[Form and aesthetics, sustainability, spatial energy, and intention] unite to create intelligent spaces that affect visitors on an emotional level, eventually triggering transformation. This is a result of an energetic transmission process that is commonly referred to in science as entrainment, whereby two oscillating systems assume the same frequency or rhythm when they interact. Picture a table full of metronomes. If at the start the metronomes are all ticking at different beats, they will soon synchronise and take the same rhythm. This is what happens in energetically with visitors in sacred spaces.
The great Douglas Bowman leaves Google:
Yes, it’s true that a team at Google couldn’t decide between two blues, so they’re testing 41 shades between each blue to see which one performs better. I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that. I’ve grown tired of debating such miniscule design decisions. There are more exciting design problems in this world to tackle.
DouglasBowman from Zeldman.com
Our philosophy and approach for every design sprint is to be data-informed, not data-driven. We try to surface every piece of information that will help paint a clear picture of the problem we’re trying to solve. We leverage all of the data we can to understand the core problem, but we don’t blindly build whatever the data may suggest.
Data is an extremely valuable tool and it’s critical to the design process. Designing without data is like flying blind, but purely data-driven design is dangerous and can lead to unintentional and uninspired design. Testing 41 different shades of blue may increase your conversion rate slightly, but if your design is flawed to begin with it will never be able to reach it’s full potential. Relentless A/B testing can only take you so far. Maybe your Google Analytics numbers aren’t quite giving you the whole picture.
The Fogg Behavior Model shows that three elements must converge at the same moment for a behavior to occur: Motivation, Ability, and Trigger. When a behavior does not occur, at least one of those three elements is missing.
Behaviour change elements: motiviation, ability, trigger
Core Motivators: pleasure/pain; hope/fear; social acceptance/rejection
Simplicity factors: time; money; physical effort; brain cycles; social deviance; non-routine
Triggers: facilitator; spark; signal
[About Ove Arup] “Design was at the top of his agenda, and he defined it as an all-embracing concept – a continuum of analysis, synthesis, production, construction and evaluation; an iterative activity where process and product are indivisible. He understood and voiced the reality that the nineteenth century concept of the singular designer/builder had been – and was continuing to be – eroded by the explosion in knowledge and the consequent inevitability of ever-increasing specialisation. He spoke endlessly about the need to integrate all these skills into a unified whole which satisfied the Vitruvian trio of ‘Commodity’, ‘Firmness’, and ‘Delight’.”
Lack Zunz in ‘We like what you did’, V&A Magazine, Issue No 40, Summer 2016, p.48
If we could read user’s minds, then we could in theory design the perfect experience for them. Unfortunately, we’re not all Jean Greys, so we make due with what we can measure to try and take educated guesses as to what people care about. In this day and age, what we can measure has its limits, and it’s important to always remember that. Simply looking at what people are doing in your product can’t tell you:
- the degree to which people love, hate, or are indifferent to your product or any of its specific features
- whether a change increases or decreases people’s trust in your product over time
- how simple and easy to use your product is perceived to be
- how people see your product versus other similar products in the market
- what things people most want changed, added, or fixed
- how people will want to use your product as time passes
Julie Zhuo: Metrics Versus Experience
By James A. Russell (PDF)
Evidence suggests that relationship between affective states can be represented by a spatial model in which affective concepts fall in a circle in the following order: pleasure (0°), excitement (45°), arousal (90°), distress (135°), displeasure (180°), depression (225°), sleepiness (270°), relaxation (315°)
“The core user experience is not a set of features; in fact, it is the job users hire the product for. Uber’s core user experience is to get a taxi easily at any time. The countdown, displaying when exactly the taxi will arrive, is a suitable feature that expands this experience.”
Nikkel Blaase: Why Product Thinking is the next big thing in UX Design
A JTBD is not a product, service, or a specific solution; it’s the higher purpose for which customers buy products, services, and solutions. (…) It helps the innovator understand that customers don’t buy products and services; they hire various solutions at various times to get a wide array of jobs done.
There are two different types of JTBDs:
- Main jobs to be done, which describe the task that customers want to achieve.
- Related jobs to be done, which customers want to accomplish in conjunction with the main jobs to be done.
Then, within each of these two types of JTBDs, there are:
- Functional job aspects—the practical and objective customer requirements.
- Emotional job aspects—the subjective customer requirements related to feelings and perception.
Finally, emotional job aspects are further broken down into:
- Personal dimension—how the customer feels about the solution
- Social dimension—how the customer believes he or she is perceived by others while using the solution.
(…) The better a solution can fulfill all of these job levels and layers, the better chance it has in the marketplace. Also, the better the solution either achieves or nicely dovetails with related JTBDs, the better chance of success it has. In short, the JTBD concept is a guide for thinking beyond to make your current solutions, and your competitors’ solutions, obsolete.
The Progress Making Forces Diagram
This diagram can be used (e.g. in interviews) to explore physical, functional, social, and emotional aspects of the forces that pull people towards either tried and tested and innovative solutions.
The Customer-Jobs-To-Be-Done Canvas by Helge Tennø