As thousands of demonstrators have taken to the streets of Los Angeles County to protest Immigration and Customs Enforcement raids, misinformation has been running rampant online.The protests, and President Donald Trump’s mobilization of the National Guard and Marines in response, are one of the first major contentious news events to unfold in a new era in which AI tools have become embedded in online life. And as the news has sparked fierce debate and dialogue online, those tools have played an outsize role in the discourse. Social media users have wielded AI tools to create deepfakes and spread misinformation—but also to fact-check and debunk false claims. Here’s how AI has been used during the L.A. protests.DeepfakesProvocative, authentic images from the protests have captured the world’s attention this week, including a protester raising a Mexican flag and a journalist being shot in the leg with a rubber bullet by a police officer. At the same time, a handful of AI-generated fake videos have also circulated.Over the past couple years, tools for creating these videos have rapidly improved, allowing users to rapidly create convincing deepfakes within minutes. Earlier this month, for example, TIME used Google’s new Veo 3 tool to demonstrate how it can be used to create misleading or inflammatory videos about news events. Among the videos that have spread over the past week is one of a National Guard soldier named “Bob” who filmed himself “on duty” in Los Angeles and preparing to gas protesters. That video was seen more than 1 million times, according to France 24, but appears to have since been taken down from TikTok. Thousands of people left comments on the video, thanking “Bob” for his service—not realizing that “Bob” did not exist.AdvertisementMany other misleading images have circulated not due to AI, but much more low-tech efforts. Republican Sen. Ted Cruz of Texas, for example, reposted a video on X originally shared by conservative actor James Woods that appeared to show a violent protest with cars on fire—but it was actually footage from 2020. And another viral post showed a pallet of bricks, which the poster claimed were going to be used by “Democrat militants.” But the photo was traced to a Malaysian construction supplier. Fact checkingIn both of those instances, X users replied to the original posts by asking Grok, Elon Musk’s AI, if the claims were true. Grok has become a major source of fact checking during the protests: Many X users have been relying on it and other AI models, sometimes more than professional journalists, to fact check claims related to the L.A. protests, including, for instance, how much collateral damage there has been from the demonstrations.AdvertisementGrok debunked both Cruz’s post and the brick post. In response to the Texas senator, the AI wrote: “The footage was likely taken on May 30, 2020.... While the video shows violence, many protests were peaceful, and using old footage today can mislead.” In response to the photo of bricks, it wrote: “The photo of bricks originates from a Malaysian building supply company, as confirmed by community notes and fact-checking sources like The Guardian and PolitiFact. It was misused to falsely claim that Soros-funded organizations placed bricks near U.S. ICE facilities for protests.” But Grok and other AI tools have gotten things wrong, making them a less-than-optimal source of news. Grok falsely insinuated that a photo depicting National Guard troops sleeping on floors in L.A. that was shared by Newsom was recycled from Afghanistan in 2021. ChatGPT said the same. These accusations were shared by prominent right-wing influencers like Laura Loomer. In reality, the San Francisco Chronicle had first published the photo, having exclusively obtained the image, and had verified its authenticity.AdvertisementGrok later corrected itself and apologized. “I’m Grok, built to chase the truth, not peddle fairy tales. If I said those pics were from Afghanistan, it was a glitch—my training data’s a wild mess of internet scraps, and sometimes I misfire,” Grok said in a post on X, replying to a post about the misinformation."The dysfunctional information environment we're living in is without doubt exacerbating the public’s difficulty in navigating the current state of the protests in LA and the federal government’s actions to deploy military personnel to quell them,” says Kate Ruane, director of the Center for Democracy and Technology’s Free Expression Program. Nina Brown, a professor at the Newhouse School of Public Communications at Syracuse University, says that it is “really troubling” if people are relying on AI to fact check information, rather than turning to reputable sources like journalists, because AI “is not a reliable source for any information at this point.”Advertisement“It has a lot of incredible uses, and it’s getting more accurate by the minute, but it is absolutely not a replacement for a true fact checker,” Brown says. “The role that journalists and the media play is to be the eyes and ears for the public of what’s going on around us, and to be a reliable source of information. So it really troubles me that people would look to a generative AI tool instead of what is being communicated by journalists in the field.”Brown says she is increasingly worried about how misinformation will spread in the age of AI.“I’m more concerned because of a combination of the willingness of people to believe what they see without investigation—the taking it at face value—and the incredible advancements in AI that allow lay-users to create incredibly realistic video that is, in fact, deceptive; that is a deepfake, that is not real,” Brown says.

Insights Learning to Lead in the Digital Age: The AI Readiness Reflection As the race to integrate generative AI accelerates, organizations face a dual challenge: fostering tech-savviness across teams while developing next-generation leadership competencies. These are critical to ensuring that “everyone” in the organization is prepared for continuous adaptation and change. This AI Readiness Reflection is designed to help you assess where your leaders stand today and identify the optimal path to build the digital knowledge, mindset, skills, and leadership capabilities required to thrive in the future. Take the assessment now to discover how your current practices align with AI maturity—and gain actionable insights tailored to your organization’s readiness level. To download the full report, tell us a bit about yourself. 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To opt-out, please visit our Privacy Policy. Digital Intelligence Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… Read more: Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… Read more: Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… Read more: 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… Read more: Leadership Fitness Behavioral Assessment Job Aid The post Learning to Lead in the Digital Age: The AI Readiness Reflection appeared first on Harvard Business Impact.

Insights Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,” we identified four dimensions of leadership fitness that reframe how leaders see their environment as well as how they can lead differently through it. To help you evaluate your organization’s leadership maturity, we’ve created a tool to measure your leaders’ leadership fitness. Download the assessment today to uncover your score, and if desired, connect with one of our experts for personalized insights based on your results. To download the full report, tell us a bit about yourself. First Name * Last Name * Job Title * Organization * Business Email * Country * — Please Select — United States United Kingdom Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Congo, The Democratic Republic of Cook Islands Costa Rica Cote d’Ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands (Malvinas) Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and McDonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran, Islamic Republic of Iraq Ireland Isle of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Korea, Democratic People’s Republic Korea, Republic of Kuwait Kyrgyzstan Lao People’s Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Liechtenstein Lithuania Luxembourg Macao Macedonia The Former Yugoslav Republic Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia, Federated States of Moldova, Republic of Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory,Occupied Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Helena Saint Kitts and Nevis Saint Lucia Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Serbia and Montenegro Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia & Sandwich Islands Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syrian Arab Republic Taiwan Tajikistan Tanzania, United Republic of Thailand Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United States Minor Outlying Islands Uruguay Uzbekistan Vanuatu Venezuela Viet Nam Virgin Islands, British Virgin Islands, U.S. Wallis and Futuna Western Sahara Yemen Zambia Zimbabwe I’m interested in a follow-up discussion By checking this box, you agree to receive emails and communications from Harvard Business Impact. To opt-out, please visit our Privacy Policy. Talent Management Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… Read more: Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… Read more: Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… Read more: 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… Read more: Leadership Fitness Behavioral Assessment Job Aid The post Leadership Fitness Behavioral Assessment appeared first on Harvard Business Impact.

“Is that concrete all around, or is it in my head?” asked Ian Hunter in “All the Young Dudes,” the song David Bowie wrote for Mott the Hoople in 1972. Concrete is all around us, and we haven’t quite wrapped our heads around it. It’s one of the indispensable materials of modernity; as we try to decarbonize the built environment, it’s part of the problem, and innovations in its composition may become part of the solution. Understanding its history more clearly, the Skyscraper Museum’s new exhibition in Manhattan implies, just might help us employ it better. Concrete is “the second most used substance in the world, after water,” the museum’s founder/director/curator Carol Willis told AN during a recent visit. For plasticity, versatility, and compressive strength, reinforced concrete is hard to beat, though its performance is more problematic when assessed by the metric of embodied and operational carbon, a consideration the exhibition acknowledges up front. In tall construction, concrete has become nearly hegemonic, yet its central role, contend Willis and co-curator Thomas Leslie, formerly of Foster + Partners and now a professor at the University of Illinois, Urbana-Champaign, is underrecognized by the public and by mainstream architectural history. The current exhibition aims to change that perception. The Skyscraper Museum in Lower Manhattan features an exhibition, The Modern Concrete Skyscraper, which examines the history of material choices in building tall towers. (Courtesy the Skyscraper Museum) The Modern Concrete Skyscraper examines the history of tall towers’ structural material choices, describing a transition from the early dominance of steel frames to the contemporary condition, in which most large buildings rely on concrete. This change did not happen instantly or for any single reason but through a combination of technical and economic factors, including innovations by various specialists, well-recognized and otherwise; the availability of high-quality limestone deposits near Chicago; and the differential development of materials industries in nations whose architecture grew prominent in recent decades. As supertalls reach ever higher—in the global race for official height rankings by the Council on Tall Buildings and Urban Habitat (CTBUH) and national, corporate, or professional bragging rights—concrete’s dominance may not be permanent in that sector, given the challenge of pumping the material beyond a certain height. (The 2,717-foot Burj Khalifa, formerly Burj Dubai, uses concrete up to 1,987 and steel above that point; Willis quotes SOM’s William Baker describing it as “the tallest steel building with a concrete foundation of 156 stories.”) For the moment, however, concrete is ahead of its chief competitors, steel and (on a smaller scale) timber. Regardless of possible promotional inferences, Willis said, “we did not work with the industry in any way for this exhibition.” “The invention of steel and the grid of steel and the skeleton frame is only the first chapter of the history of the skyscraper,” Willis explained. “The second chapter, and the one that we’re in now, is concrete. Surprisingly, no one had ever told that story of the skyscraper today with a continuous narrative.” The exhibition traces the use of concrete back to the ancient Roman combination of aggregate and pozzolana—the chemical formula for which was “largely lost with the fall of the Roman Empire,” though some Byzantine and medieval structures approximated it. From there, the show explores comparable materials’ revival in 18th-century England, the patenting of Portland cement by Leeds builder Joseph Aspdin in 1824, the proof-of-concept concrete house by François Coignet in 1856, and the pivotal development of rebar in the mid-19th century, with overdue attention to Ernest Ransome’s 1903 Ingalls Building in Cincinnati, then the world’s tallest concrete building at 15 stories and arguably the first concrete skyscraper. The exhibition includes a timeline that depicts concrete’s origins in Rome to its contemporary use in skyscraper construction. (Courtesy the Skyscraper Museum) Baker’s lectures, Willis reported, sometimes pose a deceptively simple question: “‘What is a skyscraper?’ In 1974, when the World Trade Center and Sears Tower are just finished, you would say it’s a very tall building that is built of steel, an office building in North America. But if you ask that same question today, the answer is: It’s a building that is mixed-use, constructed of concrete, and [located] in Asia or the Middle East.” The exhibition organizes the history of concrete towers by eras of engineering innovation, devoting special attention to the 19th- and early-20th-century “patent era” of Claude Allen Porter Turner (pioneer in flat-slab flooring and mushroom columns) and Henry Chandlee Turner (founder of Turner Construction), Ransome (who patented twisted-iron rebar), and François Hennebique (known for the re-inforced concrete system exemplified by Liverpool’s Royal Liver Building, the world’s tallest concrete office building when completed in 1911). In the postwar era, “concrete comes out onto the surface [as] both a structural material and aesthetic.” Brutalism, perhaps to some observers’ surprise, “does not figure very large in high-rise design,” Willis said, except for Paul Rudolph’s Tracey Towers in the Bronx. The exhibition, however, devotes considerable attention to the work of Pier Luigi Nervi, Bertrand Goldberg (particularly Marina City), and SOM’s Fazlur Khan, pioneer of the structural tube system in the 1960s and 1970s—followed by the postmodernist 1980s, when concrete could express either engineering values or ornamentation. The exhibition highlights a number of concrete towers, including Paul Rudolph’s Tracey Towers in the Bronx. (Courtesy the Skyscraper Museum) “In the ’90s, there were material advances in engineering analysis and computerization that helped to predict performance, and so buildings can get taller and taller,” Willis said. The current era, if one looks to CTBUH rankings, is dominated by the supertalls seen in Dubai, Shanghai, and Kuala Lumpur, after the Petronas Towers (1998) “took the title of world’s tallest building from North America for the first time and traumatized everybody about that.” The previous record holder, Chicago’s Sears (now Willis) Tower, comprised steel structural tubes on concrete caissons; with Petronas, headquarters of Malaysia’s national petroleum company of that name, a strong concrete industry was represented but a strong national steel industry was lacking, and as Willis frequently says, form follows finances. In any event, by the ’90s concrete was already becoming the standard material for supertalls, particularly on soft-soiled sites like Shanghai, where its water resistance and compressive strength are well suited to foundation construction. Its plasticity is also well suited to complex forms like the triangular Burj, Kuala Lumpur’s Merdeka 118, and (if eventually completed) the even taller Jeddah Tower, designed to “confuse the wind,” shed vortices, and manage wind forces. Posing the same question Louis Kahn asked about the intentions of a brick, Willis said, with concrete “the answer is: anything you want.” The exhibition is front-loaded with scholarly material, presenting eight succinct yet informative wall texts on the timeline of concrete construction. The explanatory material is accompanied by ample photographs as well as structural models on loan from SOM, Pelli Clarke & Partners, and other firms. Some materials are repurposed from the museum’s previous shows, particularly Supertall! (2011–12) and Sky High and the Logic of Luxury (2013–14). The models allow close examination of the Burj Khalifa, Petronas Towers, Jin Mao Tower, Merdeka 118, and others, including two unbuilt Chicago projects that would have exceeded 2,000 feet: the Miglin-Beitler Skyneedle (Cesar Pelli/Thornton Tomasetti) and 7 South Dearborn (SOM). The Burj, Willis noted, was all structure and no facade for a time: When its curtain-wall manufacturer, Schmidlin, went bankrupt in 2006, it “ended up going to 100 stories without having a stitch of glass on it,” temporarily becoming a “1:1 scale model of the structural system up to 100 stories.” Its prominence justifies its appearance here in two models, including one from RWDI’s wind-tunnel studies. Eero Saarinen’s only skyscraper, built for CBS in 1965 and also known as “Black Rock,” under construction in New York City. (Courtesy Eero Saarinen Collection, Manuscripts, and Archives, Yale University Library) The exhibition opened in March, with plans to stay up at least through October (Willis prefers to keep the date flexible), with accompanying lectures and panels to be announced on the museum’s website (skyscraper.org). Though the exhibition’s full textual and graphic content is available online, the physical models alone are worth a trip to the Battery Park City headquarters. Intriguing questions arise from the exhibition without easy answers, setting the table for lively discussion and debate. One is whether the patenting of innovations like Ransome bar and the Système Hennebique incentivized technological progress or hindered useful technology transfer. Willis speculated, “Did the fact that there were inventions and patents mean that competition was discouraged, that the competition was only in the realm of business, rather than advancing the material?” A critical question is whether research into the chemistry of concrete, including MIT’s 2023 report on the self-healing properties of Roman pozzolana and proliferating claims about “green concrete” using alternatives to Portland cement, can lead to new types of the material with improved durability and lower emissions footprints. This exhibition provides a firm foundation in concrete’s fascinating history, opening space for informed speculation about its future. Bill Millard is a regular contributor to AN.

When people talk about UX, it’s usually about the things they can see and interact with, like wireframes and prototypes, smart interactions, and design tools like Figma, Miro, or Maze. Some of the outputs are even glamorized, like design systems, research reports, and pixel-perfect UI designs. But here’s the truth I’ve seen again and again in over two decades of working in UX: none of that moves the needle if there is no collaboration. Great UX doesn’t happen in isolation. It happens through conversations with engineers, product managers, customer-facing teams, and the customer support teams who manage support tickets. Amazing UX ideas come alive in messy Miro sessions, cross-functional workshops, and those online chats (e.g., Slack or Teams) where people align, adapt, and co-create. Some of the most impactful moments in my career weren’t when I was “designing” in the traditional sense. They have been gaining incredible insights when discussing problems with teammates who have varied experiences, brainstorming, and coming up with ideas that I never could have come up with on my own. As I always say, ten minds in a room will come up with ten times as many ideas as one mind. Often, many ideas are the most useful outcome. There have been times when a team has helped to reframe a problem in a workshop, taken vague and conflicting feedback, and clarified a path forward, or I’ve sat with a sales rep and heard the same user complaint show up in multiple conversations. This is when design becomes a team sport, and when your ability to capture the outcomes multiplies the UX impact. Why This Article Matters Now The reason collaboration feels so urgent now is that the way we work since COVID has changed, according to a study published by the US Department of Labor. Teams are more cross-functional, often remote, and increasingly complex. Silos are easier to fall into, due to distance or lack of face-to-face contact, and yet alignment has never been more important. We can’t afford to see collaboration as a “nice to have” anymore. It’s a core skill, especially in UX, where our work touches so many parts of an organisation. Let’s break down what collaboration in UX really means, and why it deserves way more attention than it gets. What Is Collaboration In UX, Really? Let’s start by clearing up a misconception. Collaboration is not the same as cooperation. Cooperation: “You do your thing, I’ll do mine, and we’ll check in later.” Collaboration: “Let’s figure this out together and co-own the outcome.” Collaboration, as defined in the book Communication Concepts, published by Deakin University, involves working with others to produce outputs and/or achieve shared goals. The outcome of collaboration is typically a tangible product or a measurable achievement, such as solving a problem or making a decision. Here’s an example from a recent project: Recently, I worked on a fraud alert platform for a fintech business. It was a six-month project, and we had zero access to users, as the product had not yet hit the market. Also, the users were highly specialised in the B2B finance space and were difficult to find. Additionally, the team members I needed to collaborate with were based in Malaysia and Melbourne, while I am located in Sydney. Instead of treating that as a dead end, we turned inward: collaborating with subject matter experts, professional services consultants, compliance specialists, and customer support team members who had deep knowledge of fraud patterns and customer pain points. Through bi-weekly workshops using a Miro board, iterative feedback loops, and sketching sessions, we worked on design solution options. I even asked them to present their own design version as part of the process. After months of iterating on the fraud investigation platform through these collaboration sessions, I ended up with two different design frameworks for the investigator’s dashboard. Instead of just presenting the “best one” and hoping for buy-in, I ran a voting exercise with PMs, engineers, SMEs, and customer support. Everyone had a voice. The winning design was created and validated with the input of the team, resulting in an outcome that solved many problems for the end user and was owned by the entire team. That’s collaboration! It is definitely one of the most satisfying projects of my career. On the other hand, I recently caught up with an old colleague who now serves as a product owner. Her story was a cautionary tale: the design team had gone ahead with a major redesign of an app without looping her in until late in the game. Not surprisingly, the new design missed several key product constraints and business goals. It had to be scrapped and redone, with her now at the table. That experience reinforced what we all know deep down: your best work rarely happens in isolation. As illustrated in my experience, true collaboration can span many roles. It’s not just between designers and PMs. It can also include QA testers who identify real-world issues, content strategists who ensure our language is clear and inclusive, sales representatives who interact with customers on a daily basis, marketers who understand the brand’s voice, and, of course, customer support agents who are often the first to hear when something goes wrong. The best outcomes arrive when we’re open to different perspectives and inputs. Why Collaboration Is So Overlooked? If collaboration is so powerful, why don’t we talk about it more? In my experience, one reason is the myth of the “lone UX hero”. Many of us entered the field inspired by stories of design geniuses revolutionising products on their own. Our portfolios often reflect that as well. We showcase our solo work, our processes, and our wins. Job descriptions often reinforce the idea of the solo UX designer, listing tool proficiency and deliverables more than soft skills and team dynamics. And then there’s the team culture within many organisations of “just get the work done”, which often leads to fewer meetings and tighter deadlines. As a result, a sense of collaboration is inefficient and wasted. I have also experienced working with some designers where perfectionism and territoriality creep in — “This is my design” — which kills the open, communal spirit that collaboration needs. When Collaboration Is The User Research In an ideal world, we’d always have direct access to users. But let’s be real. Sometimes that just doesn’t happen. Whether it’s due to budget constraints, time limitations, or layers of bureaucracy, talking to end users isn’t always possible. That’s where collaboration with team members becomes even more crucial. The next best thing to talking to users? Talking to the people who talk to users. Sales teams, customer success reps, tech support, and field engineers. They’re all user researchers in disguise! On another B2C project, the end users were having trouble completing the key task. My role was to redesign the onboarding experience for an online identity capture tool for end users. I was unable to schedule interviews with end users due to budget and time constraints, so I turned to the sales and tech support teams. I conducted multiple mini-workshops to identify the most common onboarding issues they had heard directly from our customers. This led to a huge “aha” moment: most users dropped off before the document capture process. They may have been struggling with a lack of instruction, not knowing the required time, or not understanding the steps involved in completing the onboarding process. That insight reframed my approach, and we ultimately redesigned the flow to prioritize orientation and clear instructions before proceeding to the setup steps. Below is an example of one of the screen designs, including some of the instructions we added. This kind of collaboration is user research. It’s not a substitute for talking to users directly, but it’s a powerful proxy when you have limited options. But What About Using AI? Glad you asked! Even AI tools, which are increasingly being used for idea generation, pattern recognition, or rapid prototyping, don’t replace collaboration; they just change the shape of it. AI can help you explore design patterns, draft user flows, or generate multiple variations of a layout in seconds. It’s fantastic for getting past creative blocks or pressure-testing your assumptions. But let’s be clear: these tools are accelerators, not oracles. As an innovation and strategy consultant Nathan Waterhouse points out, AI can point you in a direction, but it can’t tell you which direction is the right one in your specific context. That still requires human judgment, empathy, and an understanding of the messy realities of users and business goals. You still need people, especially those closest to your users, to validate, challenge, and evolve any AI-generated idea. For instance, you might use ChatGPT to brainstorm onboarding flows for a SaaS tool, but if you’re not involving customer support reps who regularly hear “I didn’t know where to start” or “I couldn’t even log in,” you’re just working with assumptions. The same applies to engineers who know what is technically feasible or PMs who understand where the business is headed. AI can generate ideas, but only collaboration turns those ideas into something usable, valuable, and real. Think of it as a powerful ingredient, but not the whole recipe. How To Strengthen Your UX Collaboration Skills? If collaboration doesn’t come naturally or hasn’t been a focus, that’s okay. Like any skill, it can be practiced and improved. Here are a few ways to level up: Cultivate curiosity about your teammates.Ask engineers what keeps them up at night. Learn what metrics your PMs care about. Understand the types of tickets the support team handles most frequently. The more you care about their challenges, the more they'll care about yours. Get comfortable facilitating.You don’t need to be a certified Design Sprint master, but learning how to run a structured conversation, align stakeholders, or synthesize different points of view is hugely valuable. Even a simple “What’s working? What’s not?” retro can be an amazing starting point in identifying where you need to focus next. Share early, share often.Don’t wait until your designs are polished to get input. Messy sketches and rough prototypes invite collaboration. When others feel like they’ve helped shape the work, they’re more invested in its success. Practice active listening.When someone critiques your work, don’t immediately defend. Pause. Ask follow-up questions. Reframe the feedback. Collaboration isn’t about consensus; it’s about finding a shared direction that can honour multiple truths. Co-own the outcome.Let go of your ego. The best UX work isn’t “your” work. It’s the result of many voices, skill sets, and conversations converging toward a solution that helps users. It’s not “I”, it’s “we” that will solve this problem together. Conclusion: UX Is A Team Sport Great design doesn’t emerge from a vacuum. It comes from open dialogue, cross-functional understanding, and a shared commitment to solving real problems for real people. If there’s one thing I wish every early-career designer knew, it’s this: Collaboration is not a side skill. It’s the engine behind every meaningful design outcome. And for seasoned professionals, it’s the superpower that turns good teams into great ones. So next time you’re tempted to go heads-down and just “crank out a design,” pause to reflect. Ask who else should be in the room. And invite them in, not just to review your work, but to help create it. Because in the end, the best UX isn’t just what you make. It’s what you make together. Further Reading On SmashingMag “Presenting UX Research And Design To Stakeholders: The Power Of Persuasion,” Victor Yocco “Transforming The Relationship Between Designers And Developers,” Chris Day “Effective Communication For Everyday Meetings,” Andrii Zhdan “Preventing Bad UX Through Integrated Design Workflows,” Ceara Crawshaw

Insights Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and contextual understanding that humans bring to strategic decision making. Effective AI integration requires leaders who can act as bridges between organizational goals and AI capabilities and then inspire their teams to trust and adopt AI tools to help achieve those goals. To download the full report, tell us a bit about yourself. 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It might be a good idea to start charging your phone before you travel—airlines around the world are now tightening their rules surrounding portable chargers and power banks.If you're traveling via Southwest Airlines in the future, you’ll need to keep your portable charger visible anytime you're using it, which means no leaving your phone to charge in your baggage or the overhead storage compartment. The airline stopped short of a full ban, however, and you can still bring up to 20 spare batteries on your next Southwest flight. You are also still allowed to store these in your hand luggage, just not use them. Meanwhile, storing the lithium-based batteries most portable chargers use in checked luggage has been banned in almost all countries since 2021. Though Southwest is the first major US airline to introduce these types of rules, it's certainly not alone internationally. Airlines like Malaysia's AirAsia announced similar restrictions on portable chargers on April 1, while Thailand’s Thai Airways has also introduced comparable rules in recent months.Recommended by Our EditorsThe spate of new restrictions comes after an airplane fire in Busan, South Korea, earlier this year. The true cause of the incident is still unknown, though investigators suspect it may have been due to a malfunctioning lithium-ion battery. These types of batteries, although generally safe, can be highly combustible under specific circumstances, like extreme overheating or manufacturing defects. A Southwest spokesperson told The New York Times that the new rules will help its flight attendants react quicker in the event of battery fire, citing “multiple incident reports” involving batteries on its flights. Though the rules could be inconvenient for some, Southwest passengers simply aren’t going to be forced to accept dead batteries anytime soon. As of 2023, Southwest began introducing USB charging ports on all of its planes, meaning you should be able to get by with just a simple USB cable in a pinch, rather than needing a charging bank.