This document provides an overview of ethnography methodology for user experience research. It discusses how ethnography involves observing people in their natural environments to understand cultural practices and beliefs. The document outlines different types of ethnographic studies, such as longitudinal and cross-sectional studies. It emphasizes that ethnography requires observing over time to identify patterns. The document also covers ethnography etiquette for researchers, such as being prepared and flexible, as well as how to design an effective ethnographic study through observation and interview techniques.
Presentation given to the NH chapter of the Usability Professionals Association on focus groups. Covers basic approaches to planning and running a focus group, and where this methodology fits into a standard usability practice
Harvesting user insights revolve conf v09Darren Kall
An awareness talk about a low-invasive UX technique for non-scientists to participate in gathering user insights. Not a substitute for professional data gathering but a way to add first-hand experience for ANYONE on a product team. Everyone who plays a role in design decision making should have first hand direct observation of real people doing real tasks in the real world!
The Three Fates: Weaving Research Into a Product’s Destinysusiesimondaniels
From Fluxible 2015, Janice de Jong, Julia Thompson, and Susan Simon Daniels share a workshop on how to create a plan for weaving research into your product’s destiny and spinning out a meaningful user experience. Learn about trends forecasting, exploratory research and usability testing your customers' experience.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
3 Cs of Design - Charters, Critique, and Culture - Amuse ConferenceRuss U
I’ve worked for a lot of idiot managers in my career. And then, one day, after I had become a design manager myself, it finally dawned on me: Now I’m the idiot! I had a lot of ideas about what a good manager is, how one acts, and the exact positioning of where the spotlight should land on the hero, which was absolutely supposed to be me. Thanks, ego.
Heroically speaking, I failed on many, many levels. I didn’t understand how to understand a team, and help turn their perceptions and expectations into something shared and agreed upon. I didn’t understand how to foster critique; I only knew that I was in charge of design and that I had the final say. Most of my career has been an exercise in “trial by fire” and this process worked well when I was a designer and was trying to master the art of the task flow, site map, wireframe, prototype, personas, and so on. In leadership positions, the option to go back to the drawing board or to iterate hasn't always been readily available--nor as painless to my pride and potentially my pocketbook.
The passing of time, the second and third chances that I’ve been given, and the sound advice that I didn’t want to listen to in the past have opened me up to a much different perspective. Oh, I’ve still got plenty to learn, and I’m excited to share some of what I’ve learned about charters, critique, and culture of design organizations.
Jon Dodd - How to spot good from bad research for any customer interaction |...Unboxed
In this talk from Bunnyfoot founder Dr Jon Dodd at Unboxed 2019 (held at the Curzon cinema on the 16th of October), he explained how to determine if your customer research was giving you good data.
Jon showed how accurate customer testing is a vital part of user-centred design and how the data from it reduces knowledge gap between customer and management expectations. It can help any marketing campaign - but only if we understand our limitations and what good data looks like.
An end to end design thinking exercise. An inclusive activity for the whole team to participate. From designers, to researchers, to engineers and product managers.
A method is proposed to help designers understand the context for slow change interaction design (SCID). The method involves recruiting participants undergoing slow changes and having them journal about their environment, routines, knowledge, attitudes, practices and beliefs over several months. Designers would then facilitate workshops to help participants create journey maps analyzing their context and identifying realistic goals. The goal is to reveal how a participant's context and goals change over time to inform the design of technologies supporting slow changes.
Presentation given to the NH chapter of the Usability Professionals Association on focus groups. Covers basic approaches to planning and running a focus group, and where this methodology fits into a standard usability practice
Harvesting user insights revolve conf v09Darren Kall
An awareness talk about a low-invasive UX technique for non-scientists to participate in gathering user insights. Not a substitute for professional data gathering but a way to add first-hand experience for ANYONE on a product team. Everyone who plays a role in design decision making should have first hand direct observation of real people doing real tasks in the real world!
The Three Fates: Weaving Research Into a Product’s Destinysusiesimondaniels
From Fluxible 2015, Janice de Jong, Julia Thompson, and Susan Simon Daniels share a workshop on how to create a plan for weaving research into your product’s destiny and spinning out a meaningful user experience. Learn about trends forecasting, exploratory research and usability testing your customers' experience.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
3 Cs of Design - Charters, Critique, and Culture - Amuse ConferenceRuss U
I’ve worked for a lot of idiot managers in my career. And then, one day, after I had become a design manager myself, it finally dawned on me: Now I’m the idiot! I had a lot of ideas about what a good manager is, how one acts, and the exact positioning of where the spotlight should land on the hero, which was absolutely supposed to be me. Thanks, ego.
Heroically speaking, I failed on many, many levels. I didn’t understand how to understand a team, and help turn their perceptions and expectations into something shared and agreed upon. I didn’t understand how to foster critique; I only knew that I was in charge of design and that I had the final say. Most of my career has been an exercise in “trial by fire” and this process worked well when I was a designer and was trying to master the art of the task flow, site map, wireframe, prototype, personas, and so on. In leadership positions, the option to go back to the drawing board or to iterate hasn't always been readily available--nor as painless to my pride and potentially my pocketbook.
The passing of time, the second and third chances that I’ve been given, and the sound advice that I didn’t want to listen to in the past have opened me up to a much different perspective. Oh, I’ve still got plenty to learn, and I’m excited to share some of what I’ve learned about charters, critique, and culture of design organizations.
Jon Dodd - How to spot good from bad research for any customer interaction |...Unboxed
In this talk from Bunnyfoot founder Dr Jon Dodd at Unboxed 2019 (held at the Curzon cinema on the 16th of October), he explained how to determine if your customer research was giving you good data.
Jon showed how accurate customer testing is a vital part of user-centred design and how the data from it reduces knowledge gap between customer and management expectations. It can help any marketing campaign - but only if we understand our limitations and what good data looks like.
An end to end design thinking exercise. An inclusive activity for the whole team to participate. From designers, to researchers, to engineers and product managers.
A method is proposed to help designers understand the context for slow change interaction design (SCID). The method involves recruiting participants undergoing slow changes and having them journal about their environment, routines, knowledge, attitudes, practices and beliefs over several months. Designers would then facilitate workshops to help participants create journey maps analyzing their context and identifying realistic goals. The goal is to reveal how a participant's context and goals change over time to inform the design of technologies supporting slow changes.
The document outlines the process of synthesizing research findings from generative user research. It discusses moving from individual analysis of raw data to collaborative synthesis of themes and patterns. Key steps include identifying early themes in debrief discussions, individual analysis through annotating transcripts and videos, collaborative analysis by presenting "case studies" of research participants and clustering findings on a whiteboard, and refining insights into higher-level themes and opportunities.
This document summarizes the Creative Problem Solving (CPS) process developed in the 1950s by Alex Osborn and Dr. Sidney J. Parnes. The CPS process follows three stages (explore the challenge, generate ideas, prepare for action) and six steps to guide groups through divergent and convergent thinking. It was created as a more structured alternative to typical brainstorming approaches and encourages the generation and exploration of many options without judgement before converging on solutions.
This document outlines 10 steps for running an effective brainstorming session to foster creativity: 1) Ensure the right environment by choosing an appropriate time, place, group size and supplies. 2) Do homework like understanding the topic, preparing materials and considering the session structure. 3) Set the right tone by suspending judgement and nurturing ideas. 4) Warm people up with creative puzzles or games. 5) Clearly introduce the challenge or problem. 6) Structure the session using techniques like dividing tasks or setting rules. 7) Facilitate discussion by listening, drawing people in, and giving ideas time to develop. 8) Jazz it up by re-expressing ideas in different forms or using random word generators. 9) Refine top
ThoughtForm Webinar | Using visual thinking for better meetingsThoughtForm
Learn how to use visual thinking to make your meetings more engaging, inspiring, and productive in this webinar from ThoughtForm originally given on March 6, 2018.
Game-Changing Audience Research TechniquesBlackbaud
This document discusses low-cost user research methods that non-profits can use to test their websites and improve outcomes. It promotes brief user tests at Starbucks to observe people completing tasks on a website. Card sorting is presented to understand how users organize information. Surveys are suggested to answer specific questions about current users, with tips on keeping them short and analyzing responses. The presentation aims to demonstrate user research can be done easily and cheaply.
Designer Games - Creative Exercises to Enhance Your WorkJohn H Douglass
Ultimately we’re all fighting for users, but which ideas will win their favor? Sometimes, in the battle arena of meetings, requirements and design reviews, the loudest voice gets heard but not necessarily the best. Sometimes design sensibilities and user feedback take a backseat to politics, short-term goals or decisions by committee. In this talk you’ll learn more about a few useful weapons, such as gamestorming and design critiques, to make sure the best ideas win.
Nobody's Got Time for That: The Case for Making Time for Creative CultureJeffrey Stevens
Teams that allow time for the creative process are essential for modern, forward-thinking organizations. Part one of this presentation discusses tips and techniques for building a team culture that makes the time for mental breaks and collaborative exercises that promotes creativity and problem-solving. Part two discusses some of the psychological factors that keep us from taking that creative leap forward. Presented by Jeff Stevens and Carlos Morales and the 2014 Summer UF Health Communications Retreat at the Hippodrome.
Diving Deep: Uncovering Hidden Insights Through User InterviewsSusan Mercer
User interviews are a great technique for getting to know your target audience. However, sometimes people don’t feel comfortable answering questions from a researcher completely honestly. Other times they don’t know how to articulate exactly what they need, want, or feel.
We will examine research from psychology and market research to understand techniques for interviews to help you uncover insights beyond people’s superficial answers. We’ll explore conversation theory, projective techniques such as image associations, collaging, and others to encourage participants to share their stories. You'll learn to uncover hidden, actionable insights to fuel your designs.
Meta Meta Meta
You have attended workshops, you have seen them masterfully commanded by other people, and you really want to get a handle on doing this workshop thing yourself. This workshop is the workshop that will help you create and facilitate a workshop of your very own, in whatever workshop fashion you decide upon.
Mushroom Mushroom
Russ Unger will help you identify the path unlocking the workshop achievement in whatever platform you choose. You will learn how to plan your agenda, structure your workshop, and identify the tools that are needed to help you along the way. Preparation is only a small portion of The Workshop Workshop; you will also gain from the wisdom of the CrankyTalk Workshops to help you feel more comfortable with your material–and yourself–in front of a group of people who are relying upon you to be their guide.
Snake
There will be activities where you will experience the true nature of “trial by fire” or “getting your feet wet” (whichever metaphor you prefer). That is correct: You will be leading your very own workshop within The Workshop Workshop, and presenting your findings and results back to the rest of the workshop attendees.
Bring your most comfortable pair of shoes, your favorite writing utensil, and all the gumption you can muster.
This presentation and hands-on workshop will describe the process of conducting user interviews at Pivotal Labs Denver.
It’s a way of understanding your users problems, needs and behaviors. It’s not the only way but represents many of the same activities and exercises used within similar companies and agencies.
Building Character: Creating Consistent Experiences With Design Principles- ...Mad*Pow
Inconsistency is one of the most common points of breakdown and frustration in the interactions and experiences we have. Whether we’re interacting with other people, applications, our bank, our doctor, our government, anyone, we form expectations and understandings of what someone or something will do based on our previous experiences and their past behaviors. When something happens that doesn’t fit with those expectations–that seems out of character–we’re caught off guard. What do we do next? What should we expect now?
Principles act as rules that guide how we think and act. Formed by our motivations, values, and beliefs, we use them as “lenses” through which we examine information in order to make decisions on what to do. And because of their persistent influence on our behavior, they influence other’s views and expectations of us. Using these same kinds of constructs throughout the design process we can design interactions and consistent behaviors that set and live up to expectations for our audiences.
ALA PLA Design Thinking Workshop June 2015mfrisque
The challenges facing librarians are real, complex and varied. As such, they require new perspectives, new tools, and new approaches. With support from the Bill and Melinda Gates Foundation and in partnership with Chicago Public Library and Aarhus Public Library, IDEO created a toolkit for using design thinking to better understand library patrons. These are the slides that were used in the ALA/PLA pre-conference titled Designing the Future: A Design Thinking Toolkit that was held on June 26, 2015. The complete toolkit that was used in the workshop can be found here http://designthinkingforlibraries.com.
Wu Jiajin UXID2014 Researching User’ ExperienceUX Indonesia
Wu Jiajin is a Sr User Experience Consultant at Objective Asia
At the UXID2014 conference, she made a workshop about how to do a UX research. Here is what she said about the workshop:
"Empathising with the people who use your products is critical in UX Design. You must get to know your users intimately and Jiajin will review lots of ways to do that:
1. Types of user research and choosing what methods to deploy
2. When to do usability testing in your design process
3. Getting user research done quickly in Agile projects."
--
UXID is a User Experience community in Indonesia, consisting of enthusiasts from various disciplines of design, marketing, business, and technology, who are passionate about designing great experiences for people and business.
UXID holds regular meet ups and sharing sessions with Indonesia’s renowned UX practitioners and enthusiasts.
The community is organizing the first UXID conference on 6 November 2014 in Jakarta. During this inspiring full day event, participants will learn the best practices from international UX experts and local business leaders, and connect with other professionals from the industry and academia.
Interview hustle stand out by being better prepared than your competition b...QA or the Highway
The document provides tips and strategies for standing out during a job interview by being better prepared than other candidates. It discusses researching the company and role thoroughly, having well-prepared answers to common interview questions, and practicing interview skills. The key is to tell stories in responses that demonstrate your relevant experience, judgment, skills, personality, and leadership abilities. With practice and preparation, candidates can learn to hustle and maximize their chances of scoring the job.
The document provides an overview of a workshop on insight-inspired innovation. It includes an agenda that covers introduction, research, methods, synthesis, ideation, and reflection. It discusses key concepts like using research throughout the development cycle, taking a fresh look at people and existing ideas, and iterating and improving. It also covers specific topics like different types of research methods, the synthesis and ideation process, developing opportunities and strategies, and scoping solutions. The goal is to move from insights to solutions in a way that is inspired by research findings.
Succession Management - A Design Thinking ApproachDavid Underwood
This document outlines a design thinking approach to succession management. It discusses defining challenges, brainstorming ideas, and creating storyboards and experiments to test assumptions. The goal is to help organizations meet evolving needs by considering how to connect different cultures, embed diversity in planning, and redefine traditional job roles in succession management. A design thinking process of inspiring, ideating, and implementing solutions is presented as a way to develop innovative strategies.
3 Cs of Design: Charters, Critique, & CultureRuss U
The document discusses various topics related to team leadership and culture, including the benefits of creating a team charter, implementing a continuous critique process, facilitating collaboration, and cultivating a strong team culture. Some key points covered include defining a team's purpose, commitments, focus areas, and growth opportunities in a charter; assigning critique buddies to provide feedback on work; emphasizing servant leadership and setting people up for success; and remembering that leadership is more about the team than any individual. The overall message is that non-technical skills like these are important for team and life success.
Techniques for getting the conversation right when you talk to your customers and users, for analyzing your data and modeling that data into personas. Anyone can do this!
Diving Deep: Uncovering Hidden Insights Through User Interviews - Boston Chi ...Mad*Pow
Boston Chi Event With Mad*Pow's Susan Mercer: "User interviews are a great technique for getting to know your target audience. However, sometimes people don’t feel comfortable answering questions from a researcher completely honestly. Other times they don’t know how to articulate exactly what they need, want, or feel.
We will examine research from psychology and market research to understand techniques for interviews to help you uncover insights beyond people’s superficial answers. We’ll explore conversation theory, projective techniques such as image associations, collaging, and others to encourage participants to share their stories. You'll learn to uncover hidden, actionable insights to fuel your designs. "
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The document outlines the process of synthesizing research findings from generative user research. It discusses moving from individual analysis of raw data to collaborative synthesis of themes and patterns. Key steps include identifying early themes in debrief discussions, individual analysis through annotating transcripts and videos, collaborative analysis by presenting "case studies" of research participants and clustering findings on a whiteboard, and refining insights into higher-level themes and opportunities.
This document summarizes the Creative Problem Solving (CPS) process developed in the 1950s by Alex Osborn and Dr. Sidney J. Parnes. The CPS process follows three stages (explore the challenge, generate ideas, prepare for action) and six steps to guide groups through divergent and convergent thinking. It was created as a more structured alternative to typical brainstorming approaches and encourages the generation and exploration of many options without judgement before converging on solutions.
This document outlines 10 steps for running an effective brainstorming session to foster creativity: 1) Ensure the right environment by choosing an appropriate time, place, group size and supplies. 2) Do homework like understanding the topic, preparing materials and considering the session structure. 3) Set the right tone by suspending judgement and nurturing ideas. 4) Warm people up with creative puzzles or games. 5) Clearly introduce the challenge or problem. 6) Structure the session using techniques like dividing tasks or setting rules. 7) Facilitate discussion by listening, drawing people in, and giving ideas time to develop. 8) Jazz it up by re-expressing ideas in different forms or using random word generators. 9) Refine top
ThoughtForm Webinar | Using visual thinking for better meetingsThoughtForm
Learn how to use visual thinking to make your meetings more engaging, inspiring, and productive in this webinar from ThoughtForm originally given on March 6, 2018.
Game-Changing Audience Research TechniquesBlackbaud
This document discusses low-cost user research methods that non-profits can use to test their websites and improve outcomes. It promotes brief user tests at Starbucks to observe people completing tasks on a website. Card sorting is presented to understand how users organize information. Surveys are suggested to answer specific questions about current users, with tips on keeping them short and analyzing responses. The presentation aims to demonstrate user research can be done easily and cheaply.
Designer Games - Creative Exercises to Enhance Your WorkJohn H Douglass
Ultimately we’re all fighting for users, but which ideas will win their favor? Sometimes, in the battle arena of meetings, requirements and design reviews, the loudest voice gets heard but not necessarily the best. Sometimes design sensibilities and user feedback take a backseat to politics, short-term goals or decisions by committee. In this talk you’ll learn more about a few useful weapons, such as gamestorming and design critiques, to make sure the best ideas win.
Nobody's Got Time for That: The Case for Making Time for Creative CultureJeffrey Stevens
Teams that allow time for the creative process are essential for modern, forward-thinking organizations. Part one of this presentation discusses tips and techniques for building a team culture that makes the time for mental breaks and collaborative exercises that promotes creativity and problem-solving. Part two discusses some of the psychological factors that keep us from taking that creative leap forward. Presented by Jeff Stevens and Carlos Morales and the 2014 Summer UF Health Communications Retreat at the Hippodrome.
Diving Deep: Uncovering Hidden Insights Through User InterviewsSusan Mercer
User interviews are a great technique for getting to know your target audience. However, sometimes people don’t feel comfortable answering questions from a researcher completely honestly. Other times they don’t know how to articulate exactly what they need, want, or feel.
We will examine research from psychology and market research to understand techniques for interviews to help you uncover insights beyond people’s superficial answers. We’ll explore conversation theory, projective techniques such as image associations, collaging, and others to encourage participants to share their stories. You'll learn to uncover hidden, actionable insights to fuel your designs.
Meta Meta Meta
You have attended workshops, you have seen them masterfully commanded by other people, and you really want to get a handle on doing this workshop thing yourself. This workshop is the workshop that will help you create and facilitate a workshop of your very own, in whatever workshop fashion you decide upon.
Mushroom Mushroom
Russ Unger will help you identify the path unlocking the workshop achievement in whatever platform you choose. You will learn how to plan your agenda, structure your workshop, and identify the tools that are needed to help you along the way. Preparation is only a small portion of The Workshop Workshop; you will also gain from the wisdom of the CrankyTalk Workshops to help you feel more comfortable with your material–and yourself–in front of a group of people who are relying upon you to be their guide.
Snake
There will be activities where you will experience the true nature of “trial by fire” or “getting your feet wet” (whichever metaphor you prefer). That is correct: You will be leading your very own workshop within The Workshop Workshop, and presenting your findings and results back to the rest of the workshop attendees.
Bring your most comfortable pair of shoes, your favorite writing utensil, and all the gumption you can muster.
This presentation and hands-on workshop will describe the process of conducting user interviews at Pivotal Labs Denver.
It’s a way of understanding your users problems, needs and behaviors. It’s not the only way but represents many of the same activities and exercises used within similar companies and agencies.
Building Character: Creating Consistent Experiences With Design Principles- ...Mad*Pow
Inconsistency is one of the most common points of breakdown and frustration in the interactions and experiences we have. Whether we’re interacting with other people, applications, our bank, our doctor, our government, anyone, we form expectations and understandings of what someone or something will do based on our previous experiences and their past behaviors. When something happens that doesn’t fit with those expectations–that seems out of character–we’re caught off guard. What do we do next? What should we expect now?
Principles act as rules that guide how we think and act. Formed by our motivations, values, and beliefs, we use them as “lenses” through which we examine information in order to make decisions on what to do. And because of their persistent influence on our behavior, they influence other’s views and expectations of us. Using these same kinds of constructs throughout the design process we can design interactions and consistent behaviors that set and live up to expectations for our audiences.
ALA PLA Design Thinking Workshop June 2015mfrisque
The challenges facing librarians are real, complex and varied. As such, they require new perspectives, new tools, and new approaches. With support from the Bill and Melinda Gates Foundation and in partnership with Chicago Public Library and Aarhus Public Library, IDEO created a toolkit for using design thinking to better understand library patrons. These are the slides that were used in the ALA/PLA pre-conference titled Designing the Future: A Design Thinking Toolkit that was held on June 26, 2015. The complete toolkit that was used in the workshop can be found here http://designthinkingforlibraries.com.
Wu Jiajin UXID2014 Researching User’ ExperienceUX Indonesia
Wu Jiajin is a Sr User Experience Consultant at Objective Asia
At the UXID2014 conference, she made a workshop about how to do a UX research. Here is what she said about the workshop:
"Empathising with the people who use your products is critical in UX Design. You must get to know your users intimately and Jiajin will review lots of ways to do that:
1. Types of user research and choosing what methods to deploy
2. When to do usability testing in your design process
3. Getting user research done quickly in Agile projects."
--
UXID is a User Experience community in Indonesia, consisting of enthusiasts from various disciplines of design, marketing, business, and technology, who are passionate about designing great experiences for people and business.
UXID holds regular meet ups and sharing sessions with Indonesia’s renowned UX practitioners and enthusiasts.
The community is organizing the first UXID conference on 6 November 2014 in Jakarta. During this inspiring full day event, participants will learn the best practices from international UX experts and local business leaders, and connect with other professionals from the industry and academia.
Interview hustle stand out by being better prepared than your competition b...QA or the Highway
The document provides tips and strategies for standing out during a job interview by being better prepared than other candidates. It discusses researching the company and role thoroughly, having well-prepared answers to common interview questions, and practicing interview skills. The key is to tell stories in responses that demonstrate your relevant experience, judgment, skills, personality, and leadership abilities. With practice and preparation, candidates can learn to hustle and maximize their chances of scoring the job.
The document provides an overview of a workshop on insight-inspired innovation. It includes an agenda that covers introduction, research, methods, synthesis, ideation, and reflection. It discusses key concepts like using research throughout the development cycle, taking a fresh look at people and existing ideas, and iterating and improving. It also covers specific topics like different types of research methods, the synthesis and ideation process, developing opportunities and strategies, and scoping solutions. The goal is to move from insights to solutions in a way that is inspired by research findings.
Succession Management - A Design Thinking ApproachDavid Underwood
This document outlines a design thinking approach to succession management. It discusses defining challenges, brainstorming ideas, and creating storyboards and experiments to test assumptions. The goal is to help organizations meet evolving needs by considering how to connect different cultures, embed diversity in planning, and redefine traditional job roles in succession management. A design thinking process of inspiring, ideating, and implementing solutions is presented as a way to develop innovative strategies.
3 Cs of Design: Charters, Critique, & CultureRuss U
The document discusses various topics related to team leadership and culture, including the benefits of creating a team charter, implementing a continuous critique process, facilitating collaboration, and cultivating a strong team culture. Some key points covered include defining a team's purpose, commitments, focus areas, and growth opportunities in a charter; assigning critique buddies to provide feedback on work; emphasizing servant leadership and setting people up for success; and remembering that leadership is more about the team than any individual. The overall message is that non-technical skills like these are important for team and life success.
Techniques for getting the conversation right when you talk to your customers and users, for analyzing your data and modeling that data into personas. Anyone can do this!
Diving Deep: Uncovering Hidden Insights Through User Interviews - Boston Chi ...Mad*Pow
Boston Chi Event With Mad*Pow's Susan Mercer: "User interviews are a great technique for getting to know your target audience. However, sometimes people don’t feel comfortable answering questions from a researcher completely honestly. Other times they don’t know how to articulate exactly what they need, want, or feel.
We will examine research from psychology and market research to understand techniques for interviews to help you uncover insights beyond people’s superficial answers. We’ll explore conversation theory, projective techniques such as image associations, collaging, and others to encourage participants to share their stories. You'll learn to uncover hidden, actionable insights to fuel your designs. "
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
This document provides guidance on active listening and effective user dialogue. It discusses the importance of these skills for user experience work. The document outlines techniques for active listening like being present, showing engagement, confirming understanding, and giving feedback. It also discusses how to have effective dialogue by establishing rapport, asking open-ended questions, probing for details, and adopting an "apprentice mindset" to learn from users. The workshop covers these skills through introductions, demonstrations, group activities, and videos.
Design thinking is a problem solving process geared for ambiguous situations. There are four principles of design thinking: empathize, visualize, co-create and iterate. This presentation gives tips and techniques for empathizing includes how to interview and how to analyze research data.
Understanding Yourself and Your Audience: The Power of Myers-Briggs in BusinessHawkPartners
If you are like most people, you have probably taken Myers-Briggs at some point. But you do you actually remember what it means? This presentation will help you understand your type and give you an exercise that applies what you learn in a business context.
More research, more frequently: How to sell your stakeholders on researchChris Avore
To lead a successful research practice in your organization, you need access—to customers, staff resources, and the availability to identify patterns surfaced over time. Unfortunately, many content strategists, marketers, and designers find themselves with either ad-hoc or sporadic opportunities to really practice strategic research.
This session won’t focus on methods or approaches to research, or why research is important to build better products. But people new to research or those in mature research teams can both learn new perspectives to making research an organizational priority.
Thank you for the feedback. I will be sure to reflect more on the questions asked and how I can improve my answers for future interviews. The practice and feedback are helpful for developing my interview skills.
This presentation reviews the different approaches to research and outlines how you can bring the personas out of static documents and into the on-going conversation about your customers within your organization with something called Listening Sessions.
1. Focus groups can be used in various sectors like marketing, public relations, health services, and social science research to generate insights into attitudes, behaviors, and decision-making processes.
2. Proper research design and planning is required when conducting focus groups. This involves considering the facilitator, setting, participant size and composition, recruitment methods, topic guide, and addressing any ethical issues.
3. Focus groups are best for exploring perspectives and meanings that people ascribe to ideas and experiences. They provide insights into how views are formed and modified in a group context.
Understanding user needs is essential for design thinking. Qualitative research methods like observation and interviews allow deep insights into user contexts, needs, and pain points. The document discusses how to conduct qualitative research through various methods. It recommends observing users in their natural environments to understand behaviors, then interviewing to gain attitudes and perspectives. Field notes and open-ended questions are important. The goal is to gain empathy and refine understanding of user needs through an iterative research process.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
HR Webinar: Unraveling HR Investigations: They don’t have to be a mysteryAscentis
The document discusses best practices for conducting HR investigations, including organizing the investigation process, planning interviews and document review, assessing credibility, determining appropriate actions, and managing risks. It provides tips for setting goals, identifying impartial investigators, asking questions during interviews, reviewing relevant documents and technology, and preparing findings without recommendations. The presentation aims to help unravel the mystery of HR investigations and ensure they are conducted properly.
This document provides guidance on conducting a skills bootcamp for new business. It discusses 10 key steps: initial contact, researching the opportunity, methodical analysis, criteria for proceeding, preparation, warming up prospects, tone, team, credentials, and presentation. For each step, it offers questions to consider and tips for success such as casting the right team, weaving credentials into the pitch narrative, and using brainstorming techniques to structure the presentation. The overall message is thorough planning and research are essential to capitalize on new business opportunities.
introduction to research and healthcare study designs, a focus on Qualitative research and the qualitative data analysis.
Presented by Clinical Pharmacists Ahmed Nouri, PharmD
Collaborative Research The Conference by Media Evolution MalmöErika Hall
The document discusses collaborative research and user research methods. It provides an overview of stakeholder interviews, competitive analysis, usability testing, analyzing research findings, and creating models and reports. The key goals are to form good research questions, gather and analyze qualitative data, and create a shared understanding to inform decisions.
This document discusses the process of conducting an ethnographic study for a class paper. Students are instructed to choose an organization to observe and analyze the organizational culture through field notes, interviews, and document collection. The analysis should cover at least 5 course topics and provide both positive and negative assessments with specific examples and critical advice based on course concepts. It also outlines the stages of participant observation research, including the warm-up period of preparing research questions and gaining access, the floor exercise period of data collection and ethical dilemmas, and the cool-down period of reaching data saturation and conducting additional checks.
UX Burlington 2017: Exploratory Research in UX DesignSarah Fathallah
Exploratory research aims to gain a deeper understanding of users, their lives, and how products fit into their context. It helps define, reevaluate, and expand the problem space. Key methods include interviews, activities, observations, and homework assignments. Analyzing data inductively allows theories to emerge from research findings. Findings should be communicated through engaging stories that make insights sticky and shareable. The goal is to provide an interactive experience that leaves the audience excited to share what they learned.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
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This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
2. 2
• Introductions
• How I Think of
Research
• Overview of
Ethnography
• Ethnography
Etiquette
• Learning How to
Observe
• Interactive
Activity
INTRO
• Empathy
• Observation &
Note taking
• Learning How to
Interview
• Interactive
Activity
• Extending
Ethnographies
• Reporting
• Designing a
Study
• Interactive
Activity
1 2
3. 3
ABOUT ME
Welcome
SARAH GARCIA
Sleuth
A senior UX researcher with a
background in market research.
Sarah brings business and
marketing savvy to the research
she takes on and her unique
perspective has profited
companies such as Disney
Interactive Labs, Dell Computer,
Stryker, Intel and DirectTV.
Sarah garcia, uegroup inc — chi2017
7. 7
Natural Born Questioner
ABOUT ME
Sarah Garcia, UEGroup Inc. CHI 2017
“Who are they?”
“What if….?”
“What would
happen if…?”
“Whatisthebackstory?”
“Whatisgoing
onthere?”
15. 15
Would they
use it?
Lots of questions
Where are my
customers having
trouble?
How do we
compare to our
competitors?
Which design is better?
Where are the
opportunities to rise
above my competitors?
Sarah Garcia, UEGroup Inc. CHI 2017
How are my
customers using
our service?
What opportunities
exist to delight my
customers? Why aren’t they doing
that?
How can we improve
the experience?
16. 16Sarah Garcia, UEGroup Inc. CHI 2017
Lots of ways to get answers
Approach
Datasource
qualitative Quantitative
behavioral
attitudinal
Whatpeopledo
Why&
Howtofix
Howmany&
Howmuch?
Whatpeoplesay
Adapted from Christian Rohrer’s article “When to Use Which User
Experience Research Methods” October 6, 2008
17. 17Sarah Garcia, UEGroup Inc. CHI 2017
Lots of ways to get the answers
approach
Datasource
qualitative quantitative
behavioral
attitudinal
Eye tracking
Usability lab studies
benchmarking
Out of box experiences
Interceptive surveys
Diary studies
Ethnographic field
studies
Participatory design
Focus group
Card sorting surveys
Adapted from Christian Rohrer’s article “When to Use Which User
Experience Research Methods” October 6, 2008
18. 18Sarah Garcia, UEGroup Inc. CHI 2017
Ethnography
When you want to see why and wHere
your customers are using your product and with what
environmental influences.
approach
Datasource
qualitative quantitative
behavioral
attitudinal
Ethnographic field
studies
Adapted from Christian Rohrer’s article “When to Use Which User
Experience Research Methods” October 6, 2008
20. 20
NATURAL
ECOSYSTEM
ethnography
Sarah Garcia, UEGroup Inc. CHI 2017
Anthropology
• Study people’s cultural practices
& beliefs
• Participant observation
• Years of study
Corporate Setting
• Study how people use products &
services within their worlds
• Shorter time span
• Look for business implications
21. 21
ethnography
Sarah Garcia, UEGroup Inc. CHI 2017
Longitudinal
studies
• Observing over a period of
time
- Repeat visits
- Diaries
Benefits
• Provides data that shows
clear patterns over time
• Good for showing
developmental trends or
changes
Drawbacks
• Risk of dropouts
• Requires a lot of resources,
including time and money
Cross-sectional
studies
• Observing a moment in time
- Representative of
typical behavior
Benefits
• Requires fewer resources;
relatively inexpensive
• No risk of drop outs
• Used to prove or disprove
assumptions
Drawbacks
• Harder to draw conclusions
• Can’t measure effects over time
24. 24
BUT IT IS ALSO…
ethnography
EXHAUSTING
HARD
INCONVENIENT
EMOTIONALLY INTENSE
Time-consuming
LOTS OF EFFORT
PEOPLE OVERLOAD
CREATES LOTS OF DATA
TO SIFT THROUGH
26. 26
THERE IS NO BETTER WAY
To get a glimpse into people’s
lives, in their natural
environment and observe the
things that people would never
say (or admit to)
35. 35
Designing a study
DON’T
• Be late
• Touch articles in participant’s home/office unless asked to do so
• Take pictures or video without asking
• Interrupt
• Use the participant’s restroom
• Wear any clothing branded with your company logo
• Use your computer to take notes
• Have your phone on
36. 36
Designing a study
DO
• Thank the participant for inviting you into their home/office
• Think about the best camera angles for viewing
• Check the camera frequently to make sure it is recording
• Ask to visit areas of the home/office that they reference during the
session
• Listen
• Ask follow up questions if you don’t understand
• Enjoy this unique opportunity!
41. 41
1. What motivates them?
2. Are there workarounds?
3. What is important to them? What do
they value?
4. Are there any physical responses?
5. Is there any repetition or order being
followed?
6. Anything surprising?
What to look for
WHAT TO LOOK FOR WHEN OBSERVING
43. 43
What motivates them?
Are there workarounds?
What is important to them?
What do they value?
Is there any repetition or order
being followed?
Anything surprising?
What Questions would you
follow up with?
INTERACTIVE
ACTIVITY
Sarah Garcia, UEGroup Inc. CHI 2017
45. 45
What motivates them?
Are there workarounds?
What is important to them?
What do they value?
Is there any repetition or order
being followed?
Anything surprising?
What Questions would you
follow up with?
INTERACTIVE
ACTIVITY
Sarah Garcia, UEGroup inc. CHI 2017
46. 46
What motivates them?
Are there workarounds?
What is important to them?
What do they value?
Is there any repetition or order
being followed?
Anything surprising?
What Questions would you
follow up with?
OBSERVING
47. 47
What motivates them?
Are there workarounds?
What is important to them?
What do they value?
Is there any repetition or order
being followed?
Anything surprising?
What Questions would you
follow up with?
OBSERVING
48. 48
What motivates them?
Are there workarounds?
What is important to them?
What do they value?
Is there any repetition or order
being followed?
Anything surprising?
What Questions would you
follow up with?
OBSERVING
54. 54
Putting yourself in the shoes of
the person you are designing for.
• Observation
• Interviews
• Thought exercises
• Experiential Exercises
EMPATHY
55. 55
What could we do to GAIN BETTER
EMPATHY FOR Our Customer?
• Observation
• Interviews
• Thought exercises
• Experiential Exercises
EMPATHY
56. 56
How did you feel?
What did you learn?
What would you want, if this
was your reality?
REMEMBERING THE EXPERIENCE
57. 57
It’s not easy.
It should make you
uncomfortable.
It is exhausting.
(Give yourself time to decompress.)
EMPATHY
60. 60
HOW TO INTERVIEW
1. Ask unrestricted questions
2.Ask for examples
3.Start broad and finish deep
4.Be human (body language, presence)
5.Be mindful of what they say versus what they do
62. 62
• Ask them to tell a story
• Instead of “Why? Say, tell me
about that…”
• “Feel free to think out loud.”
• Ask simple & sincere questions
• Pause, listen
• Stay neutral
GET TO THE BOTTOM OF IT
63. 63
Introductions
Goal
Conversation
Finding the story
“Aha!” moment
Get to the bottom of it
Thank Yous
Emotional highpoint
Adapted from IDEO U, Conducting a Great Interview 2015
Get to the bottom of it
• Ask them to tell a story
• “Why? Tell me about that?”
• “Feel free to think out loud.”
• Ask simple & sincere questions
• Pause, listen
• Stay neutral
65. 65
LEADING VS NON LEADING QUESTIONS
“Think about all the problems
associated with using a remote
control. Imagine using
something that you already have
with you while you are watching
TV anyway, that could be used
to control your TV screen. Don’t
you think it would be cool to use
your smartphone as a
touchscreen remote?”
66. 66
LEADING VS NON LEADING QUESTIONS
“Think about all the problems
associated with using a remote
control. Imagine using
something that you already have
with you while you are watching
TV anyway, that could be used
to control your TV screen. Don’t
you think it would be cool to use
your smartphone as a
touchscreen remote?”
“Tell me about your experiences
using a remote control for your
TV. What do you like/not like?
Describe to me how you would
want the experience to be
better? Now, let’s imagine you
have an app that is loaded onto
your smartphone that interacts
with the TV—how would you
imagine that working? What
would be easy or difficult?”
vs.
68. 68
LEARN ABOUT SOMEONE ELSE
1.Introduction
2.The Why
3.Connect
4.Find a narrative
5.Get meaningful feedback
6.Final thoughts & thank you
69. 69
• Identify what you want to learn:
• How they made their travel plans?
• How do they look for places to eat?
• How did they decide to purchase the bag
they have?
• Warm up questions
• 3 questions related to your research
objectives
• 2 questions related to themes of
interest
Reflect
• How was the interview?
• What did you learn?
• What would you do differently?
LEARN ABOUT A SOMEONE ELSE
1. Introduction
2. The Why
3. Connect
4. Find a narrative
5. Get meaningful feedback
6. Final thoughts & thank you
70. 70
DEBRIEF
• Careful not to make the first question too hard!
• Instead of: “What makes you do this?” Say: “Let’s
imagine…”. Or “Tell me about the last time”
• Watch the language: “How do you consume media?”
Be more relatable
• Be friendly but be careful not to be too judgmental
“That’s really cool”
• Careful not to bring in too much of your own
experience
71. 71
DEBRIEF
• “Sounds like you are really tech savvy” (keep that
internal dialogue)
• Reflecting back “You mentioned you…..tell me a little
more about that”
• When you are stuck, “Shift gears”
• It’s okay to make some suggestions--just make several
• ”Why” can be interpreted as accusatory
73. 73
• 2 minute interviews with a partner
• Pick a topic/persona
• Pick from the hat
Reflect
• How was the interview?
• What did you learn?
• What would you do differently?
PRACTICE
Pick a Persona:
One Word Answer
Tells You What You Want To Hear
Talkative
Change the Subject
Overly Positive
Overly Negative
76. 76
Designing a study
CREATING A RESEARCH PLAN
• Identify the questions you want answered
• Who will you talk to? How many?
• Where will you go?
• What extremes will you consider?
• What will you observe? When? Who? Where?
• What questions will you ask?
77. 77
Designing a study
1. Research
Objectives
3. Observation 4. Interview Warm Up
2. Introduction
and Set Up
5. Discussion on
What Was
Observed
7. More
Specific
Questions
8. Concept
Feedback, “What
If?”
ANATOMY OF A RESEARCH PLAN
6. Broader
Questions
9. Final
Thoughts
10. Thank You
78. 78
Designing a study
ANATOMY OF A RESEARCH PLAN
• Has the end in mind
• Is neutral, not leading
• Incorporates appropriate metrics
• Takes session time into consideration
• Leaves room for unexpected outcomes
79. 79
You’re doing
research for a new
voice assistant,
and you want to
know how people
around the world
would use a voice
assistant in their
family living areas.
Go to the field: Interactive Activity
Here are the questions:
• Who lives in the space?
• Where would they need an
assistant the most?
• Why would they use a voice
assistant?
How do we find the
answers?
• Identify the questions you want
answered
• Who will you talk to? How
many?
• Where will you go?
• What extremes will you
consider?
• What will you observe? When?
Who? Where?
• What questions will you ask?
Interactive
Activity
80. 80
ETHNOGRAPHY CHECKLIST
Sarah garcia, UEGRoup Inc. CHI 2017
þ Identify the question(s) you want answered
þ Decide on type of ethnography
þ Identify the right participant(s)
þ Recruit & Schedule
þ Write Discussion Guide
þ Visit
• Bring the right person with you
• Allow plenty of time
• Come prepared! (Bring cameras, allow for plenty of travel/parking time)
• Ask follow up questions
• Listen for what is NOT being said
• Longitudinal study instructions
þ Analyze results
þ Report
86. 86
Learnings
What was
hard or easy
about
observation
and note
taking?
If you could
do a follow-
up interview,
what would
you ask?
What were
some themes
that you
heard?
87. 87
TAKING NOTES
• Have a plan
• Prioritize questions
• Take notes so you don’t have to watch
the video
• Leave the laptop behind
• Bring a clipboard/notebook suitable
for experience
• Have your research partner take
notes—it’s hard to be the interviewer
and take proper notes (but be specific)
• Be prepared to deal with messy notes
(all the more reason for a ”brain
dump”)
90. 90
MAKE USE OF THE RESEARCH PLAN
Be organized
Separate themes and
thoughts
Allow for follow up
questions
Do what works for
you.
91. 91
MAKE USE OF THE RESEARCH PLAN
Take notes for what
you want to ask later
Keep track of time to
mark for video clips
or reminders to re-
watch
Write down good
“quotes”
92. 92
ADAPT TO THE SITUATION
• Smaller Notebooks
• Tape guide into Notebook
• Post it note
• Phone as a last resort
93. 93
IMMEDIATELY
1. Find a quiet space
2. Review notes
3. Fill in the gaps based on memory
4. Mark where you need to review the video or confer with others
5. Pull out the main themes
WITHIN THE WEEK
1. Type up notes, fill in the gaps and produce document for sharing
BRAIN DUMP BEST PRACTICE
99. 99
• What themes are present?
• Are personas emerging?
• Keep track of ideas inspired by results
LOOK FOR THEMES
What’s the
story?
100. 100
• Who needs to see the results?
• What style of
reporting/communication is most
effective to the people that need to
hear it?
• How will the legacy of this research
live on?
WHO’S LISTENING?
101. 101
REPORTING
THE RESULTS
Sarah Garcia, UEGroup Inc. CHI 2017
Traditional
reports
Word clouds
Timelines Personas Infographics
Emotional
journeys
Video clips
102. 102
bored
Reporting through word clouds
Vulnerable
casual
disappointed
No-goal
alone
Skeptical
critic
ashamed
bashful
sorrowful
upset
cheerless
110. 110
Getting more out of ethnographies
ethnography
Interceptive textsDiary studies
follow up
interviews
111. 111
STRUCTURE THE RESEARCH TO Get the best information
FOLLOW UP INTERVIEWS
Diary Studies
ethnography
follow up
interview
Post observation
interview
Pre-interview
112. 112
What is a diary study?
When to use them?
How?
DIARY STUDIES
Diary Studies
116. 116
QUESTIONS
• Take a picture of where and how everyone is sitting right
now
• Take a picture of what other objects or devices are in the
room with you while you are watching video programming
• Take a picture of where you are eating dinner. Is there
video programming on? Can you see it?
• Describe the exact process you took to get to watch you
are watching.
• What are you watching right now? How did you decide on
that exact show? Were there other shows being
considered? Was it a compromise for everyone?
Interceptive text
122. 122
Babysitting
Watching something on her laptop, while the
TV was also on and muted because she
didn’t know how to turn off the TV after the
kids had gone to bed.
RESPONSES