Journey 2
Thaiel Trask
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The Journey Beyond Fear could not be more timely. More and more people around the world are acknowledging the fear they feel and are seeking ways to overcome it. Fear had been spreading well before the current pandemic, but the pandemic has intensified it. The pandemic has helped to make it more acceptable to acknowledge the fear and increased our desire to move beyond fear. Over decades, my job has been to help people (and organizations) anticipate how the world is changing and address the opportunities emerging from these changes.
Over the years, I realized that our emotions shape our choices and actions in profound ways and that we are not paying enough attention to the emotions that govern our lives and that serve as either obstacles or amplifiers of personal, institutional and social progress. This book suggests the spreading emotion of fear is certainly understandable given the forces that are creating mounting performance pressure on all of us, but the emotion is very limiting. More importantly, while we are susceptible to fear, none of us wants to live in fear. We all aspire to cultivate hope and excitement so that we can achieve more meaningful impact. Offering a path forward, this book focuses on the role that narrative, passion and platforms can play in helping us to cultivate the emotions that will help us to move beyond fear.
But this book is very different on multiple levels. First, it indicates that we need to challenge at a fundamental level what we mean by narrative, passion and platforms. These terms are widely used today but in a very loose fashion which misses their real potential for impact.
Second, the book is a memoir, but integrates that with extensive research into the forces that are shaping our global economy and society and the pillars that can help us to move from fear to hope and excitement. The memoir describes my lifelong journey beyond fear and the lessons that he learned along the way. The research shows how we all can build on the pillars available to us to make the journey far more quickly and effectively.
Third, the book urges us to move beyond a narrow human potential focus, concentrating on the challenges and opportunities that individuals face. It suggests we need to integrate that perspective with a broader social change perspective. We need to evolve our institutions and communities so that they encourage all of us to cultivate the emotions of hope and excitement.
The book explores a variety of approaches we can pursue to cultivate emotions of hope and excitement that will help us to move forward despite fear and achieve more of our potential. You can order the book at Amazon.
Journey maps are a common UX tool. They come in all shapes, sizes, and formats. Depending on the context, they can be used in a variety of ways. This article covers the basics: what a journey map is (and is not), related terminology, common variations, and how we can use journey maps.
In its most basic form, journey mapping starts by compiling a series of user actions into a timeline. Next, the timeline is fleshed out with user thoughts and emotions in order to create a narrative. This narrative is condensed and polished, ultimately leading to a visualization.
Journey maps are best for scenarios that involve a sequence of events (such as shopping or taking a trip), describe a process (thus involve a set of transitions over time), or might involve multiple channels.
Journey phases are the different high-level stages in the journey. They provide organization for the rest of the information in the journey map (actions, thoughts, and emotions). The stages will vary from scenario to scenario; each organization will usually have data to help it determine what these phases are for a given scenario.
Opportunities (along with additional context such as ownership and metrics) are insights gained from mapping; they speak to how the user experience can be optimized. Insights and opportunities help the team draw knowledge from the map:
For example, imagine the world before the ridesharing market existed (Uber, Lyft, Bird, or Limebike, to name a few). If we were to create an experience map of how a person gets from one place to another, the map would likely include walking, biking, driving, riding with a friend, public transportation, or calling a taxi. Using that experience map we could then isolate pain points: unknown fares, bad weather, unpredictable timing, paying in cash, and so on. Using these pain points, we would then create a future journey map for specific product: how does a particular type of user call a car using the Lyft app?
If journey maps are the children to experience maps, then service blueprints are the grandchildren. They visualize the relationships between different service components (such as people or processes) at various touchpoints in a specific customer journey.
For the Lyft scenario above, we would take the journey map and expand it with what Lyft does internally to support that customer journey. The blueprint could include matching the user to a driver, contacting the driver, calculating fares, and so on.
While, at a glance, a user story map may look like a journey map, journey maps are meant for discovery and understanding (think big picture), while user story maps are for planning and implementation (think little picture).
Although a journey map and user story map may contain some of the same pieces, they are used at different points of the process. For example, imagine our journey map for Lyft indicated that a pain point appeared when the user was in a large group. To address it, the team may introduce a multicar-call option. We could create a user story map to break this feature (multicar call) into smaller pieces, so a product-development team could plan release cycles and corresponding tasks.
Second, the shared artifact resulting from the mapping can be used to communicate an understanding of your user or service to all involved. Journey maps are effective mechanisms for conveying information in a way that is memorable, concise, and that creates a shared vision. The maps can also become the basis for decision making as the team moves forward.
Following on the first article on defining customer experience, this second installment looks at the first essential step of improving the experience you deliver, which is mapping out your customer journey.
The graduate journey strives to enhance the Georgia State graduate experience and connect students and faculty to university and community resources. Georgia State is a university for all; thus, the information listed includes actions that may or may not apply to every student. No matter your program or degree level, we encourage you to tailor these steps to best support your individual needs. Students can instill the principles and take steps to support academic and professional goals beyond their achievements at Georgia State University. The Office of Graduate Services looks forward to joining you on your journey.
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