Using a Usage Maturity Matrix to Make Design and Strategy Decisions
You may recall from earlier installments in this series, that usage maturity is a measure of users’ comfort and familiarity with, and degree of use of, a product, process or place.
During our master’s capstone research at Kent State, my project partner and I explored the varied levels of usage maturity of participants using Apple’s voice assistant Siri and found usage maturity did not coincide with participants’ tech savviness.
To illustrate this, think of your own tech savviness and score yourself with one to five stars, five being high.
Now, think of an app or program that confounds you, that you struggle to learn or use well.
Do the challenges with that digital experience compel you to lower your tech savviness rating? Probably not, you retain your 3 or 5 or however-many savviness stars, but your usage maturity with that program may be low.
Continue reading Focus on Usage Maturity: Part III
In March 2020, the pandemic stretched across Europe to the UK and Ireland. As the governments of Northern Ireland and the Irish Republic began reporting cases of a deadly new coronavirus strain, both health services began to organize expert teams to take on what would be the biggest threat to public health in generations.
At Big Motive, we have enjoyed the privilege of working with the health service as part of an integrated and multi-disciplined stakeholder team, charged with combatting the virus, breaking chains of transmission, and ultimately saving lives. This is our story about design in response to a pandemic over six months in 2020.
Continue reading A Digital Response to the Pandemic
Every user interaction is a decision. Every decision can lead to an exit. So the more options we offer, the more exit opportunities we create, which will reduce the probability of conversion. Right? Well…
In fact, the number of interactions a user makes is in no way directly related to conversion rates. It might be a surprise, but there is no statistical evidence to prove that this widely held belief is true. When establishing the amount of clicks that are appropriate for a task, it actually solely depends on the requirements regarding complexity, security, and usability. In this article, we’re going to share with you how we use these requirements to assess how many clicks are appropriate on a page. Once we started looking at clicks through this lens, we were able to increase conversion, reduce task time, and increase customer satisfaction.
The 3-click rule is dead
The “3-Click Rule” has been causing a ruckus for decades. In 2001, Jeffrey Zeldman suggested in his book »Taking Your Talent to the Web« that all information should be available on a website within three clicks. If you take a look at the state that web design was in back then, this isn’t a big surprise. It seemed like the more information that was on the page, the better. At that time of course, the data on interactions with digital services was quite scarce.
Continue reading Stop Counting Clicks.
As you are reading this, how many times will you check your phone for a text, an email, a shared link, or photo? Some of these moments of attention will be based on alerts, but how many are habitual, simply checking the device for potential updates?
Our minds are continually looking to continue earlier conversations or to start new ones. We have sometimes dozens of ongoing conversations, not to mention the long list of open tabs and draft emails containing trains of thought we intend to follow up on.
We are living in a continual shift of focus, and this article aims to provide some understanding on how our minds are adapting to constant changes in train of thought.
Continue reading Changing Minds
Like a superhero created when the contents of two beakers accidentally combine, a powerful hybrid has emerged in the software development world: the user champion.
In this origin story, the beakers would be labeled “agile” and “user experience (UX)” because the user champion borrows some of the best ideas from both disciplines. From agile, it takes the idea of the product owner (or in this case, product champion). From UX, it takes a conviction in the value of user feedback.
This role of user champion may be the distinctive product of a distinctive design process—our shop focuses on highly knowledgeable, highly engaged business users—but it seems to have broader application.
As you might expect, the hybrid reflects its components. Continue reading It’s a Bird, It’s A Plane, It’s a User Champion
Have you ever felt like you were having a one-sided conversation with someone? It feels as if you are exerting much effort with minimal feedback or response in return.
When we use an application, we can think of this experience as a conversation between the user and the technology. Sometimes, it feels as if we are having that same one-sided conversation with the technology we are using. As modern people, we learn the ins and outs of the tech we are interacting with, from the information architecture to the layout of the UI elements. Because of this, we adapt to the technology. Just as we adapt to the technology, the technology should also adapt to us. This conversation should not be one-sided.
Continue reading Beyond The Conversation: Context-Fluid Experiences and Augmented Cognition
Douglas Adams, in The Restaurant at the End of the Universe, tells the story of the Golgafrinchians. The people of planet Golgafrincham, the story goes, figured out how to get rid of an entire useless third of their population by duping them into thinking the planet was doomed and that they were eligible for the first ship out. This group was, apparently, designated by profession: Doctors, teachers, and (presumably) writers of humorous science-fiction were deemed worthy to remain; telephone sanitizers, hairdressers, and jingle writers were shanghaied.
Sometimes, remembering this story, I wonder whether this field of UX—to which I’ve given my professional life—would qualify me for the ship. After all, we create no shelter, food, or clothing for anyone; our work rarely inspires anyone to the point of tears (unless they be tears of frustration); and I’ve never met a 6-year-old who wants to be one of us when they grow up.
Continue reading How UX Will Save the World
The world as we know it today is rich in information. At whim, we can usually find (without much delay) an information source that answers a question, suggests nearby restaurants, tells us how to travel, or provides us with data for the paper we are writing. The internet, as well as the technological innovations that allow us to easily and enjoyably access it, has given rise to a new era where knowledge is plentiful and interpretation is vital.
This luxury has had a huge impact on the dynamic of society as a whole. For our ancestors, obtaining information was the primary challenge; the shifting technological landscape now means we must deal with, rather than search for, information.
Continue reading The War on Information
The first article in this series, “A New Apprenticeship Architecture,” laid out a high-level framework for using the ancient model of apprenticeship to solve the modern problem of the UX talent drought. In this article, I get into details. Specifically, I discuss how to make the business case for apprenticeship and what to look for in potential apprentices. Let’s get started!
Defining the business value of apprenticeship
Apprenticeship is an investment. It requires an outlay of cash upfront for a return at a later date. Apprenticeship requires the support of budget-approving levels of your organization. For you to get that support, you need to clearly show its return by demonstrating how it addresses some of your organization’s pain points. What follows is a discussion of common pain points and how apprenticeship assuages them.
Continue reading Ending the UX Designer Drought
When we’re building products for people, designers often do something called “needs finding” which translates roughly into “looking for problems in users’ lives that we can solve.” But there’s a problem with this. It’s a widely held belief that, if a company can find a problem that is bad enough, people will buy a product that solves it.
That’s often true. But sometimes it isn’t. And when it isn’t true, that’s when really well designed, well intentioned products can fail to find a market.
Continue reading Intent to Solve