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My key lessons from creating digital product for the MENA region 

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Connecting fans to creators at Spotify (Dariusz Dziuk, Product Lead, Spotify)

Everything wrong with the product management job market. And how to fix it

Mistakes, learnings, and a product person’s relentless journey into leadership

Advice for internal product managers

With his background in technical editing, community building and product marketing, Chris' approach to product management is inherently centered around user narratives. He spent the first few years of his career working with the B2B developer products, prototyped an experimental technical publishing platform along the way, and then kick-started the Mind the Product platform. You can find him at ProductTank, or on twitter as @camassey.

Product Manager

Chris Massey

<a href="https://twitter.com/davidhawdale">David Hawdale</a> is an Experience Architect with a background in experimental psychology and cognitive science. At ProductTank London, David unpacked the science of decision making and suggests that Product Managers can make their products more appealing by designing with the ‘moment of decision’ in mind.
<h2>System 1 and System 2</h2>
What do we know about what shapes our choices and how can we use this to build more desirable products? Decisions happen as the result of a subtle interplay between the conscious and unconscious mind, and they happen at the very moment that options have to be considered and discarded. Using Daniel Kahneman’s theory, David reveals our two minds; System 1 is fast, automatic, emotional, instinctive and makes frequent unconscious decisions with low effort. System 2 is conscious, deliberate, logical and crucially, it is effortful. System 2 may well be where we perceive the decision to be made, but frequently it merely endorses or rationalises feelings generated by System 1.
<h2>Wrong way! Illusions, irrationality and decision-fatigue</h2>
System 1 thinking is strong and easy to do. System 2 thinking is effortful and easily overridden by the unconscious, pattern-based thinking of System 1. David points to visual illusions and common behaviour in ultimatum games as examples of when System 1 over-rides rationality and leads to poor decisions. Using long-range data examples from our legal and healthcare systems, he highlights the problem of ‘decision fatigue’, where the strain placed on the brain by repeated demands to make System 2 decisions results in a dip in rationality.
<h2>Designing with decision-making in mind</h2>
System 2 decision making is energy-intensive and exhausting, so instead it&#8217;s worth considering how to design specifically for System 1. Products which engage System 1 thinking reduce user stress and effort by signposting, and either reducing or easing choices. David gives examples of visual nudges which seek to influence behaviour by making choices easier. By tapping into patterns, habits, defaults and frames, products that engage System 1 make using the product less effortful and less stressful. Product people can use this theory of decision-making to know, seize and affect the decisive moment and in doing so make their products more appealing.

core/freeform

What good product design looks like – Miguel Fernandez (VP of Product Design, Slack)

10x Product X Design: Product and research team collaboration by Jane Austin

Learnings from London: What is it like to hold Google in your hand?

Learnings from London: How to build a billion dollar app

Product Systems: How to manufacture lightning in a bottle by Oji Udezue

Product management meets UX design by Tanmay Goel, Emi Kwon, Simran Kaur

Designing a sustainable future by Leyla Acaroglu

Making Hard Product Decisions for All the Right Reasons

Product Vision 2020

The Importance of Empathy, By Jack Sheppard

Decision-Making And Desirable Products

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