Stop UX Research being a Blocker. How to fit UX research into agile teams.
UX research can’t be rushed but it also can’t be uncapped.
Some research activities will take longer than others, but it’s most important to differentiate between research that provides specific value in the moment vs. research that pays off strategically in the long run.
Foundational research methods will help you decide where you want to go, while directional methods will give you turn by turn directions for how to get there.
John Cutler, Senior Director, Product Enablement, toast
As John gets settled into his new product enablement role at Toast, he will discuss his reassessment of his own principles when it comes to operations, enablement, and generally helping others. Areas of focus for his talk will include how to build:
- Happy teams, happy customers
- Principles before process
- Partners, not stakeholders: Co-designing change experiments with others
- A force-multiplier: Trust = (Credibility + Reliability + Empathy)/Apparent self-interest
- Safe-to-fail experiments and operationalize
Stop UX Research being a Blocker. How to fit UX research into agile teams.
UX research can’t be rushed but it also can’t be uncapped.
Some research activities will take longer than others, but it’s most important to differentiate between research that provides specific value in the moment vs. research that pays off strategically in the long run.
Foundational research methods will help you decide where you want to go, while directional methods will give you turn by turn directions for how to get there.
John Cutler, Senior Director, Product Enablement, toast
As John gets settled into his new product enablement role at Toast, he will discuss his reassessment of his own principles when it comes to operations, enablement, and generally helping others. Areas of focus for his talk will include how to build:
- Happy teams, happy customers
- Principles before process
- Partners, not stakeholders: Co-designing change experiments with others
- A force-multiplier: Trust = (Credibility + Reliability + Empathy)/Apparent self-interest
- Safe-to-fail experiments and operationalize
Discovering the right product is a vital part of a product development process. To do that effectively best product teams use a Product Discovery process. It answers the question of what product to build. Done right it helps you build products customers would love.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
A talk Marc gave at the UI20 conference in Boston, November the 3rd, 2015.
Smaply: www.smaply.com
ExperienceFellow: www.experiencefellow.com
This is Service Design Thinking: www.thisisservicedesignthinking.com
This is Service Design Doing: www.thisisservicedesigndoing.com
Content:
1. The typology of journey maps
2. Customer experience research
3. Prototyping services
4. Service design and start-ups
The planning, creative and broader marketing community uses insights or an insight to get to ideas that will solve their marketing or business problems. This is a brief exploration into the definition of the insight.
The concept of jobs to be done (JTBD) provides a lens for understanding value creation. It’s straightforward principle: people “hire” products to fulfill a need.
For instance, you might hire a new suit to make you look good at a job interview. Or, you hire Facebook to stay in touch with friends. You could also hire a chocolate bar to relieve stress.
Viewing customers in this way – as goal-driven actors in a given context – shifts focus from psycho-demographic aspects to needs and motivations.
Although the theory of JTBD is rich and has a long history, practical approaches to applying the approach are largely missing. In this presentation, Jim will highlight concrete ways to apply JTBD in your work. This will not only help you design better solutions, but also enable you to contribute to broader strategic conversations.
30-Day Facebook PM Interview Study GuideLewis Lin 🦊
Excerpt from Lewis C. Lin's The Product Manager Interview https://interviewsteps.com/products/the-product-manager-interview-167-actual-questions-and-answers
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
This was a presentation that I gave back in April. Since then we have done more advanced Transmedia work and I hope to share that case study soon when we get the full results. Sorry it took so long to upload this.
Excerpt: Lewis C. Lin's The Product Manager Interview https://amzn.to/2X56Q8O
Includes instructions on how to modify the 30-day guide for Uber & LinkedIn PM interviews
Video: http://goo.gl/oKMFm // Are points and badges mere indulgences for the faithful looking for redemption in loyalty programs? In nine (and a half) theses, this talk will walk you through the history, definition, and issues of “gamification,” and point out what is worth salvaging for designers and researchers.
Paideia as Paidia: From Game-Based Learning to a Life Well-PlayedSebastian Deterding
»Gamification« has sparked the imagination of many for the potential of games in education, but turned away an equal amount within the games and learning community with its disregard for the complexities of design and human motivation.
However, this talk suggests that there is a deeper reason for the negative reaction in the games and learning community: namely, that gamification really provides a distorted mirror that throws into stark relief issues in today's game-based learning at large. Conversely, that best way to advance games for learning today is to look deep into this mirror. Doing so reveals a triple agenda for the field: to expand from deploying games as interventions in systems to the gameful restructuring of systems, and from designing games to the playful reframing of situations; and to shift from the instrumentalization of play and learning to paideia as paidia.
Discovering the right product is a vital part of a product development process. To do that effectively best product teams use a Product Discovery process. It answers the question of what product to build. Done right it helps you build products customers would love.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
A talk Marc gave at the UI20 conference in Boston, November the 3rd, 2015.
Smaply: www.smaply.com
ExperienceFellow: www.experiencefellow.com
This is Service Design Thinking: www.thisisservicedesignthinking.com
This is Service Design Doing: www.thisisservicedesigndoing.com
Content:
1. The typology of journey maps
2. Customer experience research
3. Prototyping services
4. Service design and start-ups
The planning, creative and broader marketing community uses insights or an insight to get to ideas that will solve their marketing or business problems. This is a brief exploration into the definition of the insight.
The concept of jobs to be done (JTBD) provides a lens for understanding value creation. It’s straightforward principle: people “hire” products to fulfill a need.
For instance, you might hire a new suit to make you look good at a job interview. Or, you hire Facebook to stay in touch with friends. You could also hire a chocolate bar to relieve stress.
Viewing customers in this way – as goal-driven actors in a given context – shifts focus from psycho-demographic aspects to needs and motivations.
Although the theory of JTBD is rich and has a long history, practical approaches to applying the approach are largely missing. In this presentation, Jim will highlight concrete ways to apply JTBD in your work. This will not only help you design better solutions, but also enable you to contribute to broader strategic conversations.
30-Day Facebook PM Interview Study GuideLewis Lin 🦊
Excerpt from Lewis C. Lin's The Product Manager Interview https://interviewsteps.com/products/the-product-manager-interview-167-actual-questions-and-answers
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
This was a presentation that I gave back in April. Since then we have done more advanced Transmedia work and I hope to share that case study soon when we get the full results. Sorry it took so long to upload this.
Excerpt: Lewis C. Lin's The Product Manager Interview https://amzn.to/2X56Q8O
Includes instructions on how to modify the 30-day guide for Uber & LinkedIn PM interviews
Video: http://goo.gl/oKMFm // Are points and badges mere indulgences for the faithful looking for redemption in loyalty programs? In nine (and a half) theses, this talk will walk you through the history, definition, and issues of “gamification,” and point out what is worth salvaging for designers and researchers.
Paideia as Paidia: From Game-Based Learning to a Life Well-PlayedSebastian Deterding
»Gamification« has sparked the imagination of many for the potential of games in education, but turned away an equal amount within the games and learning community with its disregard for the complexities of design and human motivation.
However, this talk suggests that there is a deeper reason for the negative reaction in the games and learning community: namely, that gamification really provides a distorted mirror that throws into stark relief issues in today's game-based learning at large. Conversely, that best way to advance games for learning today is to look deep into this mirror. Doing so reveals a triple agenda for the field: to expand from deploying games as interventions in systems to the gameful restructuring of systems, and from designing games to the playful reframing of situations; and to shift from the instrumentalization of play and learning to paideia as paidia.
Talk at the 6th International Conference Computers, Privacy, and Data Protection, Brussels, January 23, 2013, as part of the EC JRC/OECD panel "Gamifying Citizenship?"
Google Tech Talk given on January 24, 2011 in Mountain View, CA on gamification and how to get three »missing ingredients« right: meaning, mastery, and autonomy.
Presentation given at Interaction'12, February 3, 2012, Dublin, Ireland. Interest in persuasive design for behavior change has been growing rapidly in interaction design in the past years. In part thanks to that, we as designers now have ample tools and pattern libraries to inspire us. What we are lacking, however, are focus and guidance in applying them. Usually, we get those from user research. But current research methods and deliverables arguably do not provide ready springboards.
This presentation demonstrates how to use the Motivation Ability Opportunity (MAO) model as a tool to structure user research around a single behavior to be changed, and to guide subsequent design in prioritizing issues to tackle and ideating ways to tackle them.
Re-Publicize this! Web 2.0 oder Die stille Privatisierung der digitalen Grund...Sebastian Deterding
Vortrag im Rahmen der Veranstaltungsreihe "Aktuelle Entwicklungen im Web 2.0" des Hans-Bredow-Instituts für Medienforschung, Universität Hamburg am 20.11.2008
You can do better: Lessons Learned from Government Meets Social NetworksSebastian Deterding
Keynote I gave on October 16, 2009 at the Berlin in October 2009 E-Democracy Unconference on stuff I learned as project lead of the social networking site du-machst.de how to introduce e-participation and web 2.0 culture in a government context.
My grumpy talk on "badge measles" and the confusions, side effects and missing parts of gamification at Playful 2010, September 24, 2010 in London, Conway Hall.
Designing the Good Life: The Ethics of User Experience DesignSebastian Deterding
“You cannot not communicate,” psychologist and philosopher Paul Watzlawick once famously said. Similarly, whatever we create as user experience designers influences others - even if we don’t intend it. And as software is eating the world, the domain of our responsibility is rapidly becoming all-encompassing. Layer by layer, question by question, this talk invites you to reflect on the moral dimensions of your work. Talk presented May 29 at UX London 2014.
Just add points? What UX can (and cannot) learn from gamesSebastian Deterding
Can game mechanics help us to make applications and websites more fun and engaging? My presentation at the UX Camp Europe 2010 on May 29 and 30 in Berlin attempted a sobering look at what user experience designers can and cannot learn from games.
Citrix Developer Center
MFCOM _ Metaframe COM Server
Descripción de los objetos COM
Referencias externas en ficheros WSF
Enlaces a Internet
Scripts de ejemplo
SCA's Software Development Solution (SDK) 2013Julie Davis
SCA Promotions can run instant win prize promotions utilizing its Software Development Kit (SDK) through any technology medium: Internet, Mobile, Apps, Social Media (Examples: Facebook, Twitter, Instagram), etc. This allows you to plug into our secure draw server and run secure, verifiable promotions.
UX is not a bolt-on but many agencies and founders approach it as the icing on the cake where really it is the cake itself. If you are in the process of planning, creating or improving your MVP this presentation will help you understand what UX is and how to go about making it happen for your product. The presentation will also help you understand how the UX process should happen correctly in your organisation and advises on different heuristics and models that can aid your team to ensure your product is produced correctly. The keynote was presented to the Founders Nation boot-camp by Danny Bluestone from Cyber-Duck at The Wayra Academy,Capper Street, WC1E 6JA London during March 2014.
The experience your customers have with your products is a critical component of success. Valuable products can solve real human needs, fulfill desires, and improve the quality the of life. This goes beyond just building more features, or making things look pretty. It involves understanding and empathizing with your customers, and involving them in the design process.
How do we do this? And how do we do this in a way that fits into the operational rhythms of Agile development? These perspectives are shared by a long-time UX designer who has recently moved into Agile.
"A scenario is a description of a person’s interaction with a system.
Scenarios help focus design efforts on the user’s requirements, which are distinct from technical or business requirements.
Scenarios may be related to ‘use cases’, which describe interactions at a technical level. Unlike use cases, however, scenarios can be understood by people who do not have any technical background. They are therefore suitable for use during participatory design activities." http://infodesign.com.au/usabilityresources/scenarios/
My presentation for Hack the Hackathon Istanbul. I edited the presentation and added some notes for readers.
Basically tells the meaning of user experience as it is supposed to be. Let's define it without boundaries, not stuck in digital life.
You will get what is it as a terminology, what is the main parts of experience, how to check and change it. The essentials of UX and basic fundamentals.
Create Knowledge with Users at Agile Korea 2013Kenji Hiranabe
My presentation at Agile Korea 2013, Sept.7
Scrum is a word used in "New Product Development" first by Ikujiro Nonaka. I explained his knowledge creation model, SECI.
1. People as the conveyor of the knowledge
2. Mindmapping for User Interview
Let's break the wall between developers and users!!
[UserTesting Webinar] Design Thinking & Design Research at Credit KarmaUserTesting
Yasmine Khan, Lead Design Researcher at Credit Karma, walks us through the different types of research her team performs and the impact it's made on the company’s product and the people who build it. She'll also unpack the way in which collaborative Design Thinking workshops and mini-museums make research more impactful and enhance team learning.
Learn how user interface designers and user experience designers play an important part in creating products and services that keeps customers or users coming back for more.
"L'espressione latina dramatis personae, tradotta alla lettera, significa maschere del dramma e quindi è usata per indicare i personaggi."
"In user-centered design and marketing, personas are fictional characters created to represent the different user types that might use a site, brand, or product in a similar way.
Personas are useful in considering the goals, desires, and limitations of brand buyers and users in order to help to guide decisions about a service, product or interaction space such as features, interactions, and visual design of a website. Personas may also be used as part of a user-centered design process for designing software and are also considered a part of interaction design (IxD), having been used in industrial design and more recently for online marketing purposes.
A user persona is a representation of the goals and behavior of a hypothesized group of users. In most cases, personas are synthesized from data collected from interviews with users. They are captured in 1–2 page descriptions that include behavior patterns, goals, skills, attitudes, and environment, with a few fictional personal details to make the persona a realistic character. For each product, more than one persona is usually created, but one persona should always be the primary focus for the design."
(Wikipedia)
Similar to Persuasive Design or The Fine Art of Separating People from Their Bad Behaviours - Online (20)
Gamification in health behaviour change produces muddled results. Why? Because game design elements, behaviour change techniques, etc. are too decontextualised and underspecified to guide design implementation. Talk at the CBC 2018 conference "Behaviour Change for Health: Digital & Beyond", February 21, 2018, London.
City Games: Up and Down and Sideways on the Ladder of AbstractionSebastian Deterding
Like games and everyday life, games and cities have been intersecting in two primary ways: modelling the city in an abstract view from above, with planning games and urban simulations, and transforming people's everyday urban experiences and behaviors with playful interventions on the ground. Neither one, this talk argues, has been particularly successful in creating lasting improvements in citizen's well being. To accomplish this, we need to take game design seriously and look sideways at the messy middle between map and territory, the processes in which one is translated into the other (or not). My keynote at ISAGA 2017 in Delft, NL, July 10, 2017.
Experience design is not about shiny new digital technology - apps, touch screens, games, beacons, the works. It is a different perspective on exhibition and museum design, and a different process as a result. My talk at the Museum Association's 2017 Moving on Up event in Edinburg, February 28, 2017.
It's the Autonomy, Stupid: Autonomy Experiences Between Playful Work and Work...Sebastian Deterding
A core tenet of traditional play theories is that play is voluntary. This view has been troubled by recent empirical phenomena of "instrumental play" and "playbour": instances where play is mandatory, has serious consequences attached or is done as gainful labour, such as goldfarming. Similarly, people are increasingly using game design elements in non-game contexts like work to make them more playful and engaging. This talk suggests that the conceptual troubles of playbour and gamification can be resolved by focusing on autonomy as a psychological state: how much autonomy people experience informs whether they understand and a label an activity as "work(-like)" or "play(ful)". Drawing on a qualitative interview study with participants engaging in instrumental play, the talk will tease out how social and material features of gaming and work situations support and thwart autonomy experience and thus, their understanding as "work" or "play."
The Great Escape from the Prison House of Language: Games, Production Studies...Sebastian Deterding
My talk at the DiGRA/FDG 2016 "Why production studies? Why now?" panel, asking how production studies can answer to basic cultural and hermeneutic questions.
Progress Wars: Idle Games and the Demarcation of "Real Games"Sebastian Deterding
My talk from DiGRA FDG 2016: Analyzing idle games through the theoretical lenses of “game aesthetics” and “boundary work”, I explore how game makers intentionally or unintentionally partake in working the boundaries of “real” games.
Desperately Seeking Theory: Gamification, Theory, and the Promise of a Data/A...Sebastian Deterding
Gamification promises a new, data-driven take at a science of design: establishing what design features cause what psychological and behavioural effects. But to realise this promise, it needs theory.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Persuasive Design or The Fine Art of Separating People from Their Bad Behaviours - Online
1. ❦
Persuasive Design
Or: The Fine Art of Separating People
from their Bad Behaviours – Online
Sebastian Deterding
reboot 11
Copenhagen, June 25, 2009
★
★★ ★ cbn
2. Life: A Game of Marble Madness
Today, I‘d like to talk about: Immanuel Kant and cloisters, park benches and organ donors, Easyjet and nail polish,
amazon.com, twitter, and why life is a game of Marble Madness. http://en.wikipedia.org/wiki/Marble_Madness
3. Persuasive
(Web) Design
And perhaps, also a little about persuasive web design.
6. per⋅suadere (lat.):
convince (literally:
pierce, get through)
For non-native English speakers (like myself), persuasion comes from the Latin word „persuadere“, meaning „to convince“,
literally: to get through to someone. So, persuasive design is design that convinces people - to do or think differently. Let‘s
take some real life examples.
7. I arrived at this conference by train, starting from here, Hamburg main station, Germany. As in many other European cities, the
station has taken to play classical music in the entrance hall - not to please their travelers, but because research has shown
that it drives off noisy, drunken youngsters who usually don‘t take to Beethoven (a kind of inverse Clockwork Orange). http://
bit.ly/arPmd
8. Likewise, these arm rests at a public bench in Oxford are not there to give your arms a rest, as one might think, but to keep
homeless people from taking a night‘s rest on the bench.
9. A less mean example are these printed flies in men‘s urinals all over the world, which have been shown to encourage careful
aim and thus significantly reduce spillage.
10. Though personally, I much prefer this solution, which adds a design principle I‘ll get to later: Make it a game!
11. small design choices,
big impact
In short, persuasive design (as I understand it in the context of this talk) is about small design choices that have a potentially
big impact on the users‘ behaviour.
12. Can we do that
Online?
And the question that interests me as a user experience designer is: Can we do that online as well?
13. 3 Rationale
5 Strategies
1 Introduction
Q&A
2 Definition 6 Questions
4 Contexts
I will answer this question in six steps: We‘re already through with the introduction (1), so let‘s look at what persuasive design
is and what makes it different (2), then why it‘s getting some mindshare right now (3) and whom to ask about persuasion
today (4), before looking at ways to put this into practice (5) and finally, what questions are still open (6).
15. „I define persuasive technology as any
interactive computing system designed
to change people’s attitudes or
behaviors.“
B.J. Fogg
Persuasive Technology: Using Computers to
Change What We Think and Do (2003)
It all started in the late 1990s when Stanford psychologist B.J. Fogg collected everything psychology knew about how
computers change people‘s attitudes and behaviours and did a large study on online credibility, which became a well-
received book and academic research stream under the moniker „persuasive technology“.
16. Make the user follow the
1 designer‘s intent
Design to help the user follow
2 through her own intent
Looking at the applications Fogg described, one might distinguish two kinds of persuasive design: One where the designer
wants the user to adopt a behaviour of the designer‘s choice (like buying something), and one where the designer wants to
help the user turn her own intentions into lasting behaviour changes (e.g. e-health applications like losing weight).
17. 2003 2005 2008
In 2003, designer Andrew Chak first applied this notion to websites. Then in 2005, the Eisenberg brothers coined „persuasion
architecture“ as a technique to measure and increase online conversion. But persuasive design really only took off in 2008
with a plethora of white papers, books and blog posts. (Link pointers to all books at the end of the presentation)
18. „You still need good usability—if people
can’t find something they can’t be
persuaded by it—but soon usability will
no longer be the key differentiator it has
been.“
Eric Schaffer, HFI
Beyond Usability. Designing for Persuasion,
Emotion and Trust (2008)
For instance, the usability agency Human Factors International re-positioned itself as providers of PET design(tm) or „Design
for Persuasion, Emotion and Trust“. http://bit.ly/17ykn8
19. „Enabling behavior change: ... To
change consumer behaviors we must
design motivational experiences that
push, pull, and ease the pathway to
adopting new habits.“
Brandon Schauer, adaptive path
9 experiences for 2009
Brandon Schauer of adaptive path identified „enabling behaviour change“ as one of the nine major user experience trends for
2009. http://bit.ly/ZzQFQ
20. „Behaviour is our Medium.“
Robert Fabricant, FrogDesign
interactive’09 Vancouver
And in his interactive’09 keynote, Robert Fabricant of FrogDesign went so far as to say that the medium of interaction
designers is not user interfaces nor digital technology - nor any other artifact, but their users‘ behaviour (http://bit.ly/Ypewj,
also check http://bit.ly/uKH5k).
21. Usability?
Now you might say: Getting a user to do something online, making it easier for her - isn‘t that usability? In fact, the
characteristics of persuasive design (I think) become much clearer if we compare it to usability.
22. A B
Let‘s oversimplify and say changing a user‘s behaviour is getting her from A (her current state) to B (the desired state).
23. B
A
And let‘s assume that the way from A to B is a slide.
24. Usability
Then usability is all about making that slide as smooth and frictionless as possible, getting all outer obstacles, hurdles out of
the way of the user.
25. Motivation?
But even the smoothest slide doesn‘t help if the user hasn‘t decided to go for a ride in the first place.
26. Persuasive Design!
And that‘s what persuasive design is about: On the one hand, reducing inner resistances and frictions (like fears or conflicting
motives) that keep the user from realising her impulse to slide, ...
27. Persuasive Design!
... and on the other hand, amplifying, sustaining or even creating that impulse, that momentum, that motivation to slide.
28. MUST... EDIT...
DOCUMENT!
For we all know that users do use products with horrid usability - if only their motivation is big enough (think Microsoft Word
before its redesign). So a truly rounded picture of a user‘s behaviour has to combine both perspectives: the impulse to do
something and the ease of doing it; the inner and the outer resistances to realising an impulse.
29. Premium Account
Registration
2. Exploration New Release
1. Exploration
expected/felt
effort
Let‘s draw a ficticious graph of the different phases of a user‘s interaction with a site and the expected and/or felt effort in
doing them. From a usability perspective, the design pain points are obvious: It‘s those peaks of effort that have to be
lowered to ensure the users are not aborting the process.
30. Premium Account
Registration
1. Exploration
2. Exploration New Release
expected/felt
effort
Like this.
31. Premium Account
Registration
1. Exploration
2. Exploration New Release
felt motivation
expected/felt
effort
However, if we layer the felt motivation to do something on top, the real (or at least, different) pain points emerge: Whenever
the motivation to use a site falls below the felt or expected effort to use it, the user will likely leave. Put into a design principle:
32. DESIGN PRINCIPLE
In any step of usage, ask
yourself: Is the felt motivation
to do this bigger than the felt
or expected effort to do it?
33. THEORY OF PLANNED BEHAVIOUR
BI =AB(W1) + SN(W2) + PBC(W3)
This principle basically just applies a well-established model within the psychology of persuasion, the theory of planned
behaviour by Icek Ajzen and others (http://bit.ly/tucLf). Psychologists like to express their models in mathematical formulas, ...
34. THEORY OF PLANNED BEHAVIOUR Persuasion
The intention to perform a behaviour is a result of
the individual attitude and subjective norms
toward the behaviour, and the perceived control
over the behaviour.
Usability
... but this one is actually pretty easily translated into human-readable language. Note the emphasis on social factors
(„subjective norms“ means: my subjective notion of what other people expect to be the ‚right‘ behaviour in this situation), and
that „perceived control“ is the result of the outer difficulty and my inner ability to overcome it.
35. In summary, if you just increase the usability of a site - not caring about the motivation to use it - and wonder why users don‘t
use it, that‘s like merely turning up the amplifier on a stereo, not the volume, and wondering why you don‘t hear any music.
36. 3 Rationale
Q&A
But if that is true, why are people only now beginning to pay attention to persuasive design? I see four reasons - three good
and one bad one.
37. The first (and bad) one: In the current economic crisis, agencies are looking for any way to differentiate themselves and argue
why they add more to their clients‘ bottom line than their competitors.
38. Reason number two: Within HCI and the behavorial sciences in general, the theoretical models of human reasoning, decision-
making and acting have shifted dramatically. Up until the 1990s, the human mind was thought of basically as an advanced
computer, as expressed e.g. in the GOMs model (http://bit.ly/GtdrQ).
39. A B
1 2 3 4
Traditional HCI understood action and decision-making as a highly rational, functional process focused on completing tasks
and goals. Humans were supposed to start with a clear end goal in mind, systematically slicing up the way into subgoals and
then ticking off subgoal after subgoal until the end goal was reached.
40. However, everyday experience and the new wave of cognitive science tell us that life is really more like a messy game of
snakes and ladders: We are constantly juggling multiple competing, vague goals with likewise competing and vague ways to
get there. Our reasoning, decision-making and actions are inextricably intertwined with our emotions, bodies, artifacts,
environments and social relations. This is what the whole „third wave“ of HCI (like affective computing, social design, user
experience - and persuasive design) tries to articulate and address. http://bit.ly/7klUO.
41. A B
The third reason for the current interest in persuasive design is the expansion of goals that websites are trying to achieve.
Let‘s look at our A-B model again. If I were to tell a webdesigner today that I want to get a user from A to B, she‘d likely say:
„Say no more - I know!“
42. „A - that‘s the Google search result page, and B, that‘s your checkout page.“
43. A
B
Usually, this A-B line is ordered vertically rather than horizontally, ...
44. A
B
... and illustrated with these nifty funnel graphics of how many users you lose on each step on the way.
45. Conversion
The technical term for this is „conversion“, and the discipline involved „conversion optimisation“. The current use of the term
conversion is pretty limited to turning traffic on a site into paying customers of whatever service or product the site offers.
46. Goals: Web 1.0, e-commerce
Buy!
Register Now!
Subscribe!
Upgrade!
Which is all nice and fine with basic e-commerce sites who‘s conversion goals are basically about selling - exchangig value
for money.
47. Conversion
However, the word „conversion“ itself already has a much richer history. Originally, it‘s a religious term, signifying a person
changing his or her creed.
48. Goals: Web 2.0, UGC, SNS
Retweet! Bookmark!
Upload! Comment!
Share! Tag!
Forward!
Add as friend!
Digg!
Invite more friends!
Likewise, the range of goals that web 2.0 sites pursue go far beyond traditional e-commerce. They are basically asking their
users to use and recommend their platform more, to create and curate content for free. That‘s neither selling nor employment,
and traditional economics have a hard time modeling the incentives for these kinds of behaviour.
49. (Business Goals)
Advertise for us!
Give us your data!
Create our content!
Curate our content!
Be our customer service!
(Alothough behind the immediate goals, there are - hopefully - still solid, economic business goals.)
50. Prosocial, personal goals
Donate now! Help your neighbour!
Join the cause! Plant a tree!
Save electricity!
Go carbon-neutral!
Write your MP!
Vote for me! Don‘t drink and drive!
And traditional marketing wisdom fully breaks down when it comes to sites that promote pro-social behaviours or try to help a
person change her behaviour. You don‘t „sell“ someone to cease smoking or report potholes on public roads. The dynamics
behind these kinds of behaviour are very different (note though that social marketing claims just the opposite, http://bit.ly/
16J5LT).
51. In summary, more and more websites (UGC-based, pro-social, political, e-health, ...) are aiming at other user behaviours than
spending money, and the motives that drive users to do this are not value-for-money. Thus, traditional marketing models
(which are behind most of today‘s online marketing and conversion optimisation) fail to grasp them.
52. Homo Oeconomicus
The fourth and final reason is that even with run-of-the-mill commercial transactions, decades of research have shown that
we are not the fully informed, fully rational, always profit-maximising homo oeconomicus that economic theory and marketing
would like us to be.
53. Q&A
4 Contexts
But if traditional marketing and HCI cannot tell us what drives our users‘ behaviours, the obvious next question is:
59. Moti
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The answer is: all of the above, and many more. This (certainly incomplete) graphic shows just the major strands within the
different academic disciplines that might have something to contribute to persuasive design.
60. Moti
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As a purely subjective selection, there are some that stand out: Apart from the already-mentioned persuasive technology, it‘s
sig
traditional rhetorics and persuasion research, the politics of artifacts in science studies, design with intent (of which later
De
more), incentive-centered design in CS, and finally, two fields within economics that have managed to receive the lion‘s share
of current professional and media attention.
61. Cognitive Neurosciences
The first one is cognitive neurosciences and its popular applications. This is often mere psychology repackaged with a more
marketable brand, as the studies most of these books draw upon were published in the 1950s, 1960s and 1970s, without the
imaging technology for brain activity that characterises today‘s cognitive neurosciences.
62. Behavioural Economics
As a look in any current non-fiction bestseller list and this Gartner Hype Cycle for 2008 shows, the second up-and-coming
research field is behavioural economics. It comprises of economists who recognized that their homo oeconomicus does not
adequately explain (let alone predict) human behaviour.
63. Behavioural Economics
Traditional economic models failed...
... because they looked ... because they ignored
at the wrong incentives systematic distortions
Oversimplifying again, there are two main reactions to this insight: 1. Human beings are economic creatures, we‘ve just
looked at the wrong incentives. If we include the right incentives, the models work fine. 2. Human behaviour really deviates
from rational profit-maximising. However, we can describe these systematic deviations and include them in our models.
64. 5 Strategies
Q&A
Moving on, how might we as designers include the findings of all these disciplines into our practice of creating persuasive
experiences? Personally, I have found the 1980s video game „Marble Madness“ to be a helpful visual metaphor to make
sense of human behaviour, and sort the different possible ways to affect it through design.
65. Life: A Game of Marble Madness
In this game, the player navigates a marble through a labyrinth toward a goal. On the way, all kinds of physical forces affect
the marble: gravity, slippery or sandy grounds, rubber bouncers, vacuum devices, ... The final course of the marble emergres
from the interplay of inner steering and outer forces - which, I feel, is a pretty accurate concept of human behaviour.
66. * Iconography shamelessly appropriated om Dan Lockton
Constraints* Facilitation
Motivation
Seen this way, there are three major strategies in which behaviour (the marble‘s course) may be changed: One might restrict
the pathways that are open, ease the way along certain pathways, or shape the impulses that push or tug in certain
directions.
67. Constraints
Limit possible behaviours,
exclude unwanted behaviours
Let‘s look at the first one: The design excludes deviations from the desired path of behaviour.
68. Constraints
My favourite example for these constraints is Immanuel Kant. He had an agreement with his servant Lampe to throw him out
of bed each morning at 7 a.m., no matter what Kant might reason, promise or threaten at that specific morning.
69. We are all using such self-imposed constraints when we take a retreat in a cloister or health resort. We find it too difficult to
get clear or lose weight in our everyday life; therefore, we put ourselves in an environment that automatically excludes all
stimuli and opportunities to deviate from our own goals.
70. Another nice example is this bitter nailpolish for people with a nailbiting tic: Each time they unconsciously start to bite their
nails again, the bitter taste interrupts the habit.
71. The most obvious and blunt form of such constraints in digital media is of course digital rights management that directly
controls what a user can and cannot do with a given file or application, ...
72. ... or which users are allowed to use it in the first place.
73. The checkout process of e-commerce sites is another good example. Once the user has signaled her decision to buy, the
sites immediately remove all information and options that might distract from completing the checkout. The final amazon.com
checkout page doesn‘t even offer a back button - all you can do is complete the checkout, or abort it by closing the browser.
74. ClaimID founder Fred Stutzman has created a nifty „retreat app“ to help people constrain their own online procrastination. You
just enter the amount of minutes you‘d like to be free, and the software disables the networking capablity of your Mac for that
duration. http://www.ibiblio.org/fred/freedom/
75. One might easily imagine a similar functionality on social networking sites that struggle with public accusations of „online
addiction“. Their customers could set themselves time limits for usage.
76. Note
Gee, time flies! You‘ve already spent one hour
on Facebook today - and you were pretty clear
you only want to join us for that duration each
day. So, please, come and see us tomorrow.
Close
77. Defaults
A far subtler form of constraint are defaults. Users generally take the path of least resistance and don‘t change the default
settings, as a study on US driver‘s licenses has shown. The form asked whether the applicant would like to donor her organs
in case of death - and just changing the default from „no“ to „yes“ increased the number of donors by 80%.
78. Default settings are an easy case for persuasive web design. Again, you might further your site‘s goals („receive notification
on special offers? Yes!“), or help the user follow hers, e.g. by raising the default security settings (though raising your privacy
settings might also be a way of damaging your competition, see the IE8 privacy settings potentially blocking Google ads).
79. The power of defaults has already been recognized - to the point that being included in the default set is a sellable,
measurable asset. How much would you pay to be included on this page? Put into a design principle again:
80. HOW MIGHT WE...
close off detours from the
desired behaviour,
without taking away the
user‘s sense of control?
81. Facilitation
Ease the translation of the user‘s
intentions into behaviours and habits
Let‘s move on to the second family of design strategies: Helping to translate vague, transient intentions („I should ...“) into
concrete, lasting behaviours.
82. Make behaviour visible
There first step here ist to make your behaviour and its consequences visible. How many of us would turn off appliances on
stand-by, or unplug transformators, if their cables would signal through bright light that they are indeed using lots of elecrticity
right now?
83. „Personal Informatics“
This notion already has its own name: personal informatics. (And if you haven‘t already, check out the mad, beautiful genius of
Daytum-founder Nicholas Felton‘s own annual life in numbers, http://bit.ly/Tazj5).
84. Making the impact of your behaviour visible and measurable is also a common strategy within ecological design. Just add
meters to any kind of daily consumption.
85. →
For online procrastination, there‘s RescueTime, which tracks and visualizes which apps and kinds of websites you use for
how long. http://www.rescuetime.com/
86. For your personal energy consumption, there‘s WattzOn http://www.wattzon.com/.
87. Though my favourite example (which will accompany us for a little from this point on) is the social travel network Dopplr,
where you can track your planned trips and check whether your friends will be there at the same time. http://dopplr.com/
88. More interestingly, Dopplr also offers a CO2 calculator for your travels. In September 2008, for instance, I took a transatlantic
flight - and produced around 2 tons of CO2. In December 2008, on the other handy, I did not travel and thus produced no
CO2 - „we envy you“. (Note the subtle emotional difference between this praise and eco-typical admonition.)
89. However, as important as the capturing and making visible of one‘s behaviour is, mere numbers alone produce little
momentum.
90. Make it personal
The first thing to do is to make them personal. There‘s a world of difference between „In 2008, German CO2 emissions
increased by 20%“ and „YOU emitted 4 tons of this stuff“.
91. 4.802 kg
Make it graspable
However, we human beings are terrible with big, abstract numbers. They don‘t make sense. So present those numbers in a
way that is immediately, visually comprehensible, that makes sense and relates to a human scale.
92. 4.802 kg
You will burn 23 trees this year
Make it emotional
Next, try to find a representation that also speaks to emotion - in a way that makes sense and adds to the message in the
given context.
93. My personal favourite for a numerical display that is personal and emotional is the Deathclock. Enter your date of birth, sex,
weight and height, and it calculates your statistical date of death, with the seconds ticking away live. If that doesn‘t stop your
online procrastination... http://www.deathclock.com/
94. 4.802 kg You will burn The average person
23 trees this year burns 3 trees per year
Make it comparable
Another tactic is social comparison. I produce 4,8 tons of CO2 - is that much? Too much? Is it little? How are others doing?
95. Here‘s a smart example for social comparison used in an utility bill (found on a recent core77 post by Robert Fabricant on
user-centered design for social change, http://bit.ly/bU8M7).
96. 4.802 kg You will burn 23 trees Your aim for 2009: 5 trees
this year, 18 too many (3 less than 2008)
Set (SMART) goals
So let‘s assume you receive a graspable, personal, emotionally appealing depiction of your behaviour: How to translate that
impulse into action? One thing is to offer concrete goals instead of letting the impulse dissipate in a vague „Aw yes, I
should...“. (Think self-management 101 built into the architecture of our designs.)
97. →
RescueTime offers exactly that for your computing behaviour: Set yourself goals which kind of software or website you‘d like
to use for how long each day (and receive alerts if you miss your target).
98. 4.802 kg You will burn 23 trees Your aim for 2009: 5 trees
this year, 18 too many (3 less than 2008)
☒ Plant 18 trees instead
☐ Take a train instead and save 4 trees
Offer concrete actions
Then, when there‘s an impulse to act and a concrete goal, offer a concrete action to achieve that goal (easily, without too
much effort) - not some time, but right at the spot where the impulse occurs.
99. καιρός
This is the principle of „kairos“ in classical rhetorics, literally the „opportune moment“: To persuade her audience, a speaker
has to address it at the right point in time and space, in the right mood, at the right step within her speech, when the audience
is the most seducible.
100. „seducible
moment“
Which is why web designers speak of this as the „seducible moment“.
101. A brilliant case in point is this reverse vending machine for deposit bottles. You might either push green (and get a receipt you
cash in at the exit), or push yellow and rather donate that little money - which you actually don‘t have at this point (so it
doesn‘t feel like a loss), is a tiny amount to begin with and saves you the hassle of carrying and remembering the receipt.
102. You will burn 23 trees
this year
This trip burns 10 trees (440 kg CO2): ₤ 12.00
Plant 10 trees
Returning to our Dopplr example: What is the most opportune moment? Not when I enter the trip into Dopplr - by then, I‘ve
likely already booked the flight - but during booking.
103. You will burn 23 trees
this year
This trip burns 10 trees (440 kg CO2): ₤ 12.00
Plant 10 trees
☒ Remember Settings
And then, you might as well add some default to turn this one-time behaviour into a stable one.
104. ☒ Einstellung merken
Which is, in fact, what Easyjet is already doing (albeit only on their English language sites) as a Corporate Social
Responsibility measure.
105. 1. When and where is
the user most
motivated to act?
Translating this notion of kairos into an actionable design principle: When we design a site or application, we should always
ask ourselves two questions. Question one: When and where is the user most motivated to act?
106. 2. When and where is
the user most likely
to act?
Question two: When and where is the user most likely to act? Summarised in one sentence:
107. DESIGN PRINCIPLE
No impulse without a fitting
opportunity to act,
no site of action without a
fitting impulse.
108. SpendTrend
☒ Einstellung merken
Another nice example for multiple facilitating tactics rolled together with kairos is this credit card addon by MIT Media Lab‘s
Sajid Sadi (http://bit.ly/lEVMZ). The user can set personal limits for different kinds of spending, and the card gives a simple
traffic light feedback whether the purchase you just swiped threatens to break the limit.
109. ACTION
Design an application that
facilitates individual control of
online overspending,
leveraging kairos.
Of course, it would be even nicer if the card warned you before you swipe it. So as a call to action for this year‘s reboot, I
suggest translating and improving the same problem solution to the web.
110. (If you need more inspiration, IDEO has combined spending with defaults in their Bank of America service design Keep the
Change to encourage saving. All purchases are rounded up to the next even amount, and the difference is added to your
savings account. http://bit.ly/bOMur)
111. Tangential Motivation
The behaviour satisfies motives not
directly related to the behaviour
Moving on to the family of strategies concerned with motivation. Here, I see three loose subgroups: tangential, intrinsic, and
extrinsic. The first one is to recruit some motive that isn‘t really core to the intended behaviour, but nevertheless satisfied by it.
Sounds cryptic?
112. Good Gestalt
Here‘s an example: Use gestalt laws. This light switch nudges us to turn off the light (state shown in the right picture),
because we feel the need to reestablish the visual forms that are disrupted when the light is switched on (left picture).
113. Completeness
Another good example is our drive towards vissual completion of patterns. Many social networking sites use this as an
incentive to „complete your profile“.
114. Completeness
Maybe the smartest way of using this is showcased by Panini football stickers albums; they blend the drive for completion
with other psychological mechanisms of collecting (scarcity, social facilitation) to an addictive mix. (If you‘re too young for
sticker albums, think trading card games.)
115. HOW MIGHT WE...
design interfaces so that the
intended behaviour creates a
good visual gestalt at the
same time?
116. Intrinsic Motivation
An activity is in and of itself motivating,
it is its own end
The second group of motivational strategies is to make the behaviour itself so pleasurable, fun and worthwhile that it
becomes and end in itself. And which designers know best how to create pleasurable, fun experiences?
117. „Reality is broken. Games work
better. ... Games are the ultimate
happiness engines.“
Jane McGonigal
UX Week 2009
Game designers! Or at least that‘s what Jane McGonigal, designer and researcher of Alternate Reality Games, proposes:
Games are „happiness engines“, and game designers should apply their knowledge in creating them to all strands of life.
http://bit.ly/krBhf
118. Though beware: Game design does not mean to simply slap points, levels and a highscore ranking on any given activity.
119. A case in point for this simplistic approach is „Attent“ by the Serious Gaming business consultancy Seriosity. They promise to
manage office mail clutter by adding a point currency system: You add point rewards to mails according to their urgency, and
receive points attached to mails by replying to them. http://www.seriosity.com
120. A better example is „Chore Wars“, which overlays a complete Online Roleplaying Game mechanic ontop everyday household
chores. Players assume roles and collect experience points by solving „quests“ consisting of household tasks. http://
www.chorewars.com
121. The gaming experience
★ voluntary challenge
★ safe experimentation space without consequence
★ clear goals
★ clear options
★ clear end states
★ clear, strong feedback
★ self-efficacy
★ optimal learning scaffold
★ space and opportunity for socializing
Media psychologists and game designers have sketched first theories about why exactly games are such „optimal
experiences“ (see last slides for more references). In general, games are voluntary, save, and much more prestructured and
clear in their goals, choices and consequences than everyday life - but still offer „interesting choices“ on each step.
122. Difficulty
Anxiety
fl ow
Boredom
Ability
One very popular model comes from psychologist Mihaly Csikszentmihalyi who extensively studied the shared properties of
„optimal experience“. According to him, we don‘t find total relaxation optimal, but challenges where our abilities are fully
called upon: activities that are neither too hard (= stress & anxiety), nor too easy (= boredom). And through many testing
iterations, video games perfectly match their difficulty curve with the learning curve of the user. Also, they dynamically adapt
their difficulty in any given situation, thus continuously keeping the player in the optimal „flow tunnel“. This is a radical break
with the standard approach of usability to make everything as easy as possible - and I have no easy answer to reconcile this
tension :). http://bit.ly/NrjHf
123. A twist to making the intended behaviour intrinsically motivating is to create an intrinsically worthwhile activity that has the
intended behaviour as a side effect. Delicious does this in terms of usefulness (it helps you to keep your bookmarks sorted
while reaping the side benefit of a collective bookmark pool), but you can also do it with in terms of pleasure, like the ESP
game: Players have to guess which word their human opponent on the other side will think of first when seeing a displayed
picture. In the background, they are really creating high-quality tags for web images. http://bit.ly/y3Imr
124. HOW MIGHT WE...
turn the intended behaviour
into a voluntary challenge
with clear conditions that
creates strong feelings of
efficacy?
125. Extrinsic Motivation
External incentives motivate the
intended behaviour
But what if you cannot make your intended behaviour compelling and enjoyable? Let‘s look at the last set of motivational
strategies: extrinsic motivators.
126. AN
PA TI
TT -
ER
N
Rewards
Again, a word of caution: Decades of psychological research have shown that simple external incentives such as money,
grades etc. have only short-term, transient effects and might actually decrease motivation if the user already has other
(intrinsic, social, ...) motivations to do something („I‘m not in it for the money!“).
127. The best one-book summary on this topic is „Punished by Rewards“ by Alfie Kohn. http://bit.ly/Buwc6
So, if rewards don‘t work, what kind of motivator does? The answer is (at least on the „social web“): social!
128. Social motivators
★ Recognition
★ Belonging
★ Comparison
★ Facilitation
★ Peer pressure
★ Reciprocity
★ Cooperation
★ Competition
★ Social control
★ on and on and on ...
Practically all „social media“ and „social networks“ work so well and develop addictive qualities because they utilize the full
palette of social motivators so masterfully - combined with strategies of facilitation. The list is so long that it warrants another
presentation, so I can only point out two exemplary ones and reference the literature here (i.e. at the end of the slides).
129. Call Visi
bi
Acti to Pref
orm
lity
on
acti at
on
a-
mp
Co on
ris Reci
proc
ity
l
S ocia l
tro
con
Reco
g
nitio -
n
r
Pee re
su
p res
ition
pet
Com
Just take twitter. One of the most interesting social mechanics (that‘s also used by Facebook status updates) is what I call the
„livestream effect“ of social comparison. The moment I have a couple of „friends“ or „followees“, by virtue of sheer
mathematics, they will collectively produce more updates than I myself - thus constantly encouraging me to post more in
order to „keep up“.
130. Public Commitment
Another social tactic to motivate yourself are public commitments, The PledgeBank by mysociety.org offers a platform where
users can make public pledges and collect social support - „I promise to do X if Y amount of others promise to do the same“.
www.pledgebank.org
131. StickK has turned this into a self-help tool: Users can commit themselves to a goal (like losing 20 pounds) in a contract,
define a (monetary) stake they would lose, and find another user as a referee who monitors their progress. https://
www.stickk.com/
132. Q&A
6 Questions
So, what‘s missing? There‘s no doubt that persuasive design is just in its infancy. It‘s an unsorted and incomplete toolbox.
133. Open Questions
★ Theory: How does it work?
★ Terminology: How to speak about it?
★ Taxonomy: How to sort it?
★ Methodology: How to apply it?
★ Metrics: How to measure it?
★ Ethics: Isn‘t that immoral?
We still lack models, methods, taxonomies to systematically think and talk about persuasive design, and apply it in our
designs. We lack metrics to test, prove and communicate its effectiveness. And most importantly, we have to answer to
ourselves: Isn‘t this a rather shady business?
134. „Persuasion Architecture“
★ Uncovery
★ Wireframing
★ Storyboarding
★ Prototyping
★ Development
★ Optimization
As regards theory and methodology, in „Call to Action“, the Eisenberg brothers suggested a five-step method for persuasion
architecture (http://www.calltoactionbook.com) - though personally, I don‘t find it very helpful. It‘s basically no different than
any other standard user-centered design process.
135. Quintilian, „Institutio oratoria“
inventio finding the argument
dispositio ordering the argument
elocutio explicating the argument
memoria rehearsing the argument
actio presenting the argument
Compare this with the classical method for preparing a speech, and you‘ll find that nothing much has changed for the past
millennia. (As an aside, listen to Robert "r0ml" Lefkowitz talk on Quintilian as a blueprint for software development, http://
bit.ly/38cQPe).
136. Aristoteles, „Rhetorics“
ethos character, credibility of the speaker
pathos speaking to emotion: images, stories
logos speaking to reason: valid arguments
Another valuable classic model are the three main means of persuasion in Aristotle‘s „Rhetorics“: A speech is persuasive by
virtue of the speaker‘s character (online trust, anyone?), appeals to the emotions of the listener, or the validity of the argument
itself. (Idea to look at Aristotle nicked from Colleen Jones‘ beautiful slides on persuasive web copy: http://bit.ly/nW32l).
137. B.J. Fogg, „Functional Triad“
tool increases capability
social actor creates relationship with computer
medium provides experience
social space enables social communication
In „Persuasive Technology“ (http://bit.ly/AQUId), Fogg speaks of three ways computers might persuade us: they increase our
ability to do or persevere, they build a social relationship with us (by providing feedback, praise, etc.), or they convey
compelling experiences. (In his more recent work on Facebook as a persuasive technology, he puts additional emphasis on
the ability of digital technology to connect humans to persuade each other - though the wording „social space“ is my own).
138. Method Cards
Stephen P. Anderson says he‘s currently working on a set of „method cards“ for the different tactics of seducing users.
Though as of today (June 2009), nothing is public yet - apart from this gorgeous presentation: http://bit.ly/zoyG5
139. Persu
asive
not
even
alph
a!
Pattern Library
As for myself, I keep a huge mindmap that shall eventually become an online pattern library. (Whoever wants to join is
cordially invited: sebastian /ät/ dings /dot/ cc ^_^).
140. Design With Intent Toolkit
Currently, the best and most mature taxonomy and method I know of is Dan Lockton‘s „Design With Intent Toolkit“ - a must-
read, as is his blog „Architectures of Control“: http://bit.ly/18NfOB
141. Mind Control?
I‘d like to close with the question of ethics: Usability ultimately serves the user, persuasive design „manipulates“ users: Isn‘t
that unethical? The usual ethical standards are to avoid deception and outright coercion (the user should always be able to
choose and consent), and to make your own intentions transparent.
142. „You cannot not communicate.“
Paul Watzlawik
Metacommunicative Axiom
But then again, just as we cannot not communicate ....
143. „You cannot not ------------
communicate.“
influence
Paul Watzlawik
Metacommunicative Axiom
-----------
persuasive
... we cannot not influence other people. The moment we interact with anyone, we also, by the nature of social interaction,
affect them. So the ethical question is not whether we persuade or not, but (a) how we do it, (b) with which intentions, and (c)
to what effect?
144. Wha
t the
desi
gne
inte r
nde
d
And finally, we should never forget that there will always be a world of difference between our intentions as a designer ...
145. Wha
t the
user
s did
... and the uses people invent for our creations.
146. Some Online Resources
★ Dan Lockton‘s blog: http://
architectures.danlockton.co.uk
★ Fogg‘s Captology laboratory @ Stanford University:
http://captology.stanford.edu
★ Google Group Design and Behaviour: http://
groups.google.com/group/design-and-behaviour
★ The most important conference on the subject, the
annual „Persuasive“: http://persuasive2009.net
147. Books to read
★ B. J. Fogg (2003): Persuasive Technology. Using Computers to Change What
We Think and Do. http://bit.ly/AQUId
★ Richard H. Thaler, Cass R. Sunstein (2008): Nudge. Improving Decisions About
Health, Wealth, and Happiness. http://www.nudges.org
★ Joshua Porter (2008): Designing for the Social Web. http://bokardo.com/p/759
★ Dan Arielly (2008): Predictably Irrational. The Hidden Forces That Shape Our
Decisions. http://predictablyirrational.com
★ Steven D. Levitt, Stephen J. Dubner (2006): Freakonomics. A Rogue Economist
Explores the Hidden Side of Everything. http://freakonomicsbook.com
★ Mihaly Csikszentmihalyi (1990). Flow: The Psychology of Optimal Experience.
http://bit.ly/qa0rC
★ Raph Koster (2005): A Theory of Fun for Game Design. http://bit.ly/2rddnB
148. For the sake of completeness (yet not
really recommended)
★ Andrew Chak (2003): Submit Now. Designing Persuasive Web Sites. http://
bit.ly/19ahgz
★ Bryan Eisenberg, Jeffrey Eisenberg (2005): Call To Action. Secret Formulas to
Improve Online Results. http://www.calltoactionbook.com
★ Bryan Eisenberg, Jeffrey Eisenberg (2005): Waiting for Your Cat to Bark?
Persuading Customers When They Ignore Marketing. http://bit.ly/wC8U
★ Susan M Weinschenk (2008): Neuro Web Design. What Makes Them Click?
http://bit.ly/p5Pog
★ Mark Lindstrom (2008): Buyology. Truth and Lies About Why We Buy. http://
www.martinlindstrom.com