In a world drowning in data, I find myself lost in the silence of unprocessed numbers. Each piece of information whispers a story, yet I remain unable to grasp their meaning. The weight of unspoken truths burdens my heart, leaving me feeling isolated in a sea of analysis that goes unnoticed. Why does it feel like everyone else understands, while I'm left alone, fumbling in the dark? Learning data analysis is supposed to illuminate the truth, to bridge the gap between chaos and clarity. But as I stare at the screen, all I see is a reflection of my solitude. I crave connection, understanding, and the ability to transform this overwhelming flood of information into something that resonates within me. #DataAnalysis #Loneliness #Understanding #Emotional

🌟✨ Hey, fellow gamers! 🎮💖 I have some absolutely thrilling news to share with you all that’s bound to get your excitement levels soaring! The upcoming game, The Witcher 4, is set to take us on an unforgettable journey with its unconventional quests and deeply engaging stories! 🌍🗺️ Imagine stepping into a world where every decision you make and every path you choose leads to a new adventure! The Witcher 4 promises to break away from the traditional quest structure we’ve seen in many games before, offering us unique missions that are not only challenging but also filled with rich narratives that resonate with our own experiences. 📖💫 Just think about it! Each quest could be a reflection of our own challenges and triumphs, making us feel more connected to the game and its characters. 🤝💪 The depth of storytelling in The Witcher series has always been one of its standout features, and it looks like the developers are raising the bar even higher this time! 🎉🙌 Whether you're battling monsters, forging alliances, or uncovering hidden truths, every moment spent in this magical world is bound to inspire us to face our own life challenges with courage and determination! 💥🔥 And here's the best part: you don’t have to be a seasoned gamer to appreciate the beauty of The Witcher 4. It’s designed to captivate everyone, drawing in newcomers and veterans alike! 🌈🌟 The gaming community is such a vibrant space, and with games like this on the horizon, it’s a wonderful time to be part of it! 🎊😊 Let’s support each other as we dive into this new adventure! Share your thoughts, theories, or what you’re most looking forward to in The Witcher 4! Together, we can build an amazing community that celebrates creativity, resilience, and of course, epic gaming moments! 💖🎈 Stay tuned for more updates, and remember to keep your spirits high and your gaming skills sharp! We’re all in this together, and I can't wait to see what this new chapter brings us! 🌟🎮✨ #TheWitcher4 #GamingCommunity #EpicAdventures #PositiveVibes #GameOn

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 chatswhere 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 #collaboration #most #underrated #skill #one

The housing catalogue includes 50 low-rise home designs, including for garden suites, duplexes, four-plexes and six-plexes. Each design was developed by local architecture and engineering teams with the intent of aligning with regional building codes, planning rules, climate zones, construction methods and materials. TEXT John Lorinc RENDERINGS Office In Search Of During the spring election, the Liberals leaned into messaging that evoked a historic moment from the late 1940s, when Ottawa succeeded in confronting a severe housing crisis.  “We used to build things in this country,” begins Prime Minister Mark Carney in a nostalgic ad filled with archival images of streets lined with brand new post-World War II “strawberry box” bungalows, built for returning Canadian soldiers and their young families.  The video also includes montages from the now-iconic design “catalogues,” published by Canada Mortgage and Housing Corporation. These supplied floor plans and unlocked cheap mortgages for tens of thousands of simple suburban houses found in communities across the country. “The government built prefabricated homes that were easy to assemble and inexpensive,” Carney said in the voice-over. “And those homes are still here.”  Over the past year, CMHC has initiated a 21st century re-do of that design catalogue, and the first tranche of 50 plans—for garden suites, duplexes, four-plexes and six-plexes—went live in early March. A second tranche, with plans for small apartments, is under development.  Unlike the postwar versions, these focus on infill sites, not green fields. One of CMHC’s goals is to promote so-called gentle density to residential properties with easily constructed plans that reflect regional variations, local zoning and building-code regulations, accessibility features and low-carbon design. As with those postwar catalogues, CMHC’s other goal was to tamp down on soft costs for homeowners or small builders looking to develop these kinds of housing by providing no-cost designs that were effectively permit sets. The early reviews are generally positive. “I find the design really very compelling in a kind of understated way,” says SvN principal Sam Dufaux. By making available vetted plans that can be either pre-approved or approved as of right, CMHC will remove some of the friction that impedes this scale of housing. “One of the elements of the housing crisis has to do with how do we approve these kinds of projects,” Dufaux adds. “I’m hoping it is a bit of a new beginning.” Yet other observers offer cautions about the extent to which the CMHC program can blunt the housing crisis. “It’s a small piece and a positive one,” says missing middle advocate and economist Mike Moffatt, who is executive in residence at the Smart Prosperity Institute and an assistant professor at Western’s Ivey Business School. “Butone that probably captures a disproportionate amount of attention because it’s something people can visualize in a way that they can’t with an apartment tax credit.” This kind of new-build infill is unlikely to provide much in the way of affordable or deeply affordable housing, adds Carolyn Whitzman, housing and social policy researcher, and author of Home Truths: Fixing Canada’s Housing Crisis. She estimates Canada needs about three million new dwellings that can be rented for per month or less. The policies that will enable new housing at that scale, she says, involve financing subsidies, publicly owned land, and construction innovation, e.g., prefabricated or factory-built components, as well as “consistent and permissive zoning and consistent and permissive building codes.”  Indeed, the make-or-break question hovering over CMHC’s design catalogue is whether municipalities will green-light these plans or simply find new ways to hold up approvals.   An axonometric of a rowhouse development from the Housing Catalogue, designed for Alberta. A team effort Janna Levitt, partner at LGA Architectural Partners, says that when CMHC issued an RFP for the design catalogue, her firm decided to pitch a team of architects and peer reviewers from across Canada, with LGA serving as project manager. After they were selected, Levitt says they had to quickly clarify a key detail, which was the assumption that the program could deliver pre-approved, permit-ready plans absent a piece of property to build on. “Even in 1947,” she says, “it wasn’t a permit set until you had a site.” LGA’s team and CMHC agreed to expand the scope of the assignment so that the finished product wasn’t just a catalogue of plans but also included details about local regulations and typical lot sizes. Re-Housing co-founder Michael Piper, an associate professor at U of T’s John H. Daniels Faculty of Architecture, Landscape, and Design, came on board to carry out research on similar programs, and found initiatives in places like Georgia, Indiana and Texas. “I have not found any that moved forward,” he says. “Canada’s national design catalogue is pretty novel in that regard, which is exciting.” The noteworthy exceptions are California, which has made significant advances in recent years in pre-approving ADUs across the state, and British Columbia, which last fall released its own standardized design catalogue.  He also carried out a scan of land use and zoning rules in Ontario for 15 to 20 municipalities. “We looked to seetheir zoning permitted and what the rules were, and as you might expect, they’re all over the place,” he says. “Hence the challenge with the standardized design.” At present, high-level overviews for the 50 designs are available, including basic floor plans, 3D axonometrics, and building dimensions. Full architectural design packages are expected to be released later this year. Levitt says the architects on the team set out to come up with designs that used wood frame construction, had no basements, and drew on vernacular architectural styles. They researched representative lot sizes in the various regions, and configured designs to suit small, medium and large properties. Some versions have accessibility features—CMHC’s remit included both accessible units and aging-in-place as objectives—or can be adapted later on.  As for climate and energy efficiency considerations, the recommended materials include low-carbon components and cladding. The designs do reflect geographical variations, but Levitt says there’s only so much her team could do in terms of energy modelling. “How do you do heat energy calculations when you don’t have a site? You don’t have north, south, east, westand you don’t have what zone are you in. In B.C. and Ontario, there are seven climatic regions. There was a lot of working through those kinds of very practical requirements, which were very complicated and actually fed into the design work quite significantly.” As Levitt adds, “in 1947, there were no heat loss models because the world wasn’t like that.” LGA provided the architects on the team with templates for interior elements, such as bathrooms, as well as standards for features such as bedroom sizes, dining areas, storage sufficient to hold strollers, and access to outdoor space, either at grade or via a balcony. “We gathered together these ideas about the quality of life that we wanted baked into each of the designs, so thatexpressed a really good quality of life—modest but good quality,” she says. “It’s not about the finishes. People had to be able to live there and live there well.” “This isn’t a boutique home solution,” Whitzman says. “This is a cheap and mass-produced solution. And compared to other cheap and mass-produced solutions, whether they be condos or suburban subdivisions,look fine to my untrained eye.” A selection of Housing Catalogue designs for the Atlantic region. Will it succeed?  With the plans now public, the other important variables, besides their conformity with local bylaws, have to do with cost and visibility to potential users, including homeowners, contractors and developers specializing in smaller-scale projects.  On the costing side, N. Barry Lyons Consultantshas been retained by CMHC to develop models to accompany the design catalogue, but those figures have yet to be released. While pricing is inevitably dynamic, the calculus behind the entire exercise turns on whether the savings on design outlays and the use of prefabricated components will make such small-scale projects pencil, particularly at a time when there are live concerns about tariffs, skilled labour shortages, and supply chain interruptions on building materials.  Finally, there’s the horse-to-water problem. While the design catalogue has received a reasonable amount of media attention since it launched, does CMHC need to find ways to market it more aggressively? “From my experience,” says Levitt, “they are extremely proactive, and have assembled a kind of dream team with a huge range of experience and expertise. They are doing very concerted and deep work with municipalities across the country.” Proper promotion, observes Moffatt, “is going to be important in particular, just for political reasons. The prime minister has made a lot of bold promises about500,000 homes.” Carney’s pledge to get Canada back into building will take time to ramp up, he adds. “I do think the federal government needs to visibly show progress, and if they can’t point to abuilding across the road, they could at least, `We’ve got this design catalogue. Here’s how it works. We’ve already got so many builders and developers looking at this.’”  While it’s far too soon to draw conclusions about the success of this ambitious program, Levitt is well aware of the long and rich legacy of the predecessor CMHC catalogues from the late 40s and the 1950s, all of which gave many young Canadian architects their earliest commissions and then left an enduring aesthetic on countless communities across Canada.   She hopes the updated 21st-century catalogue—fitted out as it is for 21st-century concerns about carbon, resilience and urban density—will acquire a similar cachet.  “These are architecturally designed houses for a group of people across the country who will have never lived in an architecturally designed house,” she muses. “I would love it if, 80 years from now, the consistent feedbackwas that they were able to live generously and well in those houses, and that everything was where it should be.” ARCHITECTURE FIRM COLLABORATORS Michael Green Architecture, Dub Architects, 5468796 Architecture Inc, Oxbow Architecture, LGA Architectural Partners, KANVA Architecture, Abbott Brown Architects, Taylor Architecture Group  As appeared in the June 2025 issue of Canadian Architect magazine  The post A housing design catalogue for the 21st century appeared first on Canadian Architect. #housing #design #catalogue #21st #century

The lab as we know it today is being transformed by how we think about medical research and drug discovery, as well as the intersection of artificial intelligence and biotechnology. As someone who has transitioned from a doctor to a tech CEO, I’ve witnessed firsthand how our mindset around medicine and innovation needs to evolve to keep pace with the accelerating changes in technology. In my journey, one of the most important lessons I’ve learned is: You can be too smart for your own good. It may sound counterintuitive, but when building a company or investing in new technologies, the smartest people often fall into the trap of overcomplicating things. A brilliant idea isn’t always enough. You need the right people who can think creatively, take risks, and make it happen in the real world. For me, the mindset shift from doctor to CEO was about understanding that it’s not just about medical knowledge; it’s about building the right ecosystem to nurture that knowledge and turn it into real and transformative change. I believe that a crucial part of that ecosystem for my company, Owkin, is a new form of intelligence: a biological artificial superintelligenceto complement the ingenious human minds working with us. Next generation AI tools, like K Navigator, Owkin’s agentic co-pilot for researchers, and K Pro for pharma, which is in the pipeline, will allow us to understand the full complexity of biology that has been beyond human understanding so far. This forms the backbone of Owkin’s mission: We are creating the next-generation pharma focused on discovering cures and significantly enhancing pipeline value by developing a new intelligence system capable of decoding biological truths at scale. AI can fill the innovation gap left by pharma As the pharmaceutical industry increasingly focuses on a handful of blockbuster drugs, it’s leaving behind many areas of medicine that are crucial for the future of healthcare. Too many diseases remain uncured as traditional pharma struggles to navigate the complexity of biology to augment care with efficient new molecules and diagnostics. From rare diseases to precision oncology, there’s an innovation gap that AI is perfectly positioned to fill. AI can identify previously overlooked opportunities and streamline the development of treatments that are highly personalized and targeted. Unlike traditional pharmaceutical companies that are heavily reliant on large-scale, high-risk projects, AI companies can operate in a more agile, data-driven way. We can make smaller, more informed bets, leveraging machine learning and vast datasets to uncover insights that were once out of reach. This shift enables faster and more efficient drug discovery, with the added benefit of offering solutions for diseases that may not have attracted the attention of big pharma. Cell lines alone aren’t going to work Most traditional biological research has been based on cell lines—cells removed from the human body and grown in petri dishes. But as we look to the future, there’s a growing realization that cell lines, and other traditional research methods, are becoming outdated. While once a staple in biomedical research, they do not accurately replicate the complexity of human biology, and they fail to capture the diversity and variability that exists in real patients. AI-driven models are capable of moving beyond the limitations of cell lines by integrating data both from research done in cells and tissues removed from the bodyand from research done in living animals. This validation approach, which incorporates multiple data types and sources, allows us to create more reliable and predictive models of human diseases. Science is advancing, and so is regulation. The FDA’s recent announcement of plans to phase out animal testing in favor of “more effective, human-relevant methods” means that we are entering an era where therapies can be tested on human tissue models from the very start. In collaboration with leading academic centers, Owkin has developed a patient-derived, lab-grown organoid, a breakthrough that brings us closer to faster, more accurate, and humane drug discovery. The combination of clinical data, genomic insights, and AI not only accelerates the development of new treatments but also increases their chances of success in clinical trials. The lab of the future The lab of the future will be one where AI is at the center, guiding discovery, improving precision, and increasing efficiency. Validation using real-world data will allow us to make better decisions and achieve higher rates of success. The traditional research process is being upended by these new technologies, and that’s a good thing. The future of medicine will not just rely on human expertise, but on the power of AI and data to transform how we understand and treat disease. AI will deliver transformative therapies at an exponential scale, addressing the complexities of biology that traditional pharmaceutical approaches often cannot solve. Labs will become automated and serve as the ultimate playground for scientists, driving the future of drug discovery by harnessing the full potential of advanced AI systems. In these dynamic labs, organoids and agents will come together to work in synergy, allowing scientists to model and simulate human biology with greater accuracy. AI-driven technology will decipher biological patterns to identify the patients most likely to respond to specific treatments, significantly improving the chances of success in clinical trials and beyond. Seamlessly integrating these cutting-edge tools into the lab environment will transform the way we approach drug discovery, targeting diseases with a level of precision that was previously unimaginable. By pioneering the use of data, biology, and AI to decode the fundamental mechanics of disease and advance medical science, it will be possible to establish a foundation for the future of a “positive singularity” in medicine. Through this innovative ecosystem, AI can revolutionize medicine. The time to innovate is now, and the possibilities are endless. Thomas Clozel is cofounder and CEO of Owkin. #lab #future #artificial #superintelligence #biology