Slides from History of Interaction Design course at SVA.
Slides from History of Interaction Design course at SVA.
usability computing interaction design history information architecture user experience ixd design ui ux history interaction
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grisoo
1 month ago
mvbii
1 year ago
André Malheiro
, Interaction Designer
at freelance consultancy
1 year ago
LEANDRO AGRO’
, Global Director UX
at Publicis Healthware International (PHCG)
Tags ixd
2 years ago
Yury Vetrov
, Head of UX
at Mail.Ru
Tags ui ux history
2 years ago
Mael Poulain
, web designer
at Linearis
Tags ixd history
2 years ago
Doug Stringham
, User Experience Designer & Interpreter Educator
at Utah Valley University
Tags interaction ixd design
2 years ago
andrewhinton
2 years ago
Used principles of mass production technology
Adam Smith’s pin making factory
Where individual workers are slower than specialized workers
Would eventually be replaced by pin making machine
Much more similar to the design of a modern computer with:
• Store (Memory, where variables can be retained and acted upon later)
• Mill (CPU, where variables are brought to be processed)
Two sets of punched cards:
• Operation cards for programming
• Variable cards for data
Previous technological innovation was a box with a roll of paper, helped keep columns neat
Growth in people in the US matched by growth in # of questions asked
Concern that it would so long to compile the census that it wouldn’t be finished before the next one started
Tested out his machine with NY health department
Complex system required holes to mean multiple things when punched in combination (like shift key)
Success led to a contract with the census
One variable required punching a billion holes. Each day they dealt with a stack of paper taller than the washington monument.
1. The circuit-closing press ("card reader")
2. diagram of press
3. hand insertion of card into a sorter compartment that opened automatically based on the values punched into the card
4. tallying the day's results.
The work was not fun for the young women who operated the machines, many of whom were driven to near madness by the monotony of the work. Mechanics came in frequently to fix the machines. The problem was that someone had extracted the mercury with an eyedropper and squirted it out, so she could get a little rest.
Hollerith grew upset that his workers were relaxing in the bathroom. Rigged a set of filed-down nails in the toilet seat and ran wires from them to an engine in his office. He would spy on workers through a peep hole and if he thought they spent too long sitting on the toilet, he would turn a crank and send a jolt of electricity to rouse them from their throne.
In 1911, financier Charles R. Flint directed the merger of the International Time Recording Company, the Computing Scale Company and the Tabulating Machine Company to form the Computing-Tabulating-Recording Company (CTR).
In 1914 Thomas J. Watson, Sr., was named general manager of CTR. Watson emphasized research and engineering, and introduced into the company his famous motto “THINK.”
Unethical business practices where he would buy up second hand machines and sell them cheaply, to put other secondhand sellers out of business
Took the fall for this and was fired
Became President of CTR, later changed to IBM
IBM was immune to recessions because of the “rent and refill” nature of the business
Machines were rented and customers had to purchase special cards from IBM
Like razors and blades, or cameras and film
Even if they didn’t get any new customers they still made money
Cards themselves were 10% of sales but 30-40% of profits
In a typical punch card installation, the same operation was performed on all the records in a files as a deck of cards went through a tabulator or other machine. The UNIVAC and its successors could operate that way but they could also perform a long sequence of operations on a single datum before fetching the next record from memory. In punched card terms, that would require carrying a deck of a singe card around the room, Hardly an economical use of the machinery or the people. Processing information gathered into a deck of cards was entrenched into business practices by the mid-1930s and reinforced by the deep penetration of the punched card equipment salesmen into the accounting offices of their customers.
Loren Wilton (of Burroughs/Unisys, who worked with early IBM gear while in college) recalls (31 Dec 2003):
The Backspace key was only useful in the rare case that you spaced past a column that you needed to punch; you could backspace and restrike the column. Of course if the column was mispunched, you swore under your breath, hit the release key to feed the current card, duped up to the error using the next blank card, then continued punching from that point. When you released this card (or it auto-released after column 80) you quickly grabbed the mis-punched card out of the flipper as it was being stacked and threw it in the trashcan, which was invariably on the left side of the keypunch for this purpose.
Taylorism is a variation on the theme of efficiency; it is a late-19th-and-early-20th-century instance of the larger recurring theme in human life of increasing efficiency, decreasing waste, and using empirical methods (time and motion studies) to decide what matters.
Taylorism can be seen as the division of labour pushed to its logical extreme, with a consequent de-skilling of the worker and dehumanisation of the workplace.
• Develop a standard method for performing each job -- decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work
• Select workers with appropriate abilities for each job -- fit the man to the job
• Train workers in the standard method previously developed
• Support workers by planning their work and eliminating interruptions -- give rest breaks
• Provide wage incentives to workers for increased output
Six Sigma or Lean Manufacturing compared with “Design Thinking”
Human factors concerns emerged during World War II as a result of the work and experience of a number of specialists involved in the study of then-current manned systems. These systems included those operating on the earth’s surface, under the sea, and in space. Human factors studies were made of:
systems performance
problems encountered in information presentation, detection, and recognition
related action controls
workspace arrangement, and
skills required
Research in these areas ensued, with particular emphasis on human operations. This offered the opportunity for early improvements in performance and safety, as significant modifications of equipment were unlikely under wartime circumstances. Attention was focused on operations analysis, operator selection, training, and the environment associated with signal detection and recognition, communication, and vehicle control. Concurrently, human factors work in industry was focused on efficiency, task analysis, and time-and-motion studies. With the coming of peace, human factors activity was broadened to include systems design more completely. As a result, human factors requirements were incorporated into government phased-procurement contracts with industry. This led to the utilization of human factors specialists by industry and gradually resulted in their involvement in nonmilitary systems and equipment.
During 1941 the NDRC was subsumed into the Office of Scientific Research and Development (OSRD) with Bush as director, which controlled the Manhattan Project until 1943 (when administration was assumed by the Army) and which also coordinated scientific research during World War II.
ORSD eventually by 1950 became the National Science Foundation (NSF), which funds university professors, and the Advanced Research Project Agency (ARPA), the Pentagon's chief avenue for basic research, which may be familiar to you from the ARPANET, the precursor to the internet.
An analog computer (spelled analogue in British English) is a form of computer that uses the continuously-changeable aspects of physical phenomena such as electrical,[1] mechanical, or hydraulic quantities to model the problem being solved. In contrast, digital computers represent varying quantities incrementally, as their numerical values change.
Colossus was the first combining digital, (partially) programmable, and electronic. The first fully programmable digital electronic computer was the ENIAC which was completed in 1946.
By V-E day a total of 10 Collossi were in use at Bletchley Park
Built for ballistics research to calculate trajectories of projectiles
Calculating 1 trajectory took 20 hours using slide rules
Needed to calculate hundreds of trajectories, which took thousands of hours
Electronic Numerical Integrator (or ENIAC) could calculate a trajectory in 1 second
Could be reconfigured to perform limitless steps and iterative loops of operations
But NOT a stored program device
Used standard IBM punch cards for input and output
Cables, plugged into large plugboards, handled programming (sequence of operations)
Took two days to make all the necessary connections to set up a new problem
Once set up, might solve that problem in minutes
More modern computers could do that automatically
Here a person had to do it
ENIAC was a transitional device that had high processing speed and was flexible
But had many of the limitations of calculators, tedious setup, decimal rather than binary
A stored-program digital computer is one that keeps its programmed instructions, as well as its data, in read-write, random-access memory (RAM). Stored-program computers were an advancement over the program-controlled computers of the 1940s, such as the Colossus and the ENIAC, which were programmed by setting switches and inserting patch leads to route data and to control signals between various functional units. In the vast majority of modern computers, the same memory is used for both data and program instructions.