Archive for the 'picnic site' Category

March 16, 2017

“Make sure every click makes the user more confident”

Jared M Spool in Disambiguity conference

Design critique

December 19, 2016

Criticism passes judgement — Critique poses questions
Criticism finds fault — Critique uncovers opportunity
Criticism is personal — Critique is objective
Criticism is vague — Critique is concrete
Criticism tears down — Critique builds up
Criticism is ego-centric — Critique is altruistic
Criticism is adversarial — Critique is cooperative
Criticism belittles the designer — Critique improves the design

From: Judy Reeves

See also Jared Spool’s article

Design the beginning

October 31, 2016

The “beginning” is how you introduce something new to a person, and how you will get them to understand its value such that they incorporate it into their lives. When you set about designing the beginning, you are forced to consider the following hard questions:

  1. Where and how will people first hear about your product or feature?
  2. What should people understand about your product at a glance, and is that compelling enough to convince them to go through the trouble of trying it out?
  3. What should people’s first-time experience through your product be, and how do you plan to demonstrate to them its value within the first minute?
  4. How will you build out the social graph, content inventory, marketplace, etc. if the success of your product is dependent on those things?
  5. What would compel somebody to come back and use your product a second or third time?

Julie Zhuo: Design the Beginning

What Causes Behavior Change?

September 19, 2016

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

BJ Fogg’s Behavioral Model

There are important things we can’t easily or accurately measure.

July 6, 2016

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

Jobs-to-be-done (JTBD) Technique

June 9, 2016

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:

  1. Main jobs to be done, which describe the task that customers want to achieve.
  2. 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:

  1. Functional job aspects—the practical and objective customer requirements.
  2. Emotional job aspects—the subjective customer requirements related to feelings and perception.

Finally, emotional job aspects are further broken down into:

  1. Personal dimension—how the customer feels about the solution
  2. 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.

From The Innovator’s Toolkit

 

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.

Screen-Shot-2012-10-29-at-7.16.58-PM

 

From jobstobedone.org

 

The Customer-Jobs-To-Be-Done Canvas by Helge Tennø

Screen Shot 2016-06-09 at 17.14.26

Lightbox overlay

February 4, 2016

Don’t use an overlay unless you have a clear, compelling case for why this content should not be presented within a regular page. Good reasons for using an overlay could include:

  • The user is about to take an action that has serious consequences and is difficult to reverse.
  • It’s essential to collect a small amount of information before letting users proceed to the next step in a process.
  • The content in the overlay is urgent, and users are more likely to notice it in an overlay.

Kathryn Whitenton in https://www.nngroup.com/articles/overuse-of-overlays/

Three (only?) justifications for mobile apps

December 21, 2015

There’s a reason why they (Apps) are popular on mobile:

  • they are highly contextual and
  • take big advantage of the phones main functionalities, be it geolocation, camera or just voice and sound.
  • They are also aimed at repeated use in small chunks of time.

Jean-Baptiste Coger: Why you shouldn’t bother creating a mobile app.

Micro Moments

December 13, 2015

Early in 2015, Google released a set of articles on what they call “micro-moments”. (…)

I-want-to-know moments

You’re at home with a nice free evening. What shall you do now? Ah! You feel like watching something. So, you want to get to the position where you can choose which movie to watch. You want to know the answer more than anything! So, you’ve just gone online to see. Here, you’re thinking with “the Google initiative”—that is, you’re searching or browsing to find out what’s hot, perhaps seeing what’s not-so-hot as you go down the reviews. You want to know which movie would be the best fit tonight.

I-want-to-go moments

You’ve decided on seeing the latest action blockbuster movie, but where? This is when you want to see what’s “Near me”.

I-want-to-do moments

You may want to learn about a process, service, or product. If you’ve ever gone on YouTube to see what others say about products, or just wanted to see how to do a job (e.g., DIY); that is where to learn. If your motorcycle won’t start and you “sort of” know what’s wrong, YouTube can show what you need. We’ll worry about which company’s motorcycle part in the next micro-moment!

I-want-to-buy moments

Your “final micro-moment” might have you start by watching any of over 1 million YouTube videos as you zero-in on which motorcycle part is the most reliable/best value before making the buy. If we’ve gone to the movie theater, maybe a friend shows us the trailer of another movie. Finding it better, you’re “sold” on seeing that instead. Congratulations, you’ve completed the process.

 

From: Muriel Garreta Domingo: Micro-moments: Are you designing for them?

Ellis: Information Gathering Behaviour

December 13, 2015

Ellis (1987, 1989) carried out a study in which he used semi-structured interviews for data collection and Glaser and Strauss’s grounded theory for data analysis. His research resulted in a pattern of information-seeking behavior among social scientists that included six generic features:

  • Starting: comprising those activities characteristic of the initial search for information such as identifying references that could serve as starting points of the research cycle. These references often include sources that have been used before as well as sources that are expected to provide relevant information. Asking colleagues or consulting literature reviews, online catalogs, and indexes and abstracts often initiate starting activities.
  • Chaining: following chains of citations or other forms of referential connection between materials or sources identified during “starting” activities. Chaining can be backward or forward. Backward chaining takes place when references from an initial source are followed. In the reverse direction, forward chaining identifies, and follows up on, other sources that refer to an original source.
  • Browsing: casually looking for information in areas of potential interest. It not only includes scanning of published journals and tables of contents but also of references and abstracts of printouts from retrospective literature searches.
  • Differentiating: using known differences (e.g., author and journal hierarchies or nature and quality of information) between sources as a way of filtering the amount of information obtained.
  • Monitoring: keeping abreast of developments in an area by regularly following particular sources (e.g., core journals, newspapers, conferences, magazines, books, and catalogs).
  • Extracting: activities associated with going through a particular source or sources and selectively identifying relevant material from those sources (e.g., sets of journals, series of monographs, collections of indexes, abstracts or bibliographies, and computer databases).

Lokman I. Meho & Helen R. Tibbo: Modeling the Information-Seeking Behavior of Social Scientists: Ellis’s Study Revisited (PDF)

 

In other words … (Ellis 1993?):

  1. Starting: identifying sources of interest.
  2. Chaining: following leads from an initial source.
  3. Browsing: scanning documents or sources for interesting information.
  4. Differentiating: assessing and organising sources.
  5. Monitoring: keeping up-to-date on an area of interest by tracking new developments in known sources such as journals.
  6. Extracting: identifying (and using) material of interest in sources.
  7. Verifying: checking the accuracy and reliability of information.
  8. Ending: concluding activities.