Managing change as designed UX - Helen Palmer
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Managing change as designed UX - Helen Palmer

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How to overcome badly managed change? How about treating the entire change process as a designed user experience? This case study with a difference will illustrate design principles applied to ...

How to overcome badly managed change? How about treating the entire change process as a designed user experience? This case study with a difference will illustrate design principles applied to creating a positive user experience in the introduction of new ways of managing business information.

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Managing change as designed UX - Helen Palmer Presentation Transcript

  • 1. Managing changeas a designed user experience Helen Palmer RHX Group
  • 2. Notes for post-presentation1. This is a presentation file, not a document. So you need to hear the audio to make best sense of the content.2. During the presentation, audience randomly selected the elements to be presented. So you need to hear the audio to link the ‘talking’ to the slide.3. Only 8 of the 12 elements were covered in the allotted time. This file doesn’t have any supporting text for the other 4 elements.4. Each element is presented with two horizontal text boxes: Green = Design Principles applied, Purple = Human Factors influencing design choices
  • 3. Poorly managed change can be shattering Insert photo of unhappy camper undergoing change
  • 4. Well managed change can be empowering Insert photo of happy camper undergoing change
  • 5. Who was What Before How was the How was the Business responsible for Change characterised Staff software project practice project user needs and Manager user competition installed named? conceived? change involvement? education? What was a What gave How were How was the key approach users structure DesignedUser reference users involved 6 key user change Self-schedule to business deployment during in group the guiding behaviours conceived? group disruption of process change? deployment? change? What What was the What’s anActive, meanin Colour of icon; characterised How was the approach for example of Proactive and Visual and gful name of the approach change user awareness cognitive cues at-the-elbow emotive cues engagement concept of user promoted? & familiarity? to help users? support?
  • 6. Who was What Before How was the How was the Business responsible for Change characterised Staff software project practice project user needs and Manager user competition installed named? conceived? change involvement? education? What was a What gave How were How was the key approach users structure DesignedUser reference users involved 6 key user change Self-schedule to business deployment during in group the guiding behaviours conceived? group disruption of process change? deployment? change? What What was the What’s an Active, Colour of icon; characterised How was the approach for example of Proactive and Visual and meaningful name of the approach change user awareness cognitive cues at-the-elbow emotive cues engagement concept of user promoted? & familiarity? to help users? support?
  • 7. Staff competitionHow was the project named? Entry point, Accessibility, Participation Challenge, Meaning, Commitment, Enjoyment
  • 8. Business practice changeHow was the project conceived? Framing, Mental model Understanding, Acceptance, Commitment
  • 9. Visual and emotive cuesHow was the project promoted? Entry point, Constancy, Visibility Memory, Attraction, Curiosity, Learning
  • 10. User Reference GroupHow were users involved in guiding the change? Participation, Depth of processing, GIGO, Exposure Contribution, Authenticity, Self-definition, Enjoyment
  • 11. 6 key behavioursHow was user change conceived? 80/20 Rule, Expectations Effect, Mapping, Visibility Predictability, Expectations, Learning, Commitment
  • 12. Change ManagerWho was responsiblefor user needs andinvolvement? Hierarchy of Needs, Affordance, Expectation Effect Leadership, Contribution, Consideration, Attention
  • 13. Before software installedWhat characterised user education? Accessibility, Expectation Effect, Modularity, Mental Model Curiosity, Attention, Acceptance, Understanding
  • 14. Self-scheduleWhat was a key approach to business group deployment? Framing, Depth of processing, Visibility Continuity, Integration, Control, Order, Predictability
  • 15. Designed deployment process What gave users structure during disruption of change?Accessibility, Modularity, Mental Model, VisibilityPredictability, Order, Attention, Efficiency, Transparency
  • 16. Active, meaningful engagement What was the approach for user awareness and familiarity?Entry point, Cost Benefit, Accessibility, Progr’sve Disclosure Familiarity, Exploration, Curiosity, Meaning, Confidence
  • 17. Colour of icon; name of conceptWhat’s an example of cognitive cuesto help users? Business Folder Business Information Mental model, Iconic Representation, Constraint Ease of use, Remembering, Learning, Attention
  • 18. Proactive and at-the-elbowWhat characterised the approach of user support? Mapping, Feedback loop, Accessibility, Satisficing Cognitive & emotional support, Exploration, Confidence
  • 19. Things alter for the worsespontaneously,if they be not altered for thebetter designedly.~ Francis Bacon
  • 20. Reference for Design PrinciplesLidwell, William., Holden, Kritina. & Butler, Jill. 2003. UniversalPrinciples of Design. Gloucester, MA: Rockport PublishersPresenter Contact DetailsHelen Palmer, Principal ConsultantRHX Groupwww.rhxgroup.com.au (Check out Resources section)E: helen@rhxgroup.com.au T: @helenrhx M: 0416 246 816