Balancing science with person-focused research
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The document discusses the challenges organizations face in balancing qualitative insights with quantitative data in their research and decision-making processes. It highlights the importance of understanding human intent and experiences to improve business practices and customer relations. The speaker advocates for a more empathetic approach, moving beyond merely data-driven strategies to incorporate personal narratives and needs.
Balancing science with person-focused research
- 1. BALANCING SCIENCE WITH person-focused research @indiyoung WebVisions Portland 2014
- 2. Risk vs. Confidence The business world believes knowledge is best represented by numbers … WebVisions Portland 2014 3
- 3. The Problem WebVisions Portland 2014 organizations only have half the tools Organizations have been moving into the digital frontier using philosophies honed for the manufacturing of objects. 4
- 4. WebVisions Portland 2014Photo credits: Dave Polak flickr 4423119015, Bart King, flickr 158742708 5
- 5. WebVisions Portland 2014Screenshot credit: http://meanspeedpost.com/2009/04/07 6
- 6. WebVisions Portland 2014 sequence chronology relationship 7
- 7. WebVisions Portland 2014Photo credit: flickr apostolosp/6146076283 influences: current events, politics, culture 8
- 8. WebVisions Portland 2014Photo credit: Molly flickr mollyali/3309812751 9
- 9. Turning Away from Unquantifiable WebVisions Portland 2014 I don’t want to be blamed Science-y sounding methods make organizations feel confident. 10
- 10. WebVisions Portland 2014 data, trends, surveys, conversion rates, etc. (photo of reports) Photo credit: Marc Smith flickr 5252467080, 6871711979; Michael Coghlan 11
- 11. WebVisions Portland 2014 12
- 12. The Figures Back It Up WebVisions Portland 2014 people will believe me now Science vocabulary persuades 13
- 13. WebVisions Portland 2014 14
- 14. WebVisions Portland 2014 15
- 15. WebVisions Portland 2014 “the science of greed” Photo credit: Paul Piff, social psychologist at UC Berkeley 16
- 16. Natural vs. Artificial Science WebVisions Portland 2014 the way organizations do research has splintered Quote credit: Dr. Karl Fast, professor of User Experience, Kent State Organizations use natural science techniques and vocabulary to “prove” things. 17
- 17. WebVisions Portland 2014Photo credit: Bruce McKay flickr 3811256597, Peter Schofield flickr shoey/131014908, Duane Tate flickr fdtate/9982411 18
- 18. WebVisions Portland 2014 19
- 19. WebVisions Portland 2014 second half of the story is human only reflects the teams’ personal experiences Photo credit: Wikipedia, Daily scrum meeting 20
- 20. Only Circling the Solution WebVisions Portland 2014 look at people’s intent and reasoning 21 think make check IDEA
- 21. Only Circling the Solution WebVisions Portland 2014 look at people’s intent and reasoning 22 think make check brainstorming IDEA user research
- 22. Circle the Solution & People WebVisions Portland 2014 look at people’s intent and reasoning 23 listen deepen applythink make check brainstorming IDEA user research PEOPL E
- 23. WebVisions Portland 2014 Solution Focused Usually Solution Focused (Depends on Content) Person Focused Generative Stakeholder Interview Participatory Design, Co-Design Observation-as-Participant Experience Strategy Map Mental Model Diagram (btm) Kano Analysis/Graph Brainstorming Use Case, Scenario Swim Lanes Journey Map / Blueprint Ethnography (Ride-Along) Comics, Storyboards Storytelling Collage, Timeline, Journey Wall Mental/Mind Maps Affinity Diagrams Customer Interview Contextual Inquiry Customer Observation Personas Diary Study Mental Model Diagram (top) Evaluative Usability Testing A/B, Multivariate Testing Remote Testing Eye Tracking Competitive Analysis Content Inventory/Audit Focus Group Benchmarks, Comparison KLM, GOMS Heuristic/Expert Review Cognitive Walkthrough Physical Ergonomics Review Accessibility Study Search Analytics Card Sort Task Analysis Contextual Inquiry Customer Observation 24
- 24. WebVisions Portland 2014 25
- 25. WebVisions Portland 2014 26
- 26. WebVisions Portland 2014 minimum viable product 27
- 27. WebVisions Portland 2014 minimum viable product m i n i m u m v i a b l e p r o d u c t p h a s e t w o m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t m i n i m u m v i a b l e p r o d u c t 28
- 28. WebVisions Portland 2014Photo credit: Brian Luster flickr luster/8288007902 29
- 29. The View from the Top WebVisions Portland 2014 so much responsibility Your boss thinks more about protecting the organization than supporting the customer. Photo credit: Nestle flickr 62634946450, CEO Paul Buckle, Nestle 30
- 30. WebVisions Portland 2014 “New ideas involve risk. Give me proof the idea will be successful. I want data—numbers we can measure. We must be data-driven.” Photo credit: US Ambassador Gutman flickr 5750452073, CEO Mattheiu Boone, Lotus Bakeries 31
- 31. Quantitative vs. Qualitative WebVisions Portland 2014 not opposite ends of the same spectrum quantitative qualitative estimate detailed tally/calculation guess detailed depiction quantity, amount patterns, regularities, differences 32
- 32. WebVisions Portland 2014 Dr. Brené Brown Jun-2010 TEDxHouston “The goal in qualitative research is to obtain insight. The confidence one has in qualitative results comes from … the degree to which findings are consistent across discussions.” Dr. Brené Brown Jun-2010 TEDxHouston 33
- 33. Organizational Obstacles WebVisions Portland 2014 why isn’t it working? Silos creating divisions between people who should be speaking to each other Management structures in which people feel that they cannot speak to other people No time to think or plan in situations where people are working so hard to meet their short-term goals and implement their solutions so quickly that they have no time to lift their heads to see the path ahead or plan what they should really be working on No customer truth where siloed businesses are creating different versions of customer truth, leading to false assumptions about how to meet customers’ needs Too much rational thinking people spending so much energy on being business people that they forget how to communicate as human beings and instead speak in numbers Holistic Thinking on Transitioning to a New Practice Framework, Daniel Szuc, Josephine Wong; UX Matters, Nov-2013 34
- 34. WebVisions Portland 2014 Care about your customers as humans Think about larger relationships Dispel assumptions Designing the Future of Business, Daniel Szuc, Josephine Wong; UX Matters, Jun-2013 35
- 35. WebVisions Portland 2014 Solution Focused Usually Solution Focused (Depends on Content) Person Focused Generative Stakeholder Interview Participatory Design, Co-Design Observation-as-Participant Experience Strategy Map Mental Model Diagram (btm) Kano Analysis/Graph Brainstorming Use Case, Scenario Swim Lanes Journey Map / Blueprint Ethnography (Ride-Along) Comics, Storyboards Storytelling Collage, Timeline, Journey Wall Mental/Mind Maps Affinity Diagrams Customer Interview Contextual Inquiry Customer Observation Personas Diary Study Mental Model Diagram (top) Developing Empathy Evaluative Usability Testing A/B, Multivariate Testing Remote Testing Eye Tracking Competitive Analysis Content Inventory/Audit Focus Group Benchmarks, Comparison KLM, GOMS Heuristic/Expert Review Cognitive Walkthrough Physical Ergonomics Review Accessibility Study Search Analytics Card Sort Task Analysis Contextual Inquiry Customer Observation 36
- 36. WebVisions Portland 2014 What does she mean by “managing the awkwardness?” I need to understand her reasoning there. I feel her joy! Landing her dream job is fantastic! She’s worked so hard. I am trying to have empathy for these slow people who obviously haven’t boarded a plane in a while. 37
- 37. WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern 38
- 38. WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern intuitive, reactive intentional, constructed 39
- 39. WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern intuitive, reactive Echoing the emotion another person (or group) is expressing intentional, constructed Figuring out how and why another person thinks and reacts 40
- 40. WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern intuitive, reactive “I empathize with you about the layoffs.” intentional, constructed “I see, now, how the team’s coach is helping them handle their losses.” 41
- 41. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern 42
- 42. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern 43
- 43. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com 44
- 44. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com, pot flaticon.com 45
- 45. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com, pot flaticon.com, magnifying glass 46
- 46. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com, pot flaticon.com, magnifying glass 47
- 47. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com, pot flaticon.com, magnifying glass APPLYIN G EMPATHY tochangeminds tocommunicate toimagineit to persuade 48
- 48. DEVELOPING EMPATHY WebVisions Portland 2014 cognitive empathy emotional empathy self empathy mirrored empathy personal distress empathic concern Image credit: ear imgarcade.com, pot flaticon.com, magnifying glass APPLYIN G EMPATHY tochangeminds tocommunicate things you make interactions with people toimagineit to persuade 49
- 49. WebVisions Portland 2014 50 Management told us to go make a new dispatch application that will compete with others who are already in the market. Srinivas Raghavan, Andrea Villa
- 50. WebVisions Portland 2014 51 San Francisco Street BY Flick btsiders/639740252
- 51. WebVisions Portland 2014 52 Management told us to go make a new dispatch application that will compete with others who are already in the market. Srinivas Raghavan, Andrea Villa The empathy research told us that people are well-served in dispatch already … but it showed us a whole new area of the business that was completely under- served!
- 52. Ecosystems WebVisions Portland 2014 information systems are “intertwingled” Design is not limited to digital services. It includes policy-making, process design, and writing. Vocabulary credit: Peter Morville’s new book 53
- 53. WebVisions Portland 2014 Empathy showed us how people trying to lose weight lived with completely different situations. We decided we had to produce content unique to each of the three groups to be effective. 54
- 54. WebVisions Portland 2014Screenshot credit: Healthwise The Resigned 55
- 55. WebVisions Portland 2014 The Sidetracked Screenshot credit: Healthwise 56
- 56. WebVisions Portland 2014Screenshot credit: Healthwise The Inconsistant 57
- 57. WebVisions Portland 2014 philosopher business Photo credit: Eric Schmuttenmaer akeg/3029470471 58
- 58. WebVisions Portland 2014 59 listen deepen applythink make check brainstorming IDEA user research PEOPL E
- 59. It’s No Longer a Frontier WebVisions Portland 2014 minimal solutions are fine for a frontier Dispel assumptions Make smarter choices Stop wasting resources 60
- 60. The Data Is Talking WebVisions Portland 2014 help your organization to listen jlkjl Photo credit: Vijay Gunda flickr vgunda/3714195223 61
- 61. @indiyoung www.indiyoung.com Thank you WebVisions Portland 2014 62
Editor's Notes
- #5: Design is not limited to screen-based products. It includes policy-making process design and writing. Now we have services that bleed into products which are supported by writing and by processes and policies. Digital means things can be custom-fit based on understanding of a person’s intent and history of that person’s actions.
- #6: Manufacturing, factory downtime, supply chain, labor costs … automation, disruptive technology, smarts and courage to solve something in a bold way … All about the PRODUCT
- #7: music is being sorted using the meta tags that were defined many years ago in MP3. The system is record based, very linear, and doesn't provide this level of flexibility. it's an example of design based on the database, not on the user needs.
- #9: Other artists’ work. Make the connections. Explore. Gain meaning via context.Netflix just spent $1million on improving recommendations, yet it sticks to established data fields. Abby: apps only aim to make us efficient, result of engineers? Isn’t there something more?
- #10: What if there was an app that let you search by architect, similar style buildings, and it notes that your contact list has a friend working in a similar building, and that there is a building of the same firm in the city you just bought tickets to visit, etc.
- #12: These are all used to persuade and CYA. Incremental improvements are safe. No one gets in trouble because there is no risk.
- #13: Employees run out and do a quick survey to back up a premise. The results usually favor the new idea.
- #15: Marketing; science persuades
- #16: Hyperbole/manipulation. The holder with the most senior claim (the oldest claim) gets all of his share before any junior holders. If his share is 50 cubic feet per second (cfs), and the stream has only 60 cfs this year, he would get all 50, and the juniors would get their share of the remaining 10. If there was less precipitation, and the stream has only 40 cfs this year, the senior holder would get all 40, but nothing more because there isn’t anything more. The junior holders would get zero.
- #17: Money makes you mean – cars stopping for a ped, monopoly; poor research technique makes assumptions about people without listening to their reasoning. Does this for attention, funding. Picked a hot topic, the disparity between rich and poor, and exploited it to get published.
- #19: Rocks and ducks and sunlight would still be here if people didn’t exist.
- #20: Artificial science is the study of anything that humans have created.
- #21: Usually data is not collected; it’s personal experience about an idea. People in the room.
- #26: We have data; each person chooses differently. Why is the trip being taken? Is it an obligation? What’s the person’s attitude about the flights—does he want to squeeze in other things to accomplish on the day he flies? Does he want to get home to his four-year-old as soon as possible? Or does he enjoy having the flight time to himself, conserving it for creative thought and productivity? Is he trying to add up mileage points to keep his status with an airline?
- #27: Netflix recommendations are based on ratings. There’s nothing in between. There’s no rating by acting or cinematography or by lack of violence.There’s no way to let Netflix know that a movie you rated in college isn’t what you want to watch 20 years later.
- #28: Lean and agile aim for putting out something in the interim, the least effort to get something valid working. “Viable” is subject to debate and always constrained by the organization’s perspective.
- #29: The mythical “phase two.” There are too many projects out there that stop at minimum.
- #30: If you build minimum spec, you will get overwhelmed by forces of real people trying to get things done.
- #33: Numbers, words. “Just because it’s something you can’t count doesn’t mean it doesn’t count.” Albert Einstien
- #38: Empathy means so many different things to different people.
- #39: Affective=emotional … perspective-taking
- #43: Developing empathy
- #44: Developing empathy
- #45: You listen and observe to develop empathy (except self empathy)
- #46: Simmer what you learned, across many participants, to deepen your developed empathy
- #47: Let the empathy you consolidated bathe and enrich the things you make and the interactions you have with people.
- #48: Let the empathy you consolidated bathe and enrich the things you make and the interactions you have with people.
- #49: Let the empathy you consolidated bathe and enrich the things you make and the interactions you have with people.
- #50: Let the empathy you consolidated bathe and enrich the things you make and the interactions you have with people.
- #51: Turns people around, expands their vision
- #53: Turns people around, expands their vision
- #54: Design is not limited to screen-based products. It includes policy-making process design and writing. Now we have services that bleed into products which are supported by writing and by processes and policies. Digital means things can be custom-fit based on understanding of a person’s intent and history of that person’s actions.
- #59: Philosopher gets upstream, to the roots. Business guy asks about margins on phone sales, philosopher asks why the customer is trying to connect with people.
- #61: Minimal solutions are fine for a frontier, but it’s no longer a frontier.
- #62: If you know the terrain, you can confidently go off-trail; explore a promising valley; branch away from your competition. Stop jostling for position to blaze the expected trail.