User Experience as the Lens

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User Experience as the Lens

  1. Userexperience as the lens Guiding principles for library innovationKevin RundbladUX & Social Technology StrategistUCLA Library
  2. 1What is User Experience?
  3. User Experience (UX) isthe overall experience of aproduct or service.
  4. “Experience is the Product” Peter Merholz Adaptive Path http://www.slideshare.net/peterme/experience-is-the-product
  5. mysqlThe experience is notthe technology php jQuery Linux
  6. Experience is about the context
  7. And the interaction points
  8. UX design is based onunderstanding user perspective
  9. Creating interaction pointswith high value
  10. How do we build high valueinteraction?
  11. 2The highest value goes to thoseinteractions that offer disruptiveexperiences
  12. Definition: a disruptiveinnovation is one that radicallyimpacts a market, or createsentirely new markets.
  13. WikipediaGoogleTwitteriPhone Disruptive ExamplesFacebookPandoraDropbox
  14. WikipediaGoogleTwitteriPhone Why Disruptive?Facebook They changed our expectationsPandora of an experienceDropbox
  15. WikipediaGoogleTwitteriPhone Why Disruptive?Facebook And altered our perception.PandoraDropbox
  16. WikipediaGoogleTwitteriPhoneFacebook We do not experience web interactions the same as wePandora did in 2000, 2005, etc…Dropbox
  17. WikipediaGoogleTwitteriPhoneFacebook We have changed. Our users have changed.PandoraDropbox
  18. Experiencesare not static events
  19. We change everydaydue to shifting contextDo you get your news the same way as 5 years ago?Mine comes from Twitter.
  20. Disruptive experiencesreframe our expectationsHave you attempted to ‘pinch’ your laptop screen to zoom in?
  21. And in turn, disrupt our habitsI can’t seem to stop watching every episode of Mythbusters on Netflix Streaming.
  22. UX innovation is about disruptingthe expected, in favor of anunexpected, dissimilar andfresh experience.
  23. “Many significant innovations got theirstart as unexpected discoveries orimpractical ideas” Luke Williams Frog Design & NYU Professor of InnovationDisrupt: Think the Unthinkable to Spark Innovation. Pg 91, Pearson Education, 2011
  24. Innovation is an obsessionwith creating new value
  25. The obsession with newvalue begins with the user
  26. Know the userKnow the contextCreate simple interactions
  27. This means working backwardfrom the end (user)conceptualizing newfunctionalities and interactions.
  28. It is about creating a lensthrough which we seea new interaction.
  29. 3Innovation from withinthe user culture
  30. Everything starts withKnow the user
  31. “If you truly want to understand customers wants and needs, you need to remove the distance between you and them.” Jorge Barba Digital Strategist, Blu Mayahttp://www.quora.com/When-creating-products-how-do-you-know-what-users-want/answer/Jorge-Barba?srid=z3u
  32. How do we “remove the distance”from the user?
  33. Work with themWork like them
  34. We need to become learners
  35. Hierarchical Flowing, person to personTime-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Which is the student? Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
  36. Hierarchical Flowing, person to personTime-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Being “effective” is only rule = Grade Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
  37. Hierarchical Flowing, person to personTime-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Being “effective” is only rule = Grade Students Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
  38. Can we create experiences forGraphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
  39. With this structureGraphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
  40. UX goes all the way back to how we work.
  41. “...if you get the culture rightthen most of the other stuffwill happen naturally out of it.” Tony Hsieh CEO Zappos http://bigthink.com/ideas/20671
  42. Example:Simul8 GroupUCLA Library
  43. To get in touch with our userswe created a design/developmentgroup with 5-7 students.Structure mimics the nature ofa small startup company.
  44. Meet 3-5 hours a week.Design projects on whiteboardRest of time work independentlyGive them spaceEnjoy work
  45. User research is then implicit
  46. Their needs are naturally divulgedin course of group work.Focus groups won’t get to this level.There is no “user oracle”
  47. Know the userWork like the userDefine user context & problemsProspective app ideasSketch wireframesDefine interactionsDid you solve a problem?Yes No Take a walk, rethinkWireframe and mockup designDecide on technologiesFast prototypeTest with some users
  48. Simul8 Group ExamplesStash It! (mobile & web hybrid, save for later app)Icon1 (digital camera, ocr, text extraction service)Icon2 (Worldcat API + Icon social framework)
  49. UX – Creating a Lens:Perceptual experience changes over timeHigh value experiences are disruptiveKnow & learn from usersDesign from outside-inGet the culture right, and everything follows
  50. “Create the conditionsunder which people can flourish” Sir Ken Robinson Bring on the Learning Revolution! TED Conference, Feb 2010
  51. Contact Kevin Rundblad UX & Social Technology Strategist Co-Founder, Simul8 GroupQuestions UCLA Library http://about.me/rundblad http://twitter.com/rundblad kevinrundblad@gmail.com
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