Designers need to create a coherent UX across all the devices with which a user interacts.
Editor’s note: This is an excerpt by Claire Rowland from our upcoming book Designing Connected Products. This excerpt is included in our curated collection of chapters from the O’Reilly Design library. Download a free copy of the Designing for the Internet of Things ebook here.
In systems where functionality and interactions are distributed across more than one device, it’s not enough to design individual UIs in isolation. Designers need to create a coherent UX across all the devices with which the user interacts. That means thinking about how UIs work together to create a coherent understanding of the overall system, and how the user may move between using different devices.
Cross-platform UX and usabilityMany of the tools of UX design and HCI originate from a time when an interaction was usually a single user using a single device. This was almost always a desktop computer, which they’d be using to complete a work-like task, giving it more or less their full attention.
The reality of our digital lives moved on from this long ago. Many of us own multiple Internet-capable devices, such as smartphones, tablets, and connected TVs, used for leisure as well as for work. They have different form factors; may be used in different contexts; and some of them come with specific sensing capabilities, such as mobile location.
Cross-platform UX is an area of huge interest to the practitioner community. But academic researchers have given little attention to defining the properties of good cross-platform UX. This has left a gap between practice and theory that needs addressing.
In industry practice, cross-platform UX has often proceeded device by device. Designers begin with a key reference device and subsequent interfaces are treated as adaptations. In the early days of smartphones, this reference device was often the desktop. In recent years, the “mobile first” approach has encouraged us to start with mobile Web or apps as a way to focus on optimizing key functionality and minimize “feature-itis.” Such services usually have overarching design guidelines spanning all platforms to ensure a degree of consistency. The aim is usually on making the different interfaces feel like a family, rather than on making the devices work together as a system. Read more…
Khoi Vinh on "How They Got There," the cards interaction model, and designers as founders.
I recently sat down with Khoi Vinh, vice president of user experience at Wildcard and co-founder of Kidpost. Previously, Vinh was co-founder and CEO of Mixel (acquired by Etsy, Inc.), design director of The New York Times Online, and co-founder of the design studio Behavior, LLC. Our conversation included a discussion of career paths; the much talked about new interaction model, cards; and advice for design entrepreneurs.
Curiosity serves designers well
Vinh and I discussed the ever-evolving role of designers. He recently self-published How They Got There, a book of interviews with interaction designers who describe their career paths and offer advice and insight. Vinh explained:
“How They Got There is kind of like the book I wish I could have read when I was just starting out in my career. The central thesis is that very few careers are truly planned out, A to B, to C, to Z, and it’s usually a lot of stuff that just happens by circumstance or blind luck, or through someone who knows someone.
“As I became more and more aware of that in my career, I started to find those stories really interesting, really revealing, because they say so much about the character of people who achieve notoriety in their careers; the circumstances that led them to where they are can be fascinating. In a lot of instances, the things that get these people onto these paths are very, very minor events or minor coincidences. … There’s a serendipity, but I think, one thing that comes out when you read these stories is what serves these designers really well is curiosity, a willingness to be available to opportunities, so to speak. They go with the flow. They let one thing turn into another through their ability to acclimate themselves to various situations.
“What’s that old saying from Branch Rickey — “luck is the residue of design”? These careers are somewhat serendipitous, but they are really the result of folks who are very conscientious about making the most of whatever situation they had and working really hard and applying themselves, and looking at the world around them with great curiosity and being really willing to study what it takes to get to the next level.”
Consumers are more aware of connected devices, but they need to be convinced a product will do something valuable for them.
Editor’s note: This is an excerpt by Claire Rowland from our upcoming book Designing Connected Products. This excerpt is included in our curated collection of chapters from the O’Reilly Design library. Download a free copy of the Designing for the Internet of Things ebook here.In 1962, the sociologist Everett Rogers introduced the idea of the technology lifecycle adoption curve, based on studies in agriculture. Rogers proposed that technologies are adopted in successive phases by different audience groups, based on a bell curve. This theory has gained wide traction in the technology industry. Successive thinkers have built upon it, such as the organizational consultant Geoffrey Moore in his book Crossing the Chasm.
In Rogers’ model, the early market for a product is composed of innovators (or technology enthusiasts) and early adopters. These people are inherently interested in the technology and willing to invest a lot of effort in getting the product to work for them. Innovators, especially, might be willing to accept a product with flaws as long as it represents a significant or interesting new idea.
The next two groups — the early and late majority — represent the mainstream market. Early majority users might take a chance on a new product if they have seen it used successfully by others whom they know personally. Late majority users are skeptical and will adopt a product only after seeing that the majority of other people are already doing so. Both groups are primarily interested in what the product can do for them, unwilling to invest significant time or effort in getting it to work, and intolerant of flaws. Different individuals can be in different groups for different types of product. A consumer could be an early adopter of video game consoles, but a late majority customer for microwave ovens. Read more…
Scott Stropkay and Bill Hartman on human-robot interaction, choice architecture, and developing degrees of trust.
Jonathan Follett, editor of Designing for Emerging Technologies, recently sat down with Scott Stropkay, founding partner at Essential Design Service, and Bill Hartman, director of research at Essential Design Service, both of whom are also contributing authors for Designing for Emerging Technologies. Their conversation centers around the relationship dynamic between humans and robots, and they discuss ways that designers are being stretched in an interesting new direction.
Accepting human-robot relationships
Stropkay and Hartman discussed their work with telepresence robots. They shared the inherent challenges of introducing robots in a health care setting, but stressed that there’s tremendous opportunity for improving the health care experience:
“We think the challenges inherent in these kinds of scenarios are fascinating, how you get people to accept a robot in a relationship that you normally have with a person. Let’s say, a hospital setting — how do you develop acceptance from the team that’s not used to working with a robot as part of their functional team, how do you develop trust in those relationships, how do you engage people both practically and emotionally. How, as this scenario progresses, you bring robots into your home to monitor your recovery is one of the issues we’ve begun to address in our work.
“We’re pursuing other ideas in relations to using smart monitors, in the form of robot and robotic enhanced devices that can help you advance your improvement in behavior change over time … Ultimately, we’re thinking about some of the interesting science that’s happening with robots that you ingest that can learn about you and monitor you. There’s a world of fascinating issues about what you want to know, and how you might want to learn that, who gets access to this information, and how that interface could be designed.”
Design and business, wise words, and software beyond a single device.
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It’s business time
Design does not exist in a bubble. Just as business people can benefit from design thinking, designers need to think about business, especially if they plan to launch products. Here’s how business and design come together.