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Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
Human Factors in Innovation - Euro IA 2009 - Kalbach
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Human Factors in Innovation - Euro IA 2009 - Kalbach

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  • 1. Human Factors in Innovation<br />September 2009<br />
  • 2. James Kalbach <br />User Experience Consultant LexisNexis<br />LIS Degree Rutgers University<br />
  • 3. Innovation is the new black<br />
  • 4. Invention<br />Innovation<br />Idea<br />Concept<br />Thought<br />Vision<br />Physical<br />Proof of concept<br />“Hardware”<br />Social<br />Information<br />“Software”<br />
  • 5. Innovation is about social applications of inventions, not about the inventions themselves…<br />Engineeering-driven corporate cultures fail…because they don’t address the social needs of their customers… <br /> Bruce Nussbaum<br />“Are Engineers, Scientists And Mathematicians Enemies of Innovation?” Bruce Nussbaum, Business Week (June 16, 2009)<br />www.businessweek.com/innovate/NussbaumOnDesign/archives/2009/06/are_engineers_s.html<br />
  • 6.
  • 7. Factors Affecting Adoption<br />Perceived attributes<br />Type of innovation decision<br />Adoption process<br />Communication channels<br />Amount & type of promotion<br />Nature of the social system<br />Type of adopter<br />1.<br />Adoption of Innovation<br />2.<br />Human Factors<br />3.<br />
  • 8. 1. Perceived Attributes<br />
  • 9. Perceived Attributes<br />1. Relative AdvantageIs it better? <br />2. CompatibilityIs it appropriate? <br />3. ComplexityIs it understandable?<br />4. TrialabilityCan it be tested? <br />5. ObservabilityWhat does it look like? <br />Examples of non-adoption<br />
  • 10. 1. Relative Advantage<br />USP?<br />
  • 11.
  • 12. Strategy Canvas<br />
  • 13. 2. Compatability<br />Is It Appropriate?<br />
  • 14.
  • 15. 2. Compatability<br />
  • 16. 3. Complexity<br />Learning Curve<br />
  • 17. “Good Enough” Design<br />
  • 18. 4. Trialability<br />
  • 19. Persuasive IA<br />
  • 20. 5. Observability<br />
  • 21. Visbility<br />Breadth vs Depth<br />“Information Scent“<br />
  • 22.
  • 23. 2. Adoption Process<br />
  • 24. Phases In Adoption<br />Knowledge<br />Persuasion<br />Decision<br />Implemen-tation<br />Confirma-tion<br />Relative Advantage<br />Compatabiltiy<br />Complexity<br />Trialability<br />Observability<br />Uncertainty drives the process of adoption<br />
  • 25.
  • 26.
  • 27.
  • 28. 3. Types of Adopters<br />
  • 29. Pragmatists<br />‘Stick with<br />the crowd‘<br />Conservatives<br />‘Prove it‘<br />Visionaries<br />‘Be first‘<br />Sceptics<br />‘I doubt it‘<br />Techies<br />‘Let‘s<br />try it out‘<br />Uncertainty drives attitude toward adoption<br />
  • 30. It turns out our attitude toward technology adoption becomes significant…any time we are introduced to products that require us to change our current mode of behavior... <br />
  • 31. George<br />Opportunities <br /><ul><li>Due to personnel cuts, needs help with basic administrative tasks
  • 32. Doesn’t have time to learn new programmes and technologies, but knows they can make things easier
  • 33. Concerned about data backups
  • 34. Maintains both electronic and paper client files and calendars</li></ul>Lawyer<br />“Competition is tough, so I <br /> strive to give clients sound <br /> legal advice.”<br />Company & Role<br /><ul><li>Medium-size firm: 8 fee-earning lawyers, 3 secretaries
  • 35. Practicing law for 7 years
  • 36. Focus on traffic law and some family law, but takes cases in other areas as needed
  • 37. Has about 30 active client matters at any time</li></ul>Background & Skills<br /><ul><li>36 years old, divorced, 2 children
  • 38. Has email and internet for work, used regularly
  • 39. Novice database searcher, doesn’t invest time to improve
  • 40. Not very tech affine, doesn’t like to deal with tech problems; Needs certainty new tools will improve work</li></ul>Tools & Resources<br /><ul><li>A few key books at his desk, shared documentation room
  • 41. Practice management software and paper client files
  • 42. Subscriptions limited to key journals
  • 43. Account with an online research service
  • 44. Firm is very conscious about spending on resources</li></ul>Work Activities (110%)<br /><ul><li>Go to court (45%)
  • 45. Prepare briefs, documents; Research (20%)
  • 46. Consult with clients face-to-face (15%)
  • 47. Admin work on files, time tracking (10%)
  • 48. Correspond with clients on a matter (10%)
  • 49. Keep up-to-date (5%)
  • 50. Manage business (personnel, supplies) (5%)</li></ul>Typical Work Day<br /> 8:30 Check messages, deadlines, prioritize work<br /> 9:00 Go to court<br />12:30 Return, correspond with clients<br />13:00Lunch break<br />14:00 Reprioritize, correspondence, manage office<br />15:00 Consult clients face-to-face in office<br />18:00 Client file work, research, prepare next day<br />19:00 Go home with law journal and client files<br />Late Majority<br />Sources: Interviews internally; Market segmentation documentation; Monster.com; Interviews with customers<br />
  • 51. Perceived Attributes<br /> Adoption Process<br />3. Types of Adopters<br />
  • 52. What are innovations in IA?<br />
  • 53. Faceted Classification<br />, personality<br />; matter-property<br />: energy <br />. space <br />&apos; time<br />1933: Colon Classification<br />S. R. Ranganathan<br />
  • 54.
  • 55. Relative Advantage?<br />Compatability?<br />Complexity?<br />Triability?<br />Observability?<br />
  • 56.
  • 57.
  • 58. Conclusion<br /> IA and UX are fundamentally about innovation<br /> Tie innovation to human behavior<br />Address human factors of innovation <br /> Conduct ethnographic research<br /> Use existing frameworks to lower uncertainty<br /> Take advantage of the paradigm shift<br />Design innovation has never been so relevant<br /> Reach out to managers looking to innovate<br /> Focus on the risk of non-adoption<br /> Leverage existing techniques<br />
  • 59. Thank You<br />James.Kalbach@gmail.com<br />www.experiencinginformation.com<br />

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