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Articles by Chris Noessel

Chris Noessel is a director of interaction design at Cooper. His industry experience ranges from owning a small, museum-focused company in Houston to working with Microsoft's futures prototyping group in Seattle. For marchFIRST he was Director of Information Architecture, conducting research and design for notable web sites such as Apple, SEGA, and Harmon Kardon. He was one of the founding graduates of the Interaction Design Institute Ivrea. He is currently writing and speaking about a work being coauthored with Nathan Shedroff about how science fiction and design influence each other.

Design pattern: A hood to look under

Technology is getting better at doing things on behalf of its users. "Don't worry about that," it says, "Tell me what you want, and I'll do the rest." (Read more about how tech is shifting users from task-doers to flow-managers at Treating users (Like a Boss.))

This trend is great because it saves users tedious work that computers are better at doing. But people aren't comfortable just giving control over to a system, especially when it's an opaque "black box" of a function that just provides the end result. Like a car, users need a hood to look under to build enough trust before they will close it up and get back behind the wheel.

Problem: Trust in a new system is never automatic

under the hood.jpg

Spam filters are a great example. Filters are getting really good at finding those VIAAAGRAH CHEEEP emails and automatically tucking them in the trash. Even if spam filters were perfect, with 100% accuracy, new users are stuck wondering: are there any "false positives"? Some important message wrongly marked as spam, the deletion of which comes with consequence? What if, to extend the scenario, a friend on vacation got a hilarious photograph of a street vendor selling Tic-Tacs as cheap Viagra, and expects a LOL from me in response?

spam1.png

It takes a while of letting the system run and personally vetting the results before a user learns to trust the algorithm. During this time, if the system isn't perfect, the user can help improve it by refining parameters, like whitelisting that vacationing friend, and blacklisting some of the spam that did happen to make it through to my inbox.

Solution: Let the user see your work

When building interfaces that include these kinds of agents, first make sure it's clear that there's an agent at work and what it's trying to do. Let the user know when it's working and provide easy access to check the results. Make those results easy to understand and check for bad results.

At first only commit to results after the user has approved them. Provide tools to customize and improve the algorithm. Once trust is built, provide easy means to "close the hood" and let the agent continue to do its work in a more automated or unobtrusive way.

Giving users a hood to look under will help them learn new a agent at their own pace, tweak it, and trust it, easing into the new gear and faster speed.

spam2.png

What do you think? Join the conversation in Comments

Is your organization design ready?

Let's presume for the moment that interaction design can be perfected and delivered to your organization in a tidy, shiny bundle of brilliance. Have you now got a magic talisman that will protect you from competition and summon market share? Of course not. Design is just the beginning.

Don't risk wasting ideas you've paid for...

Like any piece of good advice, your organization must be able to hear the design and then act on it for it to do any good. Take a look at this checklist to see if your organization is design ready.

Can your organization hear design?

I don't mean this in a literal sense. (Even in a literal sense, a lot of design documentation is to be seen and experienced, not just heard.) But I do mean a couple of more abstract things.

Are the right people in the organization listening?

Who is experiencing the pain of your current design and focused on listening to ideas for improvement? Design problems may be experienced outside of the product team and executive team, such as complaint or support departments, or manifested as returns, or cancellations of service. Problems can even be hidden in the usage metrics of your purchase path if you're trying to sell something. All of these are important ways to hear the voice of the customer, but are these same people who are listening empowered to make the major changes necessary to fix things? Patches to a problem can be implemented at a low level, but the ultimate solution to the problem is almost never at the same level. Most often attention is needed at higher levels to solve it effectively.

Is the audience willing to challenge the status quo?

As consultants we are often brought in to work with internal teams: either design teams, development teams, or most likely both. If internal structures pit design teams against each other, or external designers brought in ham-handedly to feel like interlopers, design ideas can feel like a threat rather than as market-changing innovations. More insidiously, an organization that is too comfortable in its market position may not want to risk any part of that position, even as an investment for a better and more disruptive one. We do what we can, but if there is a group that is dead set on resisting design on political or comfort grounds, then they can't hear the new directions that design is leading.

Is the infrastructure in place to deliver the message?

In larger organizations, the best design may need to be enacted across multiple groups, across different physical locations. Email may not be enough. An intranet or wiki may serve for documentation, but to hear live presentations to understand strategy, ask questions, and make sense of the big picture, stakeholders need to travel to participate in milestone meetings, or colocation technological solutions like GoToMeeting need to be in place and easy to use.

Can your organization evaluate design?

Design ideas can come from many places: Design staff are paid to do this, and of course your design consultants will be mind-blowingly brilliant :), but really, design ideas can and should come from anywhere in the organization, including the customers themselves. With a flood of new ideas coming in, does your organization have the means to sift through these ideas, synthesize and evaluate them holistically, to avoid feature bloat and avoid ruining the core experience to accommodate the edge cases? This includes evaluating visual design, usability, and design strategy from a more objective and less subjective lens. Someone needs to be charged with safeguarding the experience of your product or product suite, and that individual needs to be able to evaluate design.

Can it act on good design?

Even if an organization can hear good design, that's not enough. It's got to be able to act on it, to make the changes necessary to bring goal-directed services and software to reality. This entails a number of other questions.

Can your organization implement design?

Does your organization have the development talent and leadership to implement good design? If your market solution was easy or off-the-shelf, your competitors would already have it and you would have no competitive advantage. So to push ahead of your competition and lead the market, you will most likely be dealing with new and challenging software and service design. That takes a team of forward-thinking, creative developers who can rise to the challenges that design will bring.

Can your organization extend design?

The first passes at a design almost always address the most common cases, the scenarios by which the personas typically interact with the system. But edge cases and exception cases will arise as the design gets implemented, tested, and extended. Does your organization have the design talent in-house to be able to extend design when the consultants have left?

Does your organization have the organizational will?

Can your organization commit the time, attention, and resources to make design happen? Will development resources be given focused time? Will management lose focus on long-term design goals at the first strain of quarterly results? Is there someone responsible for making sure that the top management's attention stays on target?

(This same question may also be driving whether an organization commits the time and resources to do the research and design phases as well, or whether it constantly pushes to fix small-scale problems rather than look at the big picture.)

Can your organization measure design?

This isn't easy, and given the problems that most organizations have with the above problems, measurement is the last thing on their minds. But how will you know if the design is right? Like insurance, sometimes it can be hard to know what misery good design has saved you from, but if you went into it with a measureable problem, you should research and measure that problem again post-implementation to see where you stand and whether you've met the goals of the users and the business.

How’d your organization rate?

6-8 Design Ready: Your organization is design-ready, able to recognize and act on design. There may be other challenges, but getting good ideas implemented that support your user’s goals is not one of them.

3-5 Design Problems: Problems sometimes crop up in the course of design projects, which prevent its completion or limits its effectiveness. The problems are probably tractable, and can be addressed on an ad-hoc basis, but at the risk of deadlines and long-term user satisfaction.

0-2 Design Resistant: Your organization isn’t ready to receive design, good or otherwise. If your software and services aren’t routinely frustrating your users and costing you business, count yourself lucky. You can manage small design projects, but to reinvent your business to be goal-directed, you will need organizational change, often with help from without, to get the top management aware of the power of design and to implement the systemic changes that will help you deliver it.

How do you become more design ready?

In our experience, this sort of change happens at the top. Design-aware employees can host brown-bag lunches, evangelize at the water cooler, and advocate for good design practices over the course projects until they’re blue in the face, but until the heads of your organization are thinking in a goal-directed way about its users (and customers) it's going to remain design-resistant. If you're one of the leaders in your organization, consider reading some of the fundamental design books out there, or take a class to get a better, first-hand understanding of design and how it can help your organization become more design ready.

What do you think? Join the conversation in Comments

Sketchnoting IxDA 2012

We're working on a larger post about the awesome IxDA 2012 in Dublin last week, but in the meantime, I wanted to chat separately about sketchnoting.

I'm a drawer, there's no doubt about it. I can barely manage to consider a design problem before I'm reaching for a pen and paper, or my Tablet PC and a stylus and cranking open OneNote for an explanatory drawing or mind map. But that got taken to the next level when I attended "Visual Thinking Through Sketchnotes," a workshop by MJ Broadbent & Eva-Lotta Lamm.

In it we covered the basics of sketching and then went further into what that means for capturing the complex ideas communicated in lectures and speeches. I was hooked, and challenged. I spent the next three days both enamored of the excellent ideas being presented (high marks on all four things I look for in presentations, nearly across the board), but also trying my new skills at sketchnoting. Here's the whole set.

I got some good feedback, but as a perfectionist, I still think I've got a long way to go. There are a few I'd like to call attention to where I made some mistakes or scored some points.

The order of information should be clear.

This first sketch is of Tony Dunne's talk about Crafting Design Speculations. The bust of Tony (which I used almost throughout the sketches) is a nice central anchor, but even with the arrows it's tough to know what should come next and how this should be read. White space may help, but so does adopting a more traditional structure that matches Western writing, starting at the left and working right. It's also simpler in shorter talks, where the ideas have to be simpler and more straightforward, as this note from Michael Hawley's 10 minute talk on UX Leadership shows.


Don't make it hard to follow the logic of the talk.


Do use white space to make it clearer.

One colored pen helps a lot

I left my colored pen at home on the first part of the second day, and I missed it. Though I managed to keep it interesting in this sketch of Kel Smith's talk about Digital Outcasts, the addition of the color on the notes of Jonas Löngren's talks adds a great deal more visual distinction and interest.


No color.


Color!

Stick to one reading orientation

I tried some experiments with turning my page during the notes, but it actually only serves to make it harder to parse. See the notes from Jeff Gothelf's talk about demystifying design for the case in point. I'd recommend keeping the orientation consistent for each note, as I did for Amber Case's talk on the Future of Cyborg Interface.


This is like trying to s??? ???? bu?????os p???.


Ah. Much better.

Develop a visual vocabulary

This was one piece of advice given by Eva-Lotta and MJ that paid off well. The busts of the speakers, my all-nose figure thing, the icon for "search", and consistent use of a "closer" that attempts to wrap up the big last thought help give these a consistency that makes it easier to parse and makes them work together as a whole. Inside of individual talks, we were encouraged to develop a sketchy shorthand for the core ideas and keep using them, while riffing on them with the content. The little dude with the x-ray heart is a good example. It takes a lot of time-intense visual improvisation, but it's fun and worth it.

Sketchnoting is a fast and intense way to capture complex ideas in an engaging way. As I hone my skills, I'm also thinking about how to use this technique for documenting goal-directed research findings and our big ideas at Cooper to our clients.

If you're interested to know more, there are a number of brilliant people working on topics of sketching. Check them out, and happy sketching!

What do you think? Join the conversation in Comments

Excerpts from an interview with Alan Cooper and Chris Noessel by Theory and Practice

While in Moscow, Alan and Chris were interviewed by Igor and Anton Gladkoborodov, who are with edutainment blog Theory and Practice to talk about education and learning in the modern world.

Alan and Chris with Theory and Practice

Theory and Practice began the interview with two large questions.

Igor Gladkoborodov Igor Gladkoborodov: In your blog you write a lot about the specifics of the post-industrial era. The new economy heavily influences all aspects of human life, and now we are entering an era of post-everything. I am most interested in the aspect of education, what can you say about the post-education era?

Anton GladkoborodovAnton Gladkoborodov: In the industrialized world, education was reduced mainly to the technology of working with a tool or a machine. Similarly, mental activity was usually reduced to a set of algorithms. Today, we need to raise another kind of worker, one that is more flexible and dynamic. However, modern education does not meet the requirements of modern times; it is still based on the principle of factories. What, in your opinion, needs to be done to education?

It’s a good, long conversation, and if you’re down with the Russian you can read the original at the Theory and Practice website. (Special thanks to our friends at Innova for providing the source translation for us.) Below we’ve excerpted some of the most interesting stuff, and arranged it so we don’t sound as jetlagged and meandering as we actually were.

Rote memorization vs. Skills

Chris Chris: ...I think we should perceive education not simply as the transmission of a set of information useful for tests, but rather as a set of skills that will come in handy for the rest of our lives. I don’t think that this assertion will come as a surprise to anyone who has studied eductional theory. The notion that education is cramming as much information as possible into a child's head is antiquated. We have more information than we know what to do with. Now we need skills to get the right information and to know what to do with it. I think the emphasis should be placed on fostering those skills, so that the child can successfully participate, work, and create in the adult world.

AlanAlan: Information is needed to reveal a pattern, but after you see the pattern, information is not important anymore. In this way, information is kind of like scaffolds, helping you to build something new. I love axioms and empirical methods, but I think that in order to understand them, you have to fully grasp their meaning and context. When you try to explain this principle to another person, you fail most of the time. You have to give that person some kind of a guiding idea, let him go from start to finish and arrive at the conclusion all by himself. Then he will say: “Now I understand this method, I know how it is connected with the information.” At this stage, in order to install the system, the method becomes a substitute for the process of passing data. That’s why I believe that modern education should be largely based on the knowledge of and ability to recognize these patterns. The old concept is all about committing the information to memory.

After that, you have to learn how to identify the system on the basis of this data. It would be interesting to introduce a new history course with an overview of different patterns that existed in different historical periods, instead of talking about facts.

I believe that all of this can be reduced to the problem of seeing things as a dichotomy of wrong and right. Your position on this scale is not really important. What really matters is whether you make any progress or not.

ChrisChris: Progress implies that you are on a correct path and that you’re moving in the right direction along that path, but there are many paths. A person’s effectiveness should be a measure of education.

AntonAnton: We have this notion that we begin to learn when we’re a child and finish learning when we are about 25 years old, but in reality, it is necessary to acquire knowledge all the time.

AlanAlan: Learning is a continuous process, a lifelong process.

 

The interview continues

Building a first draft list of information-age competencies

ChrisChris: So if gathering and processing information are skills, then one of the other important skills that a person should learn in school is “metacognition”, the ability to evaluate what you’re doing and how well you’re doing with tasks, in order to be able to reflect on, evaluate, and improve your work. You must also be able to work together with others. Other important skills would include ideation, the ability to work effectively in a team, the knowledge of how to carry out a task in a certain amount of time (a day, a week or even a year), in addition to rote skills and tool use for a given trade. Also self-direction and self-assessment. When you are able to assess your own performance, you’ll know in which direction you need to develop further.

AlanAlan: There are so-called cognitive skills that are used in the process of acquiring knowledge. What’s the difference between fast and slow learning? You may think, “Is this the right way to do it? Perhaps, I should use a different tactic in order to solve this problem; for example, to finish a chapter of a book or to make a presentation?” Teamwork facilitates this process, as you have to somehow share your ideas with the members of your team so that they could evaluate it. I believe that collaborative projects will form the basis of the post-education world.

AntonAnton: Education should teach us that there’s always room for mistakes. When a pupil in school makes a mistake, he usually gets a low grade, but perhaps, this is wrong. A person learns by making mistakes.

ChrisChris: So yeah, failure is a key skill. I’d also name such methods as analogy, analysis, deconstruction, systems thinking, and pattern recognition. I would also put an emphasis on such concepts as ontology, epistemology, and healthy skepticism.

Alan: I would also add collaboration, human skills, interaction.

Chris: Representation and demonstration.

AlanAlan: Yes, demonstration and something I would call reflection – the ability to objectively analyze and criticize, especially when it comes to one’s own work. You should be able to say: “I failed, but I learned something” without fear.

ChrisChris: All methods of education should help us minimize the effort needed to get knowledge and focus on the development of our knowledge skills, which, of course, weren’t disregarded before, but still appeared to be less important (especially a generation ago) than knowledge. The ability to build taxonomies and think hierarchically are major new competencies.

A list of information-age competencies

Programming as a core competency

ChrisChris: As an undergraduate student I studied typography.  One thing I got out of it was that when you look at some text, printed in columns, through blurred eyes, you can easily see the so-called “rivers” of spaces between the words that distract from reading. In essence, this method of blurring your eyes is an attempt to get rid of unnecessary details in order to see the patterns in the system itself. We need tools to do this with the modern glut of information.

For example, what do we see if you try to visualize all of Shakespeare’s works? There are many different ways to do it, each of which help us see different patterns. What if we represented all of the nouns in the plays as red pixels and all of the verbs as blue pixels, does anything emerge? We don’t have easy tools to help us to this sort of thing, to easily represent huge arrays of information in new forms, in one place, as one symbol, for the sake of analysis. Programming is the best tool we have, and so it should be taught.

AlanAlan: Then I would add two more things to our list—the unique nature of software and the unique nature of humanity.

There are a lot of studies on cognitive psychology, evolutionary psychology, behaviorial psychology. Many discoveries were made about people’s behavior, cognitive illusions, and things such as fundamental errors of attribution. All that knowledge was ignored for many years. Hitler, during his time, advanced this field of science, some devilish psychology indeed. He believed in what he called eugenics, a sort of racial discrimination. The Nazis used it to justify horrible things, experimenting on people, just horrible.

So some modern fields of science, concerning human behavior, came to us from a really bad person. Fascists actually changed the course of research studies towards evolutionary psychology for as many as 75 years. The studies of Sigmund Freud and other scientists have influenced this development quite a bit. Freud was a brilliant thinker who really contributed great to researching things like taxonomy and psychology. Many of his ideas, models and studies concerning the human mind were debunked or proved to be wrong. Even up to now, the work of many researchers on cognitive psychology and evolutionary psychology is threatened, pressured by radicals and antifascists.

People have a fundamental character that influences the way they think, and it’s quite understandable. I think it’s very important, especially for interaction designers, to study things like cognitive illusions or the free nature of knowledge in order to use them in the line of work.

AntonAnton: Game design relies on the laws of psychology and understanding of the human nature in order to motivate people to play.

AlanAlan: I also mentioned the unique nature of software. I’m still trying to explain the idea of "low and slow." Software greatly differs from anything that we know. For hundreds of thousands of years, mankind progressed and evolved in a world surrounded by physical objects composed of atoms. Only 50 – 60 years have passed since the day we started using programs and virtual objects, and in this time, we couldn’t possibly develop an instinctive attitude towards them, we didn’t have enough time to evolve and adapt to the nature of software. That’s why anything that concerns software is counterintuitive. What seems obvious and natural about it is wrong.

I began studying programming in the early 70s, and at that time, there was almost no collaboration. Everything existed in the form of very energetic rival teams, it was a real old-school, industrial age. It was then that the cascade model was developed, we invented the death march. Almost all of those projects ended in failure, more than half of them closing right after the start. 15 – 20 years later, the thought that we are actually ahead of everybody dominated the software industry. We understood that software developing was a promising sector, although time-consuming and ineffective. We knew that we could do better and never really considered, in our constant failures, that we were actually building the entire software industry. When we managed to create a piece of code that actually worked, it was mere coincidence! For me, this is proof that the most involved practitioners at least understood the unique nature of the program. And now, we have these crazy ideas like pair programming.

Anton: It was so strange to see two programmers working in a pair; it seemed they were just wasting their time.

AlanAlan: At first glance, that’s how ‘Low and slow’ seems to be. When two programmers are working together on one computer, we eliminate the process of modification and debugging. It’s more effective to have good code, which was developed slowly, than a badly written fast one.

Many people believe that they need something functional or that they want what is cheaper, but that’s not the case, otherwise Mercedes Benz could not sell a single car. After all, there are cars with the same attributes but cheaper price on the market. However, one thing is true, people don’t want to feel cheated, nobody wants to pay more than they have to. People are willing to pay twice for a product that they like, as long as they don’t feel cheated. They must feel satisfied, or they can’t trust the product or its developer.

What do you think? Join the conversation in Comments

The sCoop: week of November 14-18

One team returns from lovely Brasil, while another is off in lovely Japan. As we wrap us this last full week before Thanksgiving, our collective Internet attention was drawn by notions of the future, political wranglings, and thinking deeply about design details.

First, we're keenly interested in Congress's discussions of the Stop Online Piracy Act and the effects it could have on the way people use the Internet.

Author's aside: I personally think it's crazy. It's like legislating the Salem Witch Trials only instead of "witch!" the entertainment industry can scream "piracy!" and squash domains at will. Here's hoping that digital censorship gets nipped right in the bud.

Next, we are proud to post video from Alan's talk at the Commonwealth Club, from September 13th of this year. See clips below with thoughts about education, innovative teams, software alchemy, and the arc of technology. Set aside an hour and sixteen minutes and you can watch the full thing.

We loved reading the "one wish"es that the TED audience had for their computers. (Unsurprising spoiler: Most people wanted computers to be more human.) Thanks to James Patten of Patten Studio for asking the question.

James Patten

Our mad scientist dreams were kindled with knowledge of Google's secret futures lab dubbed Google X.

10 Cooper points if you can subtly identify the mad scientist pictured in the comments.

We felt the rumblings of a paradigm shift as Adobe announced its new Touch apps

Photoshop Touch

We liked the simplicity of interaction, single organization principle, and nifty marketing visualization of Poken.

poken.png

Marti A. Hearst's notion of 'Natural' Search User Interfaces makes us think that searching in the future will be more like joining a virtual, speedy scavenger hunt.

Natural Search
Credit: Gary Marsh.

We nodded at the next-evolution thinking of 20 Innovative (Concept) Tablets We Wish Were Real at Hongkiat. Special shout out to the ecological thinking of the Ecopad concept by Yonggu Do, Jun-Se Kim, and Eun-Ha Seo. When can we have ours?

Ecopad concept

Aerial 3D may be our only hope to realizing Star Wars-esque volumetric projections.

Aerial 3D volumetric projection

We liked hearing Steven Johnson's notion that maximal cross-pollination is a key to maximizing good ideas. It's got us thinking about our open space.

And lastly, though it's more right now than futuristic, we liked the deep thinking that Christian Holst has done around a better country selector (though we think that whole Holland→Netherlands thing might need explication to the user.)

dropdown.png

What do you think? Join the conversation in Comments

The Spirit of Halloween Personas

So we had loads of fun doing our Halloween personas this year. Seems like a lot of folks enjoyed reading them, too. Being the nerds that we know can sometimes be, we'd like to share a few of the headier thoughts we talked about while going through the exercise.

About the presentation

A few folks asked about this presentation format. Is this really the way we document personas? Can it be this simple? We document them in the ways that work best for our clients, so they take many forms, but yes, this presentation is one we're using lately for an "overview" slide in a presentation deck. Since we want to get the team into an intentional stance when looking at the overview, we like to have a big image that registers as believable. The information contained on the right is the minimum amount of reminders about who they are and what we need to keep in mind as we do goal-directed design: A telling quote, goals listed that embody the voice of the persona, a name, and a role. Of course we had a little fun with the format with Destro and Metansiptah that we might not ordinarily have, but half the fun of this exercise was in picking which rules to break.

Tiny Monsters

About the content

The idea was short and full of promise, but the execution proved more difficult for a number of reasons.

Personas aren't individuals

The first thing that came up was a reminder about the essential nature of personas. When first thinking about which monsters to do, I offered to do Dr. Frankenstein and Igor, but Jenea was sharp enough to catch the mismatch: Personas aren't individuals. They're archetypes that represent large populations. You can't just do Dr. Frankenstein. He's not a persona. He's a...umm...person. So adhering to this principle excluded many monsters we might have done which are individuals. For example, there's only one Creature from the Black Lagoon, so "horrible sea creature" seemed to not fit, even though we <3 the Creature and had a team chomping at the bit to go with him.

Personas are based on research

Personas are best when based on research. Since we couldn't get first-hand research for fictional creatures, we looked to the next best thing: domain research. To do this we looked at web resources (thank you, Wikipedia), a few books from our shelves, and every related movie and story that came to mind. This gave us the range of "individuals" from which we drew. It was, as you can imagine, some fun research.

We try to avoid cartoonishness

That the modeled users were fictional created another problem: How to avoid making them too cartoonish? Yes, we created them for a larf, but we didn't want them to be cereal-box versions of the monsters. Cartoonish personas are much more easily disregarded as design tools or market segments, rather than engaging, intentional agents with real needs and challenges. So we tried to make sure that our vampires weren't "Drac McVampires" whose main goal was to "Zuk your bloot!" but instead had at least a little more realism to them. (The delightful goals for the Zombie Who Looks like an Undead Crispin Glover were a deliberate exception.)

Personas often are created with a target technology in mind

We typically steer goals so that they're useful in the context of the design problem at hand. For instance, everyone (living) has a goal of "Enjoy unhindered breathing" but it's so generic that it's not useful in most contexts. Without a target technology in mind (maybe we'll try that next year) our monster's goals couldn't really lean toward any particular way, and so had to be more about characterization.

Personas have life goals

We distinguish between types of goals, and one category is life goals, which are those things the persona wants to accomplish in his or her lifetime. It proved a little challenging for the undead personas. What is a life goal when there's potentially no end of it in sight?

Do the undead have life goals?

How do we handle anti-social goals?

One of the most challenging aspects of these spooks and monsters was their clearly anti-social goals. Yes, Alexi in wolf form would want to "rip deep into pulsing viscera" but we as designers certainly don't want to help him do that. Perhaps another article can be devoted to handling this in the real-world, but when thinking about how to help them, we tried hard not to become horrible accomplices. That helped with some of the humor, too, as we obviously dodged the obvious.

Turns out they may be ideal

We were ultimately surprised at some of the promise of these personas. It started as a joke to say that our ghost Juan couldn't touch physical objects, but we realized that we can in fact handle that with gestural and voice input mechanisms. Would Juan be an ideal persona for such an interfaceless system? Or in another example, both Alexi our werewolf and Romulus our sasquatch valued staying out of the public eye. Would they be a useful stand-in for people concerned about the looming threat of ubiquitous surveillance? Of course we wouldn't suggest either for a real client, but designing for the most extremely-constrained persona can sometimes result in the best design.

Hoping you and yours had a happy Halloween!

We're thinkers as part of being designers, and any exercise that gives us a new perspective on the tools and methods we use is a worthwhile one. But our main point in doing this was to have a bit of fun and help celebrate one of our favorite holidays. So now that the holiday is past we can get back to work. And since it's late and dark here in the Cooper offices, we'll just turn back to our computers and...wait. What was that sound?

What do you think? Join the conversation in Comments

The sCoop: week of October 24-28

Cooper teams are jamming on a ton of projects, but it was a rich week with lots of things catching our collective eye.

One team returned from a trip to Russia, where Kendra taught a great course on interaction design practice, followed by Alan and Chris’ speaking at a mini-conference of talented and energetic Muscovite designers. The team reports it is missing its new friends. (??????, y’all!)

We liked the lists from Susan Weinschenk's article The Psychologist’s View of UX Design. We're fond of that elephant story, too.

Blind-man's elephant

We both marveled and giggled at Siri, and eagerly read the opinions on them. Two in particular...

Siri

Our artistic imaginations were set on fire with the promise of writeable circuitry. (Way to go, U of I!)

We got excited by Disney Research's progress around handheld projectors

SidebySide demo

We chuckled at the execution of an online checkout acted out in real life

We enjoyed watching Pamela Meyer explaining how to spot a liar (via TED)

Pamela Meyer screen shot

And finally the short and fun film The Gawper got us even more pumped up for Halloween. (Keep an eye on this space. We've got a special Halloween treat in store for the Journal next week.) See this beautiful short below.


Related Reading

What do you think? Join the conversation in Comments

The sCoop: week of August 29

For those who have gone to Black Rock to watch fire or those on the East Coast still dealing with water, here's what went down around Cooper while you were dealing with the elements.

Burning Man

  • Opinions are polarized regarding the in-progress Windows Explorer
  • We wasted a little time laughing at GifTV
  • We enjoyed the design challenges of our second round of "office hours" with the smart health startups at Rock Health.
  • Two products for differently-abled people caught our attentions: Sony's augmented reality "subtitle glasses" add subtitles to movies as they're playing so deaf people can enjoy them. Local San Franciscan Steve Hoefer's Tacit glove gives blind people inaudible "sonar."
  • The Kno iPad apps made us want to head back to school.
  • We've been saying that First Name/Last Name form fields are the wrong way to go for a while now. We're glad to the see the WC3 had our backs.
  • We nodded while eating cereal and watching the demo video for the NYT R&D breakfast table reader.
  • We also loved the dashboard on one of Chris Reccardi's illustrations from his Go exhibit in Melbourne.
  • We got our last votes in for SXSW 2012 panels (If you're of a mind, consider one of ours.)

Oh hey, know anyone interested in interning with us? Send them our way (or send us to them).

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Treating users (like a boss)

Users use, bosses win, and it's better if we treat users like bosses.

Like a boss

Now I don't mean "boss" in the "supervisor" sense. I mean it in the internet meme sense, which traces its roots to The Lonely Island rap as parodied by Saturday Night Live. (It's SNL, so can be slightly NSFW), and in the sense of someone in charge, confident, and getting things done.

I first had this thought while writing about weapon interfaces in scifi. I noticed a lot of them have two different targeting crosshairs. (Called “reticles” in the biz.) One shows where the bad guy is and the other shows where the weapon is currently pointing. The job of the hero is to turn the weapon to the bad guy and pull the trigger. That works for the narrative, showing how he saves the day, but on reflection, it doesn’t make real world sense. If the system knows where the bad guy is, why doesn’t it move the weapon there for the hero and save him the troublesome and error-prone task of aiming? Why can’t he let the computer do what it’s clearly good at, and let him do what he’s good at, which is making the ethics call of whether to fire or not?

Screen cap from Firefly Season 1 Episode 1 "Serenity"

The answer is this interface convention emerged in the late 1970s and 80s, when the notion of computers was still new, and thought of as either evil characters or dumb tools. Most technology then fell under the “dumb tools” category. It's appropriate to call users of tools “users” because that's pretty much what they're doing: Using the tool to accomplish a task.

But it's the 2010s and we don't really have to think that way anymore. Processor speeds are increasing exactly as Moore predicted, technology is largely ubiquitous in the Western world, and software is getting mature enough to presume more of the work while being more intelligent about it. Let me share some examples.

Writing (like a boss)

Early writing technologies, like typewriters, were tools. Word processors separated writing and reviewing from committing to paper. With the addition of spell check features, we had a really smart tool but, when they became automatic, we began to be able to concentrate on the sense of our writing and let the software help with the detail. This was even more so when automatic grammar checking became available. With the addition of templates and mail merges, users went from using writing tools and more about managing the flow of writing.

From pushing a pencil to crafting ideas

Playing music (like a boss)

Similarly technologies ranging from gramophones to record players were all tools to unspool grooves of sound. The advent of CD players and iTunes gave us instant non-linear access and more music in much smaller places, but were still tools for playing. Pandora, and more recently iTunes Genius, are letting music listeners provide the system a few songs they do like, and thereafter manage the flow of music.

From placing discs to enjoying music.

Searching (like a boss)

Card catalogs were an early technology for providing search-like access to the information spread out in space in the stacks of a library. Once information exploded on the internet, Yahoo!, Google, Bing, and its ilk made the task of searching easier, but still similar in concept: a tool for finding something. When Google introduced Google Alerts, users could set up topics of interest and let the information come find them. The Google+ Sparks concept takes that one step further by making it easy to begin conversations around shared topics of interest. Again, searchers went from users of a tool to managing the flow of information around topics of interest.

From flipping cards to managing interests

Designing (like a boss) (for bosses)

So technology is getting smart enough to begin to act as low-level servants for us, letting us manage the flow rather than pressing “carriage return,” loading wax cylinders, or flipping through drawers of cards. How does an interaction designer begin to make use of this? The good news is it’s just a few tweaks to your existing process.

During research you can ask questions of your interviewees to uncover what tedium they face. One question we commonly ask is, “If I could hire an assistant for you who is incredibly fast and efficient, what would you have them help you with for your work?” Note the answer and ask yourself how close software can get to exactly that. Of course you’ll need to understand how these tasks fit into your user's goals, but their answer to the question could be excellent fodder for your design imagination.

During scenario development, you can also pause to ask yourself: What work are we having them do? How can the system do that for them, or help them so that it no longer feels like work? Can we just do it for them, let them know, and provide tools to manage the results? A related pattern we employ at Cooper in many projects is providing “smart defaults” for options, and then letting our personas see and correct the system if those smart defaults are wrong.

But the best news is you’re already doing the most important thing towards treating users like bosses, as a result of reading this article: Think about technology differently. Shift your perspective from an industrial one of making tools and into a modern one of giving your users a promotion and helping them get things done.


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4 things your upcoming conference presentation really oughtta be

Like you, I’ve been to my share of presentations. I’m that annoying guy near the back who takes a lot of notes during it: jotting down the awesomeness, the nifty sound bytes, the structure, and the ideas it sparks. If the thing is failing, I’ll jot that down, too, and try to suss out the reason to make sure that when I present I don’t make the same mistake.

After years of doing this, I’ve come to group these successes and failures into four big criteria that every conference presentation ought to have. I’m going to share them with you now in the hopes that a) I’m right and b) more presentations will fall into the “awesome” rather than “regrettable” category.

Please, please, please make sure your presentation is:

  1. New
  2. True
  3. Useful
  4. Beautiful

You can get away with having only three of the four, but if you try, those other three better be pretty stellar to make up for it. More about each of them...

New

Has what you’ve said been said before? If so, why are you saying it again?Covering the fundamentals makes sense in a classroom, but when a group of practitioners or academics meet, it’s to sniff out the zeitgeist, to get a sense of what’s going on now. It can be that you’re presenting things in a new way, or going deeper than someone has before, or even taking a step back to bring something to light. But know what’s come before. (We live in the age of the internet, and there’s little excuse not to.)

Flammarion_atlantosaurus2.png

If it’s not new, it better be an awesome review of what’s already known. Like a lesson from the best professor in your memory.

True

Is your thinking clear? Do you have evidence or reason to back it up? Can you speak on the subject with authority? Have you acid tested your reasoning with people who are smarter than you? Have you checked all your facts? Conference attendees have hair-trigger bullshit detectors, and the moment you slip up, they will either zone out or condemn you with ignoble Twitter ridicule. Make sure it’s true.

oldspiceguy2.png

If it’s not true, it’s got to be some pretty entertaining stuff. Like a good stump speech by a politician, or a Superbowl advertisement.

Useful

How is someone in the audience meant to make use of what you’re saying? What are we meant to learn or takeaway? This often involves taking the concrete facts of the past and abstracting them into something that others can use in the future: Tips and tricks, ways of understanding, things to do, things to avoid, or concrete calls to action.

Crystal Method Concert - St. Louis

If it’s not useful, it should be an experience that is itself worth our time. Like a great concert, movie, or stand-up comedy act.

Beautiful

Is the title and description engaging, poetic, accessible? Have you rehearsed so that you’re succinct, at ease, eloquent? Are the visuals you’re presenting supportive of your talk? Are they engaging and amazing to behold? The experience of your talk should be as pleasant as the talk itself.

spinach-smoothie2.png

If it’s not beautiful, the content itself better be mind-blowing. Like Reddit, maybe, or a spinach smoothie.

Language-nerd shout out

Language nerds might recognize similarities in this list and the four Gricean Maxims. These were a set of unspoken agreements that conversationalists have with one another. According to Paul Grice, listeners interpret what they’re hearing with these assumptions in mind to understand the pragmatic meaning of what’s being said. The dynamics of a presenter to an audience are different enough from that of a conversationalist to a listener that my list doesn’t exactly match up to his. But if you want to dig further into a similar philosophy, that’s a good place to start.

Incompleteness

So, rock on. You’ve put in the work and are now able to put a confident checkmark by each of these. Are you done? Are you guaranteed a TED spot, red carpet, and adoring throngs? Of course not. There’s loads of other positives that your presentation could be: Inspired, mysterious, revolutionary, titillating, groundbreaking, etc. I think these four are more like a Maslovian foundation. A bedrock to build on. Failing to set up these pillars just makes it a lot harder for those other positives to shine through.

A call to present

Planning a presentation? Got an idea for one in mind? Check what you’re thinking against these criteria. Hopefully they will spark some ideas on how you can improve things a bit, make it more novel, engaging, and meaningful. Your presentation will be better for it, and your audience (especially that guy in the back taking notes) will thank you.

Some of Cooper presentations

(We think these rank pretty high.)

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