Behavioral design strategies provide high-level direction for how a product should be designed.
Editor’s note: This is an excerpt from our recent book Designing for Behavior Change, by Steve Wendel. This excerpt is included in our curated collection of chapters from the O’Reilly Design library. Download a free copy of the Experience Design ebook here.How can a product help its users pass all the way through the Action Funnel and actually take action? There are three big strategies that a company can choose from to change behavior and help users take action. Two of them come straight from the research literature and from the difference between deliberative and intuitive actions. The third is less obvious, but immensely powerful — it’s called cheating.
The conscious, deliberative route is the one that most of us are familiar with already — it entails encouraging people to take action, and them consciously deciding to do it. Users have to pass through all five stages of the Action Funnel, and often spend considerable time on the conscious evaluation stage.
The intuitive route is a bit more complex. Recall from Chapter 1 that our lightning-fast, automatic, and intuitive reactions arise from a mix of various elements: associations we’ve learned between things, specific habits we’ve built up, our current mindset, and a myriad of built-in shortcuts (heuristics) that save our minds work but can lead us astray. Of these, habits are the most promising route to developing a sustainable path to behavior change because there are clear, systematic ways to form them. And once they are formed, they allow the user to pass effortlessly through two of the stages of the Action Funnel — the conscious evaluation and the assessment of the right timing for action. Read more…
Simon King on design intuition and designing solutions that work for the user both now and in an unforeseen future.
Design principles are being applied in all aspects of business today — they are no longer limited to graphic design, product design, web design or even experience design. I recently had the chance to speak with Simon King, design director and interaction design community lead at IDEO in Chicago. In our conversation, King talks about balancing design intuition with prototyping and testing, designing beyond the screen, and designing for the unknown.
At IDEO, they take a human-centered approach, observing the user in their environments. That research informs their design process, says King, but they also rely heavily on collaborative design teams with diverse experience, which helps to bring a fresh perspective to every project:
“Our project teams are generally dedicated in working together on one topic. They draw from all this inspiration. They utilize their intuition. They generate a bunch of ideas and build on the ideas of others. That’s really key to having these project teams of diverse designers together so we can build on each other’s ideas. Another big part of it is that in every project, people are working on totally different domains. They’re working in different industries. They’re working for different types of users. We can really cross-pollinate the things that we’ve seen in one area and apply them to another area during that ideation process.”
The sooner we can find which features are worth investing in, the sooner we can focus resources on the best solutions.
Editor’s note: This is an excerpt from our recent book Lean UX; it is part of a free curated collection of chapters from the O’Reilly Design library. Download a free copy of the Experience Design ebook here.Lean UX makes heavy use of the notion of minimum viable product (MVP). MVPs help test our assumptions — will this tactic achieve the desired outcome — while minimizing the work we put into unproven ideas. The sooner we can find which features are worth investing in, the sooner we can focus our limited resources on the best solutions to our business problems. This concept is an important part of how Lean UX minimizes waste.
Your prioritized list of hypotheses has given you several paths to explore. To do this exploration, you are going to want to create the smallest thing you can to determine the validity of each of these hypothesis statements. That is your MVP. You will use your MVP to run experiments. The outcome of the experiments will tell you whether your hypothesis was correct, and thus whether the direction you are exploring should be pursued, reﬁned, or abandoned.
The focus of an MVP
The phrase MVP has caused a lot of confusion in its short life. The problem is that it gets used in two different ways. Sometimes teams create an MVP primarily to learn something. They’re not concerned with delivering value to the market; they’re just trying to figure out what the market wants. In other cases, teams create a small version of a product or a feature because they want to start delivering value to the market as quickly as possible. In this second case, if you design and deploy the MVP correctly, you should also be able to learn from it, even if that’s not the primary focus. Read more…
Jon Kolko on how empathy, theory, and tactical skills can put the next generation of designers on a path to success.
Design principles are being applied in all aspects of business today — they are no longer limited to graphic design, product design, web design, or even experience design. I recently spoke with Jon Kolko, vice president of consumer design at Blackboard, founder and director of Austin Center for Design, and author, about the skills designers need today and the curriculum formula to help them succeed.
In our conversation, Kolko talked about how a balance of process, empathy, theory, and tactical design skills can prepare designers for success in more traditional design roles and beyond. Kolko is a firm believer in an empathy-based, user-first approach to design. User-first is not unique, but Kolko advocates getting to know the user before even conceiving of the product:
“The switch to an empathy focus is actually really easy. You need to watch behavior, so that means actually watching people do things. We talk about watching people work, play, and live because sometimes the things they do are actually not that utility driven… So, depending on what your product is, you need to start to get to where people are actually doing things. It’s like a hair away from doing an interview, but that behavioral hair makes all the difference because when you conduct an interview, you get retrospective behavior anecdotes that tend to gloss over specifics; they make false estimates and generalizations, and they don’t have that rich nuance and outlier that you can start to build insights around. Those specific insights then go to drive your new product ideas.”
Brand storytelling is your unique chance to be persuasive and make the case for your product.
Editor’s note: this is an excerpt from our recent book Lean Branding ; it is part of a free curated collection of chapters from the O’Reilly Design library. Download a free copy of the Experience Design ebook here.Throughout this chapter, we will look at the six essential parts of a lean brand story: positioning, promise, personas, personality, product, and pricing.
I’ve never met someone who did not aspire to be something more. Even Homer Simpson, with his absolute lack of will and ultimate disregard for the future, at times aspired to be a better husband, a fitter couch potato, a less miserable son to his old man. I’ve heard 5-year-olds state with absolute certainty that they will be president. Someone is sweating his head off right now at some ridiculously expensive gym because he aspires to be fitter. As you read this, someone is pulling an all-nighter studying to earn class valedictorian status — or maybe even reading this book to up her brand game (in which case, I highly appreciate it!). I’m pretty sure someone is daydreaming to the sound of Bruno Mars’s “Billionaire.” Someone (perhaps you) aspires to build a successful product that customers open their wallets and hearts for. If that is indeed you, please hold on to this thought: aspirations.
Behind every great brand is a promise that fulfills its customers’ aspirations. We are in the business of taking customers from A to B, where A is who they are today and B is who they want to be tomorrow. Consider the products you love — sports attire, note-taking apps, electronic devices, chocolate ice cream, this book — and how they’ve made you feel closer to whom you want to be.
Martin Charlier on design teams, responsibility, and service.
Industrial designers and interaction designers are joining forces to create the best services for Internet of Things (IoT). I sat down with Martin Charlier, a design strategist with a unique distinction of having both interaction and industrial design experience to talk about how the IoT is changing the design landscape, including team dynamics, responsible design, and value-driven design. Charlier is the co-author of the forthcoming Designing Connected Products and a contributor to Designing for Emerging Technologies. For a free download of sample chapters from Designing Connected Products click here.
Charlier discusses the key ingredients for teams working on a product together and how to achieve a unified vision:
“I think every field needs to know a little bit about others, just a basic understanding of the other side. In some of the most interesting projects I’ve seen, the team was made up of somebody with an industrial design background, somebody doing more technology and somebody doing more interaction and user experience.
“The key, though, to some of the projects I’ve seen was that they started to work together as one team before splitting up into their respective domain areas so that there was a joined vision. I think that’s the most important thing: to come up with a joined vision. I think that’s where interaction design and industrial design, for example, need to think of either sides of the coin.”