5 simple UX metrics

August 19, 2015
  1. Digestibility
  2. Clarity
  3. Trust
  4. Familiarity
  5. Delight

Clark Wimberly

Content strategy

August 12, 2015

Content strategy is this: content strategy plans for the creation, delivery, and governance of useful, usable content.

Kristina Halvorson

Heuristics of Sensemaking

March 30, 2015

According to Karl Weick in ‘Sensemaking in Organizations’:

  • Sensemaking is matter of identity: it is who we understand ourselves to be in relation to the world around us.
  • Sensemaking is retrospective: we shape experience into meaningful patterns according to our memory of experience.
  • How and what becomes sensible depends on our socialization: where we grew up in the world, how we were taught to be in the world, where we are located now in the world, the people with whom we are currently interacting.
  • Sensemaking is a continuous flow; it is ongoing, because the world, our interactions with the world, and our understandings of the world are constantly changing. You might also think of sensemaking as perpetually emergent meaning and awareness.
  • Sensemaking builds on extracted cues that we apprehend from sense and perception. Cognition is the meaningful internal embellishment of these cues. We articulate these embellishments through speaking and writing – the “what I say” part of Weick’s recipe. In doing so, we reify and reinforce cues and their meaning, and add to our repertoire of retrospective experience.
  • Sensemaking is less a matter of accuracy and completeness than plausibility and sufficiency. We simply have neither the perceptual nor cognitive resources to know everything exhaustively, so we have to move forward as best as we can. Plausibility and sufficiency enable action-in-context.

Laura A. McNamara: Sensemaking in Organizations: Reflections on Karl Weick and Social Theory

Delightful experiences

March 26, 2015

A great app, a beautiful device, an outstanding service, a solid brand; all of them have something in common: You experience them in ways that you didn’t anticipate. You were not expecting the joy they brought. You were surprised. You were delighted by unexpected rewards or behaviors that burned a long lasting impression into your brain, and possibly your heart. The app or service satisfied your functional/usable/reliable expectations, and suddenly you discovered the pleasurable layer. It just… happened. But what about the prolonged use of these apps or services? As a product designer, how do you ensure recurrent delight?

1. Bring fun to users

  • By putting care and detail into micro interactions.
  • By giving respect to something that doesn’t “deserve” it.
  • By creating an “Elastic” and “it’s alive!” environment.

2. Guide users

  • By anticipating where they’re going to go, and showing them the way.
  • By letting them take a sneak peak at what’s gonna happen next.
  • By providing a natural ‘escape’ route at any given moment.

3. Relax users

  • By clearing all the clutter from the screen and letting them focus on one important element at a time.
  • By introducing moments for them to reflect, assimilate content, and breathe.
  • By protecting their work from errors caused by [x].

4. Inform users

  • By acknowledging when their actions have an immediate, mid term or long term consequence.
  • By letting them know when something is about to disrupt them.
  • By showing precise, but BRIEF instructions for complex scenarios.

5. Reward users

  • By explicitly acknowledging them how good they did and what it means for their long term goals.
  • By giving them badges for frequency of use, duration of study sessions, and performance.
  • By keeping track of achievements and placing it on a clear roadmap.

6. Punish users

  • By blocking them from moving forward if their performance falls below a tolerance level.
  • By informing them of wrongful choices and actions on the spot, rather than on a summary moment.
  • By keeping all negative remarks in a confidential, private space, visible and acknowledgeable for the user only.

Mauricio Estrella: 6 principles for designing trustworthy learning experiences.

A story sparks engagement

March 12, 2015

A story doesn’t spark agreement or disagreement but rather participation. In fact, stories ignite 7 parts of the brain, which is testament to why as humans we love stories.

Scott Schwertly: The Secret to Activating Your Audience’s Brain

February 6, 2015

AccessibilityOz uses the following design principles when analysing a current web site:

  • Matching experience and meeting expectation
  • Metaphor
  • Consistency – internal and external
  • Functional minimalism
  • Cognitive load
  • Engagement
  • Memory load
  • Functional layering
  • Visibility
  • Feedback and orientation
  • Direct manipulation
  • Mapping
  • Control, trust, and explorability
  • Error prevention, detection and recovery
  • Mousing and Fitt’s law
  • Affordance
  • Hierarchy of control
  • Spatial memory
  • Visual hierarchy
  • Natural reading order
  • Grouping
  • Visual weight
  • Visual balance
  • Visual minimalism
  • Visual rhythm and scanability
  • Aesthetics


Component attributes

October 28, 2014
  • Title
  • ID & Taxonomy
  • Picture
  • Overview
  • Status
  • Use when
  • Guidelines
  • Visual stye
  • HTML & CSS notes
  • Technical notes
  • Design assets
  • Open questions
  • Related components
  • Accessibility
  • Metrics

Nathan Curtis, Modular Webdesign p.275-6

User story

October 21, 2014

Title (one line describing the story)

As a [role]
I want [feature]
So that [benefit]

Acceptance Criteria: (presented as Scenarios)

Scenario 1: Title
Given [context]
And [some more context]…
When [event]
Then [outcome]
And [another outcome]…

Scenario 2: …

Behavioural economics

September 12, 2014

“Behavioural economics” attempts to predict the way that humans behave when taking choices that have a measurable impact on them – for example, whether to put the washing machine on at 5pm when electricity is expensive, or at 11pm when it is cheap.

We can take insight from Behavioural Economics and other techniques for analysing human behaviour in order to create appropriate strategies, policies and environments that encourage the right outcomes in cities; but none of them can be relied on to give definitive solutions to any individual person or situation. They can inform decision-making, but are always associated with some degree of uncertainty. In some cases, the uncertainty will be so small as to be negligible, and the predictions can be treated as deterministic rules for achieving the desired outcome. But in many cases, the uncertainty will be so great that predictions can only be treated as general indications of what might happen; whilst individual actions and outcomes will vary greatly.

Rick Robinson: 11 reasons computers can’t understand or solve our problems without human judgement

Responsive design

September 10, 2014

Responsive design (in the most “purist” sense of the term, that insists that the identically same functionality and content will be available on all devices) solves the capacity problem by chopping up the site into cells on a fluid grid and rearranging those cells on the smaller screen in a way that takes into account the relative priorities of the cells. Basically, it delivers the same content piece by piece through a narrower communication channel. As a result, all the content is available on smaller screens.

RALUCA BUDIU: http://www.nngroup.com/articles/scaling-user-interfaces/


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