each
other so I’m sure that we will we are
able to achieve achieve beautiful things
and and we do it for 80 years right now
together also is some of my professional
experiences proved that this way of
working and thinking about collaboration
is important and Italy everyone benefits
it’s a win-win-win situation last
thought when we already build the
environment where people can really work
together and are very satisfied in their
work and they feel this inner motivation
intrinsic motivation and they can grow
really can grow and they trust each
other and sharing the same values and
see the value of of of their work it is
very important to think what we say and
think how we act because if you already
are in the area where people really
believe in themselves and help each
other our actions and words means much
more that actions and words in in the
configuration in the collaboration that
its new and we don’t really know each
other I would like to tell you at the
end one story from from my life that
happens in 2009 I was involved in one
project where I was responsible for user
interface and I
I was asked to improve the user
experience of one software product and I
had no idea how to do it because I had
no previous experience so I was reading
Internet and I used only my intuition to
make some improvements in this project
and after the project ended my leader
atomic Jepara took me for a feedback
conversation and he told me you know
here is the list of things you should
improve and here is the list of things
that you did really well and you know
what I think that you have a gift you’ve
got a gift to be a really good user
experience designer I see it and you
know it he was the guy who was a who who
was able and is able to build structures
that can really adapt to changing
circumstances and who is really able to
create very powerful collaboration
between people so I trusted him and I
knew that I am I have no experience and
it was the effect of my intuition not
knowledge or experience the effect that
he saw but I trusted him and I dedicated
the whole of my professional career to
become a UX designer and service
designer and that’s what I’m doing until
now and I would like to thank you Tomac
from this place because it’s it’s it’s
it was one of the most in most
influential moments in my life but I I
understood it many years later so during
those 12 years I’ve met a lot of people
who really influenced me and those
people who really influenced me in the
positive way where the people who I
really trust who I shared the same
values and who I really wanted to
collaborate with and who who who who
were always always with me so I would
like to dedicate this lecture to all of
the people I met during last 12 years
who helped me to grow thank you
[Applause]
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