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From YouTube: Navigation Direction Sync
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A
A
B
I
figured
I'd
record
it
because
I
wasn't
sure
if
hilo
was
going
to
be
able
to
join
or
not
she's
having
some,
I
guess,
there's
a
like
a
planned
power
outage
due
to
energy
consumption
in
california,
so
she's
not
able
to
join.
She
said
she
might
call
in,
but
I
figured
might
as
well
just
keep
it
going
and
we've
got
an
agenda
here.
B
There's
been
a
lot
of
conversation
around
the
nav,
so
let's
just
go
for
it,
and-
and
thank
you
all
by
the
way
for
for
joining
I
long
story
short
there's
been
like
a
lot
of
conversations
just
happening
in
slack,
and
then
there
was
a
couple
emails
and
I
never
see
emails.
So
I
was
like
okay,
like
we
should
probably
just
get
on
the
phone
here
and
just
talk
about
it,
but
long
story
short.
What
I
wanted
to
do
is
just
kind
of
reset
on
nav
talk
a
little
bit
about
what
the
expectations
are.
B
So,
let's
just
let's
just
start,
I've
got
so
there
is
an
agenda
item
or
an
agenda
linked
in
the
in
the
actual
invite.
So
if
y'all
are
in
there,
let's
just
go
for
it.
I've
got
number
one.
So
really,
what
are
the
the
expectations
for
for
the
nav
overhaul?
I
I
just
keep
hearing
about
it.
You
know,
and
I
wasn't
sure
if
it's
it's
been
defined,
is
it
a
thing?
Is
it
not
a
thing?
What
do
we
mean
by
by
overhaul.
C
I
think
jackie
is
gonna,
be
able
to
give
you
more
details
than
I
am,
but
let
me
start
with:
we've
done
a
bunch
of
research
and
we
know
that
navigation
is
a
problem
so
one
it
is
a
frequent
negative
comment
in
the
system.
Usability
scale
survey
the
and
we
get
that
from
free
text.
Responses.
D
C
It's
not
just
like
a
one
through
five
scale
is
nav
good.
We
don't
ask
that
it's
people
when
we
say
do
you
have
any
other
feedback
for
us
people
saying
yeah.
I
want
to
talk
about
your
nap
and
then
also
catherine
has
done
some.
Some
focused
research
studies,
just
on
navigation
and
jeff,
actually
did
one
as
well.
So
I
think
we
know
a
lot
of
things
about
navigation
and
where
it's
failing.
I
do
not
think
that
we
have
designs
in
place,
but
that's
where
jackie.
I
will
turn
it
over
to
you.
E
Yeah
so
there's
a
deck
there
that
you
all
can
look
at
if
you
want
to.
E
It's
I
don't
think
the
problem
is
that
our
things
are
organized
badly.
Some
of
our
things
are
organized
badly
like
settings,
but
settings
are
settings.
The
organization
of
settings
probably
needs
to
happen
within
settings,
not
necessarily
within
an
overhaul
of
the
whole
nav.
There's
also
a
lot
of
things
like
if
you,
if
you
dig
deeper
into
nav
complaints,
a
lot
of
things
about
groups
and
projects
like
it's
hard
to
switch
between
groups
and
projects,
groups
and
projects
are
like
have
weird
relationships.
E
Some
features
some
items
live
only
under
a
group
or
only
under
a
project.
What
else
it's
hard
to
find
like
recent
and
frequently
used
groups
and
projects
that
kind
of
thing?
So,
let's
see
what
else
in
terms
of
overhaul.
Oh,
so
I
guess
what
I
was
going
to
say
is
like.
If
you
look
at
that
deck,
you
can
kind
of
see
a
good
summary
of
the
kinds
of
problems
people
have.
E
The
one
of
the
first
pages
has
like
basically
the
top
problem,
which
is,
it
is
hard
to
get
back
to
my
stuff.
It's
hard
to
get
back
to
the
things
I
care
about
it's
hard
to
see
the
things
I
need
to
pay
attention
to.
E
We
have
all
these
objects
in
gitlab,
like
issues
and
mrs
and
commits
and
pipelines,
and
all
these
things
that
can
be
hard
to
find
and
then
there's
all
this
activity,
people
adding
comments,
people
doing
things,
people
mentioning
me
my
team,
all
their
activities,
my
activities
and
it's
really
hard,
there's
nowhere
in
get
lab
for
people
to
kind
of
see,
all
of
that
and
then
navigate
around
it.
E
So
people
people
do
a
lot
of
things
like
workarounds
on
browser,
bookmarks,
tab
managers,
email
notifications
and
things
like
that,
and
when
you
go
back
to
the
task,
it's
really
people
are
trying
to
get
around
get
loud,
they're
trying
to
find
things
and
get
them
so
so
yeah.
I
guess
it's
a
long
answer,
but
I
would
say
that
we
really
need
to
help
people
orient
themselves
around
their
stuff
in
terms
of
navigation.
E
We
don't
necessarily
need
to
like
overhaul
how
our
menus
are
organized,
although
I
imagine
there
would
be
some
changes
to
menus
that
would
occur.
Is
it
helpful.
D
E
E
Yeah
the
slide
four
in
the
deck
if
you're
looking
at
it,
I
was
trying
to
explain
that
like
right
now,
our
navigation
is
everything
like
starts
with
a
project
or
a
group
and
then
points
to
a
thing
like
a
list
of
issues
or
a
list
of
mrs
or
a
list
of
epics,
whereas
people
are
oriented
around
themselves
like
me
and
my
stuff
and
my
team
and
what's
happening
and
help
me
get
to
that
stuff
faster,
don't
make
me
always
go
through
this
route
of
like
project
and
group.
First.
B
Well,
that's
helpful
because
for
me
when,
when
I
heard
that
gila
had
approached
me
and
said
you
know
how
long
is
it
going
to
take
for
the
overhaul
of
the
nav
to
be
completed,
and
I
just
kind
of
went-
I
don't
know
because,
like
overhaul
of
a
nav
can
mean
so
many
things
and
then
looking
into
like
what
we
already
have
laid
out
as
it
relates
to
you
know,
epics
and
issues
that
are
out
there.
B
You
know
it's
a
pretty
big
meaty
area.
I
think
it's
laid
out
really
well
in
the
in
the
ux
handbook
and
it's
broken
down
basically
into
three
components
which
is
user
settings,
global
navigation
and
then
contextual
navigation
and
any
one
of
those
areas
could
basically
have
its
own
overhaul.
So
this
is
helpful.
I
I
think
you
know
if
we
were
to
take
a
step
back
and
think
about
what
we
wanted
to
do
today.
B
E
Yeah
yeah
tim,
I
was
gonna,
say
I
don't
it's
not
necessarily
like
one
big
overhaul
and
then
done.
I
think
that
we
just
need
to
like
we've
paid
a
lot
of
attention
to
the
features
and
over
time
that
now
kind
of
just
got
away.
So
I
think
it's
just
a
matter
of
like
someone
paying
attention
to
navigation
consistently
over
time
rather
than
like
an
overhaul,
and
then
we're
done.
B
D
Right,
I've
got
the
second.
I
wonder
too
just
to
take
that
one
question
too
is:
could
we
in
terms
of
this
push,
could
we
find
the
jobs
to
be
done
a
few
of
them?
That
would
be
the
top
ones
we
would
orient
around,
which
might
be
something
like.
D
E
Slides
five
and
six,
I
put
tasks,
there's
four
tasks
in
there
similar
to
jobs.
Thank
you
yeah,
but
those
are
the
things
that
people
are
trying
to
do.
Staying
up
to
date
on
things
they
care
about.
C
E
What
co-workers
are
up
to
getting
back
to
whatever
quickly
so
almost
like
a
recent
or
history
or
some
kind
of
activity
and
then
seeing
status
of
things,
I'm
responsible
for
so
like
right?
Now
we
have
this
operations
dashboard
that
we've
heard
some
people
use.
It's
like
the
closest
thing
they
can
get
to
seeing
like
they're
a
bunch
of
projects
together
and
like
pipelines
at
us,
but
we
need
to
just
take
it
further,
so
they
can
come,
create
those
better
and
there
might
be
others.
F
Jackie
were
those
based
on
research
or
validated
at
all
by
end
users,
yet.
E
They're
not
validated,
I
mean,
like
I
said,
they're
top
of
mind
but
they're
top
of
mind
after
I
went
through
catherine's
research
findings,
jeff's
research
findings
on
nav,
like
really
digging
into
like
the
I
don't
know,
60
or
70
issues.
We
have
around
navigation,
so
yeah
like
not
a.
I
didn't,
make
a
big
mural
board
and
like
like,
but
it
was
based
on
the
things
that
I
have
learned
from
customers.
F
F
One
one
more
question
slide:
eight
around
those
contextual
menus.
When
do
you
see
those
being
in
scope
for.
E
Contextual
menu,
so
there's
they
change,
whether
in
a
group
or
a
project
or
they
change.
If
you're
in
an
admin
menu
or
like
your
personal
menu
are
in
scope,
I
would
say
yeah
for
navigation.
Definitely
I
think
one
of
the
things
that
is
related
to
this
is
there's
a
working
group
looking
at
groups
and
projects
and
the
relationship
and
model
between
them.
I
think
that
group
might
go
first
before
we
make
big
changes
because
they
could
kind
of
figure
out.
C
I
added
this
to
the
agenda.
It's
up
under
number
four
totally
agree
that
nav
will
never
be
done.
It
will
always
be
changing.
What
I
would
like
to
see
from
this
effort
is
to
focus
on
the
things
we
know
today,
like
jackie's
talking
about
clean
those
things
up,
but
I
think
a
critical
piece
of
this
is
to
then
document
what
we've
done.
Why
we've
done
it
so
that,
as
groups
need
to
need
to
make
changes
to
navigation
in
the
future,
they
can
they
can
kind
of
self-serve.
C
B
A
Not
made
any
decisions
there
christy,
so
you
know
the
current
plan
of
record
has
not
changed.
Knowledge
or
expansion
owns
navigation
and
no
one
owns
settings.
F
B
B
So
I
I
merged
it
in
under
expansion,
so
it's
under
growth
under
expansion.
It
lives
there,
we
can
iterate
on
it,
just
bring
it
to
life
and
we
can
figure
out.
You
know,
resources
or
a
resource
plan
later
on
the
end
of
the
day.
B
I
think
this
is
just
one
of
those
areas
which
needs
to
be
known
right,
and
if
it's
expansion
and
the
expansion
team
doing
small
iterations
on
it,
then
we
can
do
that
and
if
it's
you
know
us,
you
know
getting
assistance
from
other
parts
of
the
organization
to
do
that
as
well.
That's
that's
cool
too
right.
It's
the
gitlab
way!
I
think
anyone
can
contribute.
B
I
I
think
I.
What
I
wanted
to
do
here,
too,
is
also
just
bring
the
light
that
there's
some
some
good
links
out
there
today
that
outline
what
navigation
is
and
really
it
sounds
like
it's
been
owned
by
the
ux
team.
We
really
should
update
that
page
with
some
sort
of
a
dri.
B
The
way
that
it's
positioned
today,
right
now
is
what
I
think
causes
a
little
bit
of
confusion,
because
it
says
growth
and
manage
teams
make
updates
to
this
area,
which
I
think
is
kind
of
like
I
don't
know,
we
should
just
call
someone
out
right.
Just
say
like
it's,
this
person
just
give
it
to
that
team
and
this
person,
and
then
they
can
go
and
work
with
all
the
other
stages.
If
need
be
because
you
know
there
are
a
lot
of
talented
pms
and
talented
teams
that
have
touched
this
area
before
it's.
B
It's
not
like
us,
just
like
expansion
being,
oh
we're
the
navigation
team,
we're
we're
we're
not
we're
just
working
on
navigation
and
it's
been
led
by
ux,
for
you
know
the
past
seven
years,
so
cool.
C
Good
to
know
which
the
context
around
that
is
that
change
was
made
about
a
year
and
a
half
ago
to
make
ux
the
lead
of
it
and
the
concern,
and
what
has
played
out
in
reality
is
that
we
can
do
exactly
what
we've
done,
which
is
we
can
come
and
say
there
are
problems
users
telling
us
there
are
problems
here.
Are
the
problems?
Here's
how
we
propose
solving
them,
but
we've
made
zero
progress
because
we
don't
prioritize
engineering
resources
and
that's
been
the
big
pain
point.
E
A
Have
anything
else
that
makes
sense
yeah
I
was
just
gonna.
I
was
just
gonna,
actually
ask
a
question
tim.
I
believe
it
actually
was
christy
that
submitted
the
mr,
maybe
at
sids
behest
or
maybe
someone
else's,
I'm
not
sure
to
move
navigation
into
growth,
and
that
happened
christie
remind
me
three
months
ago,
four
months
ago,
beginning
of
the
summer
sure,
okay,
some
sometime
in
that
time-
in
that
in
that
timeframe,
I
guess
my
question
was
like
when
that
happened.
A
I
I
think
I
had
assumed
for
you
to
be
that
dri,
but
the
way
that
you're
wording
is
is
sounding
like
that's
still
a
little
bit
of
a
question
or
up
in
the
air.
B
It
it
is
so
it
was
it
kind
of
like
softly
landed
and
we,
like
the
expansion
team,
was
excited
about
it.
Growth
as
a
whole
was
excited
about
it
because
we
feel
like
it's
a
good
place
for
it
to
live
and
reside,
but
just
recently
it
came
back
up
so
anyway.
Well,
it
was
about
two
and
a
half.
B
Three
months
ago
we
started
having
conversations
around
it
and
then
what
we
did
was
we
just
started
to
get
organized
and
orient
ourselves
around
what
navigation
was
so
we
went
out
and
we
started
like
going
through
the
backlog.
Looking
at
existing
issues,
reviewing
the
existing
research
and
getting
things
kind
of
organized
and
then
what
we
were
going
to
do
is
then
what
I've
done
now
is
create
an
mr
to
establish
a
page
for
it
right,
a
direction
page.
B
So
that
way
at
least
people
can
orient
themselves
around
what
this
means
from
a
product
perspective
and
then
about
maybe
three
weeks
ago
I
gosh
it
might
have
been
three
weeks
ago.
It
kind
of
came
back
up
as
hey,
there's
there's
this
sus
thing
that
came
in
and
boy
it's
not
the
best.
It's
been
going
down,
hasn't
gone
down
significantly,
but
it
has
declined
like
six
quarters
in
a
row
so
like
let's
get
some
extra
attention
around
this
and
let's
do
it
urgently
like.
B
Let's
do
it
with
like
quickly,
and
I
think
that's
when
it
probably
came
back
up
there
as
to
okay.
So
what
are
we
doing
now
and
then
that
and
then,
when
you
layer
in
some
of
the
realignments
that
are
happening
in
the
product
org
at
the
same
time,
you
know
who's
doing
what
to
what
and
where.
I
think,
that's
really
where
the
or
the
question
came
in
and
it's
all
good
to
me.
B
I
just
need
to
know
what
we're
doing
yeah
is
that
does
that
answer
your
question
eric
might
have,
it
might
have
been
a
long-winded
answer,
but
that's
kind
of
the
it's
kind
of
how
I
read.
C
It
right
in
terms
of
how
how
things
happened.
So
I
think
my
feedback
would
be
that
settings
alone,
while
it
is
closely
tied
to
navigation,
is
its
own
significant
amount
of
work
so
to
decouple
and
have
a
team
focus
on
settings
and
a
team
focus
on
other
navigation
issues
doesn't
seem
like
a
bad
idea
to
me.
If
we
want
to
make
quick
progress,
because
those
are
the
two
main
themes
we've
heard
in
sus.
C
In
the
same
things
that
I
said
about
nav,
which
is,
I
think,
the
ultimate
goal,
there
is
the
same
thing,
which
is
we
clean
a
bunch
of
stuff
up,
and
then
we
set
up
a
framework
so
that,
like
knowledge
like,
if
someone
wants
to
add
a
setting,
it's
not
knowledge,
can
I
add
a
setting.
If
you
have.
This
is
in
place.
Here's
the
documentation
for
how
I
think
about
this,
and
do
it
in
a
reasonable
way.
D
Yeah
and
just
the
way
I
first
saw
this
problem.
I
was
thinking
it
would
make
sense
like
if
growth
continued
to
own
it,
because
in
increasing
the
ability
to
use
gitlab
is
going
to
drive
growth
across
the
board,
and
especially
if
we
want
to
have
a
really
short-term
goal
or
like
a
one-year
goal
of
increasing
stuffs.
It
makes
sense.
D
This
is
an
extreme
example,
but
if
I'm
trying
to
move
the
needle
just
on
my
features-
and
I
like
go
pop
designs
and
wiki
into
the
top
bar
and
I'm
hitting
my
performance
indicators,
I
may
not
have
the
time
or
the
road
map
or
whatever,
to
really
do
it
right
and
try
to
like
really
see
the
whole
thing.
D
C
I
do
think
that
has
been
a
lot
of.
The
problem
is
that
when
changes
have
been
made,
they've
been
very
sort
of
looking
for
like
myopic,
it's
selfish
yeah.
A
Eric
it's
weird
to
write
a
comment
like
that
and
not
sound
like
a
jerk
in
a
doc,
so
you
get
a
winky
face,
but
yeah
I
would
recommend.
Navigation
is
owned
by
expansion.
You're
the
pm
for
expansion,
therefore
you're
the
dri
and
you've
kind
of
already
called
that
on
your
mr
saying
that
this
page
is
owned
and
maintained
by
tim
haye.
So
well.
I.
A
Yeah-
and
I
think
I
think
part
of
the
reason
was
because
like
to
be
quite
clear-
I
think
scott
went
like
really
out
of
order
in
proposing
a
solution
before
any
of
us
had,
even
even
gotten
together
to
discuss
the
work
and
how
to
how
to
approach
it.
A
So
I
think
that's
why
you're
feeling
like
it's
a
game
of
thing,
but
hopefully
we're
back
to
kind
of
the
same
playing
field
right
now,
where
we
can
figure
out
what
is
the
best
path
forward
with
the
work
that
jackie
has
has
brought
up?
So
that's.
That's
like
we're
good,
no
worries
either
way
my
view
of
the
world
and
just
to
just
to
kind
of
like
level
set
with
everyone.
A
Unless
we're
making
an
argument
that,
like
expansion,
should
not
own
it,
then
I
would
say,
like
you
are
the
dri
tim
and
then
we
should
figure
out
who
can
do
the
work?
If
you
want
to
move
into
that,
although
I
see
you
do
have
a
third
agenda
item
before
before
we
kind
of
discuss
like
what
are
our
options
for
getting
your
work
done.
B
Thanks
for
for
saying
all
those
things
there,
it's
it's
helpful,
it
is
so
yeah.
This
is
number
three.
I
let's
just
jump
to
number
three
and
I'm
I'm
good
with
everything
that
we
just
talked
about
by
the
way
it's
it
makes
perfect
sense
to
me.
I
just
needed
to
make
sure
that
we
were
all
on
the
same
page
and
had
alignment
around
it
before
I
started
going
down
the
path.
Number
three
really
is
more
around.
B
You
know:
how
do
we
plan
on
measuring
the
success
of
navigation,
I'm
assuming
that
it
ties
back
to
our
recent
sus,
but
I'd
really
like
some
confirmation
around
that
there's
just
a
lot
of
when
you
when
you
dig
into
sus.
There
are
a
lot
of
survey,
questions
that
are
asked
that
loosely
tied
to
navigation,
so
I
wouldn't
want
to
use
just
sus
as
the
measuring
stick
of
success
for
for
navigation.
C
I
want
to
be
clear
that
the
questions
in
sus
have
literally
nothing
to
do
with
navigation
and
we
don't
want
to
change
the
questions
because
it's
an
industry,
standard
survey
but
the
so
the
the
tie
between
suss
and
navigation
really
came
from
the
free
text
comments.
The
free
text
comments
uncovered
a
problem.
B
That's
some
good
context
for
me,
because
when
I
was
reading
these
things,
I
was
like
the
questions
don't
align
with
navigation
at
all,
and
I
was
kind
of
curious
how
you
know
declining
sauce
over
six
months
equates
to
fixed
navigation.
I
mean,
I
guess,
maybe
from.
E
I
would
say
that
also
search
comes
up
a
lot
and
search
and
navigation
are
sort
of
tied
because
they
solve
a
similar
task,
which
is
like
traverse.
The
application
find
browse
those
kinds
of
tasks
that
people
are
trying
to
do.
Sometimes
it's
hard
to
pull
those
apart.
In
fact
like
we're
talking
even
about
using
the
search
bar
to
navigate
gitlab,
a
lot
of
people
really
want
that.
E
E
So
I
guess
to
add
to
that
I'd
say
tim,
maybe
what
we
could
do
and
adam
maybe
what
we
could
do
is
like
base
our
measurement
on
the
tasks
like
going
back
to
jobs
or
tasks
that
people
want
to
do
and
dig
in
to
how
well
they
can
do
them
now,
and
that
would
be
our
benchmark.
And
then
we
can
measure
that
again
later
after
making
changes
that
we
think
will
improve
those
yeah.
So
those
tasks.
F
F
F
So
that's
that's
one
way
for
us
to
go
out
with
a
pretty
good
measure
and
feel
confident
about
it
and
we
can
justify
it.
Ideally,
we
would
do
a
longitudinal
study
too.
I
would
strongly
recommend
that
so
whenever,
whenever
anybody
mucks
around
with
a
navigation,
usually
you
see
a
pretty
big
drop
in
satisfaction
because
people
have
to
learn
something
new.
F
Great
question:
it
depends
on
the
usage
of
the
people
like.
Are
they
using
this
every
day?
I
would
probably
say
we're
talking
three
to
four
weeks,
probably
if
they're
in
it
every
day
or
every
other
day,
so,
okay,
yeah.
A
And
then
adam,
would
you
recommend
making
like
an
iterative
change
to
the
nav
experience
and
then
running
a
study
like
this?
Or
would
you
like
recommend
that
we
kind
of
maybe
we
iterate
and
how
we
ship
it,
but
then
we
kind
of
bash
it
all
together
and
say
like
this
is
this
is
like
nav,
2.0
or
whatever,
and
then
we
we
run
that
study.
What
I'm
trying
to
understand
is
like.
A
There
are
certain
things
we
iterate
on
really
well
and
then
there's
certain
things
like
in
our
handbook
that
we're
like
yeah,
we
don't
iterate
on
stuff
like
this.
Like
we
don't
agree
on
pricing,
we
don't
iterate
on
org
changes,
I'm
wondering
is
like
nav,
maybe
maybe
we
shouldn't
kind
of
look
at
that
for
my
face.
Maybe
we
shouldn't,
maybe
we
should
iterate
but
more
controlled
or
more
like
a
b
yeah,
I'm
not
sure
what
it
sounds
like.
You
have
some
some
pretty
good
experience
in
this
realm.
F
So
if
we're
able
it's
it's
pretty
tricky,
because
if
we
iterate
with
with
a
nav,
we
need
to
make
sure
that
there's
no
dead
ends
essentially,
and
if
we
move
things
around,
we
it
needs
to
really
be
cohesive
enough
to
be
a
good
candidate,
because
if
it's
just
the
top
nav
that's
adjusted
and
architectural
nav
isn't
and
there's
weirdness
that
that
happens
there.
We
will
get
some
negative
responses,
so,
if
possible,
I
would
like
to
test
a
a
fairly
well
thought
out
scheme
of
nia,
because
that's
the
most
realistic.
D
Another
idea,
too,
might
be
like
iterating
on
something:
that's
always
there
then
now
at
the
top.
That
is
a
bit
bigger
and
harder
to
just
rip
the
band-aid
off,
but
any
of
these
features
that
are
new
additions,
like
potentially
a
descending
feed
as
the
home
page.
D
That
might
be
something
that
we
could
iterate
on
quicker
and
see
an
impact
where
it's
not
really
even
touching
the
top
nav.
So
maybe
just
each
of
the
features
kind
of
categorizing
them
versus
whether
they're
a
major
overhaul
of
something
that
people
know
or
something
that's
new
that
might
help
them.
We
could
go
probably
faster
on
the
new
components.
D
I
also
had
another
question
for
christy
about
sus
scores
and
just
like,
I
know
we're
on
this
slight
downward
bend
on
the
the
overall
score
like
how
fast
can
the
ship
turn
and
go
back
up
in
your
experience?
D
C
C
Do
I
expect
that
if
we
make
changes-
and
this
actually
relates
to
what
adam
was
saying
earlier,
so
let's
say
we
go-
make
a
bunch
of
nav
changes.
We
run
another
sus
a
few
weeks
later.
Do
I
expect
that
our
sus
would
have
jumped
dramatically?
Probably
not
it
it'll
take
time,
because
there
is
that
change
aversion
remove
my
cheese
yeah
right.
The
other
thing
to
consider
is
that
sus
is
inclusive
of
the
entire
product.
So
basically,
what
we're
saying
is:
okay
across
the
entire
product,
we
didn't
get
the
score
that
we
wanted.
C
What
are
some
of
the
big
things
we
can
do
that
we
think
will
impact
that
overall
score,
but
there
will
still
be
there
might
be
new
things
that
come
up
where
we
go
crap
now
this
is
affecting
us
hopefully
based
on
how
we
are
working
today,
which
is
much
different
than
how
we
were
working
a
year
and
a
half
ago.
There
will
be
less
risk
of
something
like
that.
F
No,
I
I
was
going
to
just
been
with
really
it's
it's
incredibly
slow
moving
like
some.
I
mean
I've
worked
in
sus
and
and
also
in
nps
and
sometimes
years
I
mean.
If,
if
we're
able
to
stop
the
decline,
I
think
that's
a
huge
success
and
one
thing
that
has
helped
with
that
so
like
there
has
to
be
enough
change
for
users
to
notice
so
doing
a
lot
of
small
things
will
probably
categorize
for
that.
As
long
as
those
small
things
are
things
that
people
use
every
day
and
they
kind
of
notice.
F
But
if
it's?
If,
if
it's
not
a
lot
of
small
things,
then
people
probably
won't
even
really
notice
so
yeah
it's.
We
should
just
set
expectations
with
ourselves
that
it's
it's
going
to
probably
take
a
while,
but,
like
I
said,
even
if
we're
able
to
kind
of
change
that
curve
to
even
be
flat,
I
think
that's
awesome.
C
Yeah
I'd
like
to
see
us
regain
the
ground
that
we
lost
and
then
the
goal
as
a
company
from
what
I
am
seeing,
is
in
three
years
we'd
like
for
it
to
be
at
79.,
so
today
we're
at
71.9,
and
so
that
gets
us
from
a
c
plus.
I
believe
it
is
up
to
an
a
minus
if
we
can
achieve
that.
D
So
this
push
we
do.
If,
if
I
lend
muscle
with
my
team
or
if
not,
is
a
six
month
turn
the
ship
around
internally
get
some
good
progress
process
and
progress
on
those
really
high
ones.
But
it
is
going
to
be
a
marathon
over
like
three
years
or
four
years.
B
F
And
tim
back
to
your
item
three,
you
head
in
there
around
a
question
using
sass
or
another
survey.
We
can
definitely
create
a
navigation
specific
survey
for
us
to
kind
of
measure.
In
addition
to
those
other
research
methods
I
used
earlier
as
examples
too.
B
F
B
Cool
there's
a
couple
more
comments
here
underneath
sauce.
One
of
the
ideas
that
kristen
had
was
to
reduce
the
mention
of
navigation
and
open
comments.
B
I
think
that's
a
pretty
cool
idea
or
we
could
just
increase
the
sentiment
of
navigation
and
open
comments,
so
just
kind
of
like
the
inverse,
instead
of
looking
for
what
people
are
saying
negatively
about
it.
But
if
we
see
if
we
could
actually,
you
know
outweigh
the
negative
comments
with
positive
comments.
That
might
be
one
way
to
do
it
too.
C
Something
I've
noticed
that
adam
and
jackie
you've
you've
looked
at
the
sus
free
text.
Probably
as
much
as
I
have
is
people
are
less
inclined
to
give
us
positive
feedback
in
free
text
because
they
feel
like
you
are
asking
them
like
what
is
what
is
the?
What
is
the
negative,
so
they're
going
to
tell
you
about
the
negative
so
to
see
a
decline
in
the
negative
in
those
topics
I
think
is,
is
likely
to
see
an
increase
in
positive
sentiment
may
not
happen.
B
B
Backlog
on
this
for
a
good
milestone
and
there's
a
handful
of
things
that
I've
I've
recognized
and
we've
got
it
organized
into
about
60
issues.
But
there
are
a
bunch
of
other
kind
of
like
legacy,
get
lab
navigation
issues
that
exist,
and
I
found
all
these
different
labels
that
are
kind
of
out
there.
There's
category
navigation
is
kind
of
the
one
that
we've
been
using.
B
Global
navigation
exists
out
there
and
then
there's
navigation.
Those
are
really
the
three
that
I
see
falling
into
the
bucket
of
scope
for
kind
of
this
initial
effort
and
there's
three
others
that
come
up
when
you
do
a
search
for
navigation.
One
is
region,
navigation,
another
one's
responsive
so
like
for
whatever
reason
the
the
description
of
responsive
is
pulling
in
the
word
navigation
and
it's
pulling
up
issues
associated
to
it
and
then
there's
category
global
search,
which
I
can
see
how
it
can.
B
So
it
could
get
a
little
conflated
because
people
associate
navigation
with
just
finding
things.
But
I
guess
what
I
just
want
to
make
sure
that
we're
all
on
the
same
page
is
that
we're
going
to
be
focusing
basically
on
those
those
top.
Three
labels:
I
want
to
clean
them
all
up
and
we'll
just
use
category
navigation
I'll
get
a
document
in
the
handbook.
So
that
way,
everybody
knows
what
labels
to
use
and
I'll
and
I'll
give
a
nod
to
the
old
label
like
navigation.
B
So
everybody
knows
that
it
did
exist
out
there
before
pulling
it
into
category
navigation.
Anybody
have
any
comments
on
that
one.
I
know
it's
it's
2
40..
So
if
you
all
have
to
go,
please
do
I
know
we
want
to.
We
want
to
end
this
meeting
on
time.
C
E
C
E
Might
refer
to
pajamas
regions
in
the
design
system?
There's
a
navigation
as
a
region.
C
E
A
Yes,
yeah,
you
can
you're
getting
you're
picking
up
navigation
based
off
of
like
the
label.
Descriptions
on
these
cases
like
responsive,
has
the
word
navigation
in
the
label
description
right
here,
yeah.
I
would.
I
would
doubt
that,
like
responsive
whatever,
however,
many
of
those
issues
actually
pertain
to
navigation.
C
A
Yeah
and
obviously
category
global
search,
the
reason
you're
seeing
those
is
because
the
label
description
says
issues
related
to
search
using
the
search
field
in
the
top
navigation
bar
yeah,
so
yeah,
but
those
are
obviously
we
have
a
separate
pm
and
a
separate
tm,
separate
team
focused
on
on
everything
yeah
related
to.
B
Global
search,
we
can
just
call
that
stuff
out
too
in
the
direction
page
that
way
everybody's
really
clear
around
what
what
it
means.
I
think
it's
just
probably
just
been
a
little
cluttered
and
we'll
get
it
organized
all
right,
y'all,
I
don't
have
anything
else.
This
was
super
helpful.
Thank
you
for
the
candor
everyone.
It's
not
easy
to
get
on
the
phone
and
talk
about
hard
things
sometimes,
but
I
felt
this
was
really
helpful
for
me.
So
thank
you.
C
C
Super
clear
because
I
didn't
get
to
say
this
earlier-
I
think
you're,
a
wonderful
dri
for
this
kristin
also
would
have
been.
I
like,
I
either
one
of
you
could
have
picked
this
up
and
did
a
fabulous
job.
I
just
want
it
to
get
done,
so
I
have
full
faith
and
confidence
in
you
tim
to
do
this.
That's
great.
B
C
A
Over
thanks,
everyone
tim:
can
you
stick
around
for
two
minutes?
Yeah
cool
awesome
hold
on
see
you
kristen.