This document outlines principles for designing social experiences and interactions. It discusses how people live in networks and are influenced by others. It emphasizes designing systems, not just destinations, to account for these networks. It identifies three key areas of social design: identity, connectedness, and communication. For each area, it provides design principles such as giving privacy controls in context, showing commonalities between loosely connected people, and supporting lightweight interactions to build relationships over time. The overall message is that social design must consider how people are shaped by and engage with their complex social networks.
Basic design & visual arts (Elements of design)Ar.Shakti Nanda
Lecture and presentation on Elements of Design for students of architecture, fine art and photography. semester - I (2015), Sri Sri University, Odisha. 7+1 Elements of design explained (Point, Line, Shapes, Space, Form, Texture, Value, Colour) in details with examples for better understanding. Content compiled from books and internet.
Basic design & visual arts (Elements of design)Ar.Shakti Nanda
Lecture and presentation on Elements of Design for students of architecture, fine art and photography. semester - I (2015), Sri Sri University, Odisha. 7+1 Elements of design explained (Point, Line, Shapes, Space, Form, Texture, Value, Colour) in details with examples for better understanding. Content compiled from books and internet.
Fjord Service Design Academy: A business case for transformative servicesFjord
Nancy Birkhölzer and Melanie Wendland from Fjord’s Service Design Academy delivered a keynote at the Service Design Conference organized by the German chapter of the International Service Design Network. Theme of the conference was Creating value(s): Transforming business, society and individual behavior through Service Design.
Visual Frameworks to Drive Innovation ProcessesRoberta Tassi
Designing complex services involving a large number of actors and many different channels (like healthcare services) can benefit from the use of visual frameworks to help drive and accelerate design processes.
The Backpack Plus project (frog + UNICEF) is a tangible example of how a visual framework can help designing a comprehensive systemic solution, and evolve across the different stages of the design process.
Information Design Matters, London 2014
Minimalism Art Movement - Art Appreciation
A brief overview of the art movement that took place in New York, early 1960s. This movement is apparently a blatant rejection of abstract expressionism.
Analysis & Synthesis For Design | An Elephant Surrounded By Blind MenJohn Payne
The presentation for a 2009 Workshop run at EPIC 2009
Description:
Analysis and synthesis are critical to the application of observational research techniques in a design context, yet are often underrepresented in literature and discussion. What discussion there is often centers on execution of individual methods and practices and the benefits they provide. These in-depth explorations of individual methods are invaluable to us as practitioners, but mastery of any individual method does not lead to mastery of the analytical / synthetic process.
In this workshop, we will investigate the core purpose(s) individual methods serve, how they relate to each other and to the process as a whole. We will seek to establish and evaluate a strawman organizational model describing the analysis / synthesis lifecycle and the value of those activities through discussion of individual methods employed by our cross-disciplinary participants.
Goals and Benefits:
The use of such a organizational model of analysis and synthesis would be:
* -to introduce practitioners to new methods from a variety of academic backgrounds,
* -to illustrate the analytical value that these methods may provide,
* -to enable thoughtful selection of methods appropriate for the problem at hand (based on project goal, time available, data gathered, and other real world constraints),
* -to provide perspective on how individual methods relate to each other, and
* -to better articulate expected outcomes and defend time devoted to analysis and synthesis activities
Fjord Service Design Academy: A business case for transformative servicesFjord
Nancy Birkhölzer and Melanie Wendland from Fjord’s Service Design Academy delivered a keynote at the Service Design Conference organized by the German chapter of the International Service Design Network. Theme of the conference was Creating value(s): Transforming business, society and individual behavior through Service Design.
Visual Frameworks to Drive Innovation ProcessesRoberta Tassi
Designing complex services involving a large number of actors and many different channels (like healthcare services) can benefit from the use of visual frameworks to help drive and accelerate design processes.
The Backpack Plus project (frog + UNICEF) is a tangible example of how a visual framework can help designing a comprehensive systemic solution, and evolve across the different stages of the design process.
Information Design Matters, London 2014
Minimalism Art Movement - Art Appreciation
A brief overview of the art movement that took place in New York, early 1960s. This movement is apparently a blatant rejection of abstract expressionism.
Analysis & Synthesis For Design | An Elephant Surrounded By Blind MenJohn Payne
The presentation for a 2009 Workshop run at EPIC 2009
Description:
Analysis and synthesis are critical to the application of observational research techniques in a design context, yet are often underrepresented in literature and discussion. What discussion there is often centers on execution of individual methods and practices and the benefits they provide. These in-depth explorations of individual methods are invaluable to us as practitioners, but mastery of any individual method does not lead to mastery of the analytical / synthetic process.
In this workshop, we will investigate the core purpose(s) individual methods serve, how they relate to each other and to the process as a whole. We will seek to establish and evaluate a strawman organizational model describing the analysis / synthesis lifecycle and the value of those activities through discussion of individual methods employed by our cross-disciplinary participants.
Goals and Benefits:
The use of such a organizational model of analysis and synthesis would be:
* -to introduce practitioners to new methods from a variety of academic backgrounds,
* -to illustrate the analytical value that these methods may provide,
* -to enable thoughtful selection of methods appropriate for the problem at hand (based on project goal, time available, data gathered, and other real world constraints),
* -to provide perspective on how individual methods relate to each other, and
* -to better articulate expected outcomes and defend time devoted to analysis and synthesis activities
In service innovation projects complexities abound, both within the boundaries of the organization and outside of them: value chains have become value networks, target customers have contextual and situational preferences in their complex experience journeys, and interactions with the organization involve many channels and touch points. Customer centricity is a prerequisite but it requires various cross sections through the organization to cooperate smoothly.
In his keynote, Erik will discuss the glue that holds these complex processes together. On the basis of case studies from his service design consulting practice, and insights from his teaching at the Delft University of Technology, Erik will dive deeper into how to align various enterprise functions around a shared and actionable vision and towards a coherent and tangible end-result. He will show through analysis of these various cases that a shared, actionable, and congruent enterprise vision is of vital importance for innovation success, and can be steered and managed effectively.
VOCÊ TEM TALENTO PARA SER GERENTE? O curso mais esperado do mês… 2ª turma de Formação Gerencial
Se a resposta for afirmativa, participe do curso de formação gerencial do GRUPO VIVER E SABER e encontre os caminhos que levarão você a conquistar os conhecimentos necessários para ser um gerente eficaz.
Comprove seu talento sendo um líder que conquista pessoas e garante resultados para sua empresa. Neste curso você receberá conhecimentos fundamentais para ser um gerente de resultados. Saiba como planejar, liderar e desenvolver talentos e gerenciar recursos de forma eficaz.
O objetivo deste curso é capacitar profissionais para exercer a função gerencial, consolidando as técnicas adequadas para Planejar, Organizar, Dirigir e Controlar, visando conquistar melhores resultados profissionais. Esta qualificação é indicada para profissionais que buscam a formação para exercer a função gerencial, bem como gerentes que querem reforçar e reciclar sua qualificação.
O curso será ministrado pelos profissionais da Viver e Saber, com a coordenação do Profº Adelino Cruz e contará com a participação de especialistas nos temas abordados.
Sua formação profissional tem data marcada:
Data: 26/07/2014 – próximo sábado.
Horário: das 8h 30min às 12h e das 13h 15min às 17h 30min.
Local: Av. Júlio de Castilhos, 44/14º andar – Centro de Porto Alegre
Informações: atendimento@viveresaber.com.br
AS INSCRIÇÕES PARA ESTE CURSO SERÃO REALIZADAS APENAS PELOS TELEFONES. PARA INFORMAÇÕES SOBRE O VALOR DA INSCRIÇÃO LIGUE PARA:
51 3248-1819 - 51 9955-3221 - 51 8465-4368
VANTAGENS:
Inscrições realizadas até dia 22/05/2104 às 18h terão desconto de 10%.
Empresas que inscreverem 3 ou mais funcionários tem desconto de 15%.
Alunos que já participaram de cursos VIVER E SABER valor especial a consultar.
Não deixe de participar deste curso! A VIVER E SABER disponibiliza diversas opções de pagamento e parcelamento para você garantir a sua capacitação – consulte os planos.
Acesse o site do curso: http://vsrh.com.br/formagerente/
Temas abordados neste curso:
Liderança motivadora, perfil e comportamento do líder;
Armadilhas emocionais que impactam no ambiente gerencial;
Funções Gerenciais – Planejar, Organizar, Dirigir e Controlar;
Trabalho prático sobre planejamento e gestão;
Análise de indicadores financeiros;
Importância do Marketing tradicional e digital para as empresas;
Gestão de Recursos humanos;
Organização do Comercial nas empresas;
Como desenvolver seu talento para gerenciar.
Will the (wrist) watch make its comeback in 2014? It seems, the time is now. Pebble, Samsung, LG, Apple, ... and many others will soon disrupt the world of time. Are you ready? *UPDATED SEPTEBER 2014*
Ten Concepts and Paradoxes of Social Media. Intended not as a critique, but as a reflection on the reality of social media and the psychology of how we relate through them.
What If PR Stood for People and Relationships By Brian SolisCision
In partnership with Vocus and Cision, Brian Solis released his new e-book, “What If PR Stood for People and Relationships?,” illustrated by world-renowned cartoonist Gapingvoid.
A principal analyst at Altimeter Group, Solis is an award-winning author, prominent blogger and frequent keynote speaker. In the free e-book, he challenges PR pros to use technology to strengthen stakeholder relations to deliver business outcomes. Solis says relationships must be the guiding force for the modern communicator’s actions.
Check out the e-book to learn:
• A vision for the PR industry in the digital era
• A PR-centric approach to adapting new technologies
• The means to avoid “shiny object” syndrome
What If PR Stood for People and Relationships By Brian SolisCision
In partnership with Vocus and Cision, Brian Solis released his new e-book, “What If PR Stood for People and Relationships?,” illustrated by world-renowned cartoonist Gapingvoid.
A principal analyst at Altimeter Group, Solis is an award-winning author, prominent blogger and frequent keynote speaker. In the free e-book, he challenges PR pros to use technology to strengthen stakeholder relations to deliver business outcomes. Solis says relationships must be the guiding force for the modern communicator’s actions.
Check out the e-book to learn:
• A vision for the PR industry in the digital era
• A PR-centric approach to adapting new technologies
• The means to avoid “shiny object” syndrome
6 responses neededeach set of 2 has its own set of instructions.docxpriestmanmable
6 responses needed
each set of 2 has its own set of instructions
Guided Response:
Consider ways in which you might like to interact with your peers. For example, what similarities or differences do you observe regarding how your peers perceive culture? Can you elaborate on the examples shared by your peers with your own examples or insight? Please be courteous and adhere to the rules of respectful engagement throughout your replies.
MONICA’S POST:
I used to think that culture was the values and beliefs of a group of people. But our text helps to understand what culture is. According to our text “culture is defined as the relatively specialized lifestyle of a group of people that is passed on from one generation to the next through communication not through genes” (Devito, J.A., 2016, Sec. 2.1). In order to understand culture we can look at values, beliefs, language, and their way of communicating. We must look at the differences from culture to culture such as is it individualistic or collectivist orientation, the power structure, masculinity and femininity, their tolerance for ambiguity, orientation and indulgence and restraint. (Devito, J.A., 2016). All of these factors influence communication. “One reason why culture is so important is that interpersonal competence is culture specific, what proves effective in one culture may prove ineffective in another” (Devito, J.A., 2016, Sec. 2.1). We may have certain attitudes about things based on the culture we were raised in. In order to communicate effectively these attitudes and beliefs must be set aside. We have to have an open mind and see things from others perspectives. I was raised in a family that instilled good morals and values in me, I am a spiritual person not a religious one and I find all religions have one thing in common putting others needs before our own. I see everyone as my equal and have a positive outlook on life. I am mindful and considerate of others perspectives.
Cultural orientation is important for interpersonal communication when working as a human service professional for many reasons. First what is effective in one culture may be ineffective in another. Understanding the values that other cultures hold helps to promote effective communication. Understanding the religious beliefs of others is beneficial as well. For example if I was working with a client with SUD who was an Atheist and told them to look into spirituality or religion to help them find sobriety this might be offensive to them. So knowing their religious beliefs would be helpful in communicating with this client. The more we understand other cultures the better we will be at interpersonal communication with those individuals.
References
Devito, J.A. (2016).
The interpersonal communication book
(14th ed) Retreived from https://content.ashford.edu
TAMEKA’S POST:
Culture is a set of values, beliefs, and attitudes (DeVito, 2019). It is passed down from one generation to the next and teaches ho.
Mini-Lecture for week 5Course Outline--Week 5BECOMING .docxannandleola
Mini-Lecture for week 5
Course Outline--Week 5
BECOMING AN EFFECTIVE AND CARING VOLUNTEER--Continued from week 4
Mini-Lecture: Welcome to Week 5.
It is useful to use a social systems framework for understanding our community. When we do this we view a community as a social system composed of a number of subsystems (for example, neighborhoods or businesses or agencies existing in the same physical space and that are all linked together by some common goals). We can also look at a community as a subsystem of the state in which it is located. In addition, human beings are individual (not social) systems in their own right, but are also subsystems of their communities. We know from our experience that a community can further the growth and development of an individual or family, or it can limit or even destroy that subsystem’s progress. Consequently, it is important to understand that our community has had a rather profound effect on our personal development. So this week we also look at what influences have shaped our lives and helped us develop into the person we are today. A reflective look at ourselves is an assignment of significant importance.
It is understandable that people want to change some things about or in their community and can be referred to as "change agents". That term is a little impersonal for me. It's a pretty stiff and stoic term for what we may feel strongly on an emotional level. I want something more warm and fuzzy—like “the make a difference” person so I would like to "change" the term to "make a difference person".
In reality our volunteer work is an attempt to change something. Either making someone's life, or some piece of their life, or the life experience in our community better--to MAKE A DIFFERENCE. So volunteers (and others) become change agents. We may also endeavor to change entire community views on a particular topic or concern or we may want to change a condition or situation that exists in our community. So we begin the process. In some situations we can do it by direct contact--person to person. In some other situations (like broad community change) we have to have helpers and so we form coalitions with others who wish to see the same changes occur so that we can impact conditions that require multi-level or higher level change.
As “make a difference persons” we continually shift back and forth between attention to individuals, subsystems, and to the larger system (community or state, etc) of which they are a part. This ability to look at multi-levels sequentially and/or simultaneously is a hallmark of community change efforts. This becomes a pretty sophisticated process but one that we should not back away from because we may not know what to do right now to change things. We learn as we move forward and that is a very satisfying experience. Broad based community change takes a lot of effort and many people to eventually join in the movement. Often it moves slowly and s ...
Presented at the Idean UX Summit Austin, May 2014. My colleagues and I are integrating approaches for creating with social complexity, and this talk provides an overview of our work in progress.
It outlines the nature of social complexity, and surveys three approaches appropriate for the challenge: Positive Deviance, Theory U & Social Labs, and the work of Dave Snowden and Cognitive Edge.
Consider this a case of "showing my mess." Future installments will reflect more synthesis, tell more stories, and better describe the emerging practice of managing emergence.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
1. A SET OF PRINCIPLES
FOR DESIGNING
SOCIAL EXPERIENCES
@PADDAY PAUL ADAMS
UX LONDON APRIL 2013
2. Social Design matters to a! of us
because the internet is changing.
It is evolving "om being built
around content linked to content,
to content organised and filtered by
people’s interests and relationships.
9. Many design projects consider people as independent
actors, interacting with a user interface. So ca!ed
‘human-computer interaction’.
But people are not independent. We a! live in complex
systems where our behaviour, attitudes and perceptions
are continua!y shaped by other people around us.
People live in networks. We are almost always designing
human-human interaction. HCI interfaces are o$en a
means to an end.
12. Our social networks are complex and scale
exponentia!y. We can’t comprehend the
complexity so we a! live in ‘an invisible
network’ of "iends and "iends of "iends.
Our invisible network can dramatica!y
change our behaviour.
14. You and your five closest "iends.
Plus one of your "iend’s "iends.
15. You and your five closest "iends.
Plus two of your "iend’s "iends.
16. You and your five closest "iends.
Plus three of your "iend’s "iends.
17. You and your five closest "iends.
Plus four of your "iend’s "iends.
18. You and your five closest "iends.
Plus five of your "iend’s "iends.
19. You and your ten closest "iends.
And their "iends.
20. You and your twenty closest "iends.
And their "iends.
21. So people live in networks of
incredible complexity.
However, these networks have clear
patterns, and understanding those
patterns leads to lots of opportunity.
More on that a bit later.
23. If the web is being rebuilt around people, and people live
in networks, then it becomes very clear that we need to
design systems, not destinations.
Just as an architect must understand how their new
building wi! impact the surrounding landscape, and
how that landscape wi! shape the use of the building,
we must understand the network in which what we
create wi! live. This means understanding a! the
components, the relationships between the components,
and the ways in which they wi! impact each other.
27. So it is clear that designing
destinations (to drive traffic to) is
becoming redundant. The best
designers wi! design systems, and to
do that successfu!y they wi! study
how people interact with one another.
28. Social interaction has been studied by academics since
records began. It’s complex, and easy to get lost in the
details. But we care mostly about shipping great
products and services rather than academic
thoroughness. So we need to:
- Simplify the complexity into three areas.
- Look at key research in those areas.
- Generate design principles to inform development.
- Build and ship something to test if it works.
29. THREE AREAS OF SOCIAL DESIGN
IDENTITY
How we control how others perceive us.
CONNECTEDNESS
A! the people we’re connected to and how we feel about a! those people.
COMMUNICATION
Why we talk to people we’re connected to, what we talk about.
31. How we control how others
perceive us...and how they
perceive us despite our
attempts at control...
32. We have a personal identity and
a social identity.
Therefore design for either personal
or social identity.
Our personal identity helps us feel unique. Yet this differentiation is
often illusory, as many people distinguish themselves similarly. We
can feel unique while objectively looking very similar to others.
Our social identity helps us feel the same as others. It is our identity
that is shaped by the world around us. It helps us connect to others
based on feelings of sameness.
Our identity is shaped not just by what we say and do, but also by
what our connections say and do. They write on our Facebook
walls; their behavior is apparent when beside us in photos. Our
connections also say things about us, which shapes our identity in
the eyes of others.
When people observe us, and judge our identity, they also look at
the people we spend time with, their behavior, and the
environments we inhabit together.
Therefore...
...when designing, consider both personal or social identity. It’s
usually best to optimize an experience for one of personal or social
identity. It’s possible to incorporate both into one experience but
the best way to do so successfully is to consider each
independently first.
Facebook Timeline is primarily about personal identity.
33. Our identity is shaped by the
communities we grow up in.
Therefore influence social norms by
building on existing community
behavior.
How we see ourselves, and how we wish to represent ourselves to
others, is shaped by years of life experiences, by the cultures and
communities we grew up in, and by the people we surround
ourselves with every day.
Our values were transmitted from our family, community, church,
profession, society, country, and so on, and are continually refined
by the people we spend time with and the environments we spend
time in. We use everyday conversation to continually shape and
refine our identity, which in turn influences how we act.
We’re not born into a neutral environment. We’re born into a
specific culture, a set of habits and rituals, attitudes and beliefs,
that guide how we behave. We learn these unwritten rules from
observing the behavior of people around us and their reactions to
our behavior. Culture is an emergent system. It forms from the
common actions and behaviors of many people who are reacting to
other peoples’ behavior.
Therefore...
...influence social norms by building on existing
community behavior.
My Timeline during the Euro 2012 footba! competition.
I am Irish and it profoundly impacts how I see the world.
34. We remain consistent with past
behavior.
Therefore design new experiences to
fit with pre-existing beliefs.
Once we decide something, we tend to stick to that decision, even
when faced with overwhelming evidence to the contrary. This is true
for things we say, things we write down, and things we do. This
effect is greatest when other people see us act.
Even if the decision turns out not to be in our best interests, we still
stick with that decision to be consistent with our past decisions.
When we receive new information, we analyze and store it in ways
that reinforce what we already think.
We may act one way with one group, forcing us to act consistently
when with them in the future, whereas we may act differently with
another group. These subtle differences in behavior with our
different groups lead to awkward interactions when these groups
come together, for example, at weddings and birthday parties.
Therefore...
...because of our desire for consistency with past actions, we are
more open to ideas when they fit with our pre-existing beliefs. It
makes it easier for us to accept the new idea.
...understanding your consumers’ beliefs is also important for
determining what they will share. Content that fits their beliefs and
past behavior is much more likely to be shared than content that
conflicts with their past behavior.
The things I have ‘liked’ in the past wi! inform what I do in the future.
35. Privacy is a process of boundary
management.
Therefore give people privacy
controls in context with other actions.
Privacy is about controlling how much other people know about you
and is directly related to the relationships we have with other
individuals. We tell our doctor things we wouldn’t tell our friends.
We tell our work peers things we wouldn’t tell our boss. And there
are some things (for example, health issues, infidelity, surprise
parties) that we keep secret from those closest to us.
We tell different things to different people depending on whether
they are a strong, weak, or temporary tie. People extend the most
trust to people they know offline.
Our strongest ties know our likes and dislikes, our opinions, our
relationships with others, our character, our emotions, our capacity
for loyalty. We trust them to keep this information private, and not
spread it to others unless it’s appropriate.
Therefore...
... give people privacy controls in context, rather than relying on
their privacy settings being set appropriately.
...the best solution for some privacy issues may not be to give
people lots of controls and options, but to design an environment in
which the social norms people have offline are replicated online.
Facebook redesigned privacy controls to put them ‘in-line’.
36. People have a very poor
understanding of how businesses
use their data.
Therefore explain why personal data
is needed, and how it wi! be used.
People often don’t realize how much information they have
disclosed, and how easily accessible it is. They also tend to forget
what they have disclosed in the past.
People are aware that by transacting digitally—for example, buying
things with credit cards, using store loyalty cards, or entering
information for online purchases—they are giving personal
information to the companies they are interacting with. But they
don’t realize that data is increasingly being aggregated, organized,
and passed on to advertising networks and independent
applications.
Therefore...
...always explain to people why personal data is needed, and how
it will be used. Loyalty is based on trust, and trust is dependent on
transparent interactions.
...give people the option to remove data that has been previously
recorded.
37. IDENTITY
Design for either personal or social identity.
Build on existing community behavior and norms.
Design new experiences to fit with pre-existing beliefs.
Give people privacy controls in context.
Explain why personal data is needed, how it wi! be used.
39. A! the people we’re connected to,
a! the people they are connected to,
a! the people they are connected to...
and how we feel about the people
we’re connected to...
40. Our social network is hard
to visualize.
Therefore give su(estions for who to
communicate with.
Our network is all the people we are connected to, and all the people
they are connected to.
We are born into a network: our parents, our family, their friends.
As we grow older, we develop our own network, which slowly changes
throughout our lives. We become closer to some people, we lose touch
with others.
People we are indirectly connected to, for example our friends’ friends,
can influence the decisions we make.
People find it very hard to visualize their network. It is hard to
remember who they are connected to, and impossible to know who
their connections are connected to.
Therefore...
...don’t rely on people being able to remember who they should share
with, or assume that people have a map of their network. Give
suggestions for who to connect with around different pieces of
content. These suggestions can be specific people to connect with, or
can be broader and mapped to the products target users.
...don’t assume that it is possible to understand how content spreads
by looking at first degree connections. The hidden network of second
and third degree connections is often what drives distribution.
6 friends like this
2 friends listened to this
Matt Brown is going
41. Who we are connected to is
limited by homophily.
Therefore show people things they have
in common with others.
People associate with people like themselves. This is known as
homophily and is one of the most established patterns of social
science. Homophily limits who we are connected to.
Different dimensions separate us from others: geography, race,
income, education, religion, personal interests, our access to
technology, and so on.
When people are distant in multiple dimensions, they perceive each
other as far apart even though they may be connected. If people
perceive each other as far apart, they are unlikely to share things.
Therefore...
...if you want people to share content to people they are not very close
to, it is important to surface what people have in common in order to
reduce the perceived distance between them. This can include
common interests or people they both know.
Friend requests
Adam Benjamin
4 mutual friends
You both like Arsenal
Adnan Khan
CJ Hudson and 2 other mutual friends
You both like surfing and 4 other things
You and Michael Lage
Things you both like
12 mutual friends2 life events
42. We have evolved to form groups.
Therefore help people create and
strengthen groups.
Groups helped our ancestors stay safe from their predators, and
helped communities survive through the toughest of conditions.
Needing to belong to groups is hard-wired into all of us. Many
research studies have shown that:
We have a tendency to form groups, some of which are based on very
arbitrary characteristics.
People will make considerable sacrifices for the benefit of their group.
In certain situations, groups think better than individuals.
Therefore...
...thinking about how groups are structured is as important as thinking
about individuals. People are highly motivated to act when it is in the
best interests of a group they belong to.
...opportunities exist for helping people form new groups and
communities, especially when they have things in common.
College friends
Write something...
Friends using Nike+
4 runs 12 runs 7 runs
Write something...
43. We build relationships through
many lightweight interactions
over time.
Therefore support lightweight ways
for people to interact.
People build relationships with others slowly, one interaction at a
time. We often first meet others through a friend of a friend. It may be
multiple meetings through mutual friends before we chat to a new
person in-depth, or agree to meet up on our own.
It takes months and years to build relationships with people, and they
all are built on many lightweight interactions over time. All this
interaction used to be face to face, but now these lightweight
interactions happen across multiple communication technologies.
Much of our communication with the people closest to us is lightweight
interactions over time. We have quick phone calls, we send text
messages, we use instant messaging, we like and comment on each
others content.
Therefore...
...support lightweight ways for people to interact and show the
aggregations of those lightweight interactions over time.
e..g. Like, Comment, Share, Message, Give Gi$, Post.
44. We have stronger ties with some
people and weaker ties with others.
Therefore show more information about
the people closest to us. Highlight things in
common with those we don’t know so we!.
Strong ties are our closest friends and family. They are the people we
trust the most, the people we turn to for emotional support. Most
people have fewer than ten strong ties, and many have fewer than five.
The majority of communication is with these people as they are most
likely to reciprocate attention.
Weak ties are often friends of friends, or people we met recently. We
communicate with most of our weak ties infrequently. Online social
networks are making it easier to feel connected to many of our weak
ties because we can more easily follow what is happening in their
lives. Our weak ties are at the periphery of our social network, which
means they are connected to more diverse information than our strong
ties. Often new information comes to us from weak ties but we often
know less about their knowledge, and whether to trust their judgment.
Therefore...
...build experiences around strong ties by showing more information
about a small number of close friends rather than less information
about a greater number of people they don’t know as well
...when designing experiences, consider that although people’s weak
ties may be more knowledgeable than their strong ties, they may trust
them less, so it is important to maximize the amount of trust and
familiarity between people.
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Paul Adams and 2 others are mutual friends.
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45. CONNECTEDNESS
Give su(estions for who to communicate with.
Show people things they have in common with others.
Help people create and strengthen groups.
Support lightweight ways for people to interact.
Design for specific relationship types.
47. Why we talk to people, who we talk
to, and what we talk about.
48. We talk to survive, to build social
bonds, and to help others.
Therefore design experiences that
help people get through life by
building relationships.
Communication was an effective survival mechanism for our
ancestors, who shared information about food supplies, dangerous
animals, and weather patterns. It continues to help us understand
our world, including what behavior is appropriate and how to act in
certain situations. People talk because sharing information makes
life easier.
People talk to form and grow social bonds. Conversations ensure
that we understand one another. Talking to someone sends out
strong social signals. It shows people that we consider them
important enough to spend time together. People often like or
comment on an update to build a relationship, independent of the
content in the update. In many cases, the conversation that follows
a status update is much more important than the status update
itself.
Many people talk to help others. This is an altruistic act with no
expected reciprocity. For many, it is important to them to be
perceived as helpful, and so they try to share content that they
think other people will find valuable.
Therefore...
...design experiences that help people build relationships.
To support their Olympics 2012 TV campaign around celebrating athletes’
mothers, P&G built a lightweight app on Facebook that enabled people to
take a moment and thank their mothers - a simple meaningful gesture.
49. Most of our communication is
with the people closest to us.
Therefore optimize for
communication between people who
know each other.
We talk to the same, small group of people again and again. People
have consistent communication with between 7 and 15 people, but
that 80% of our conversations are with our five to ten strongest
ties.
The more people see each other in person or talk on the phone, the
more they communicate online.
Approximately half of our conversations that mention brands are
with a partner or family member and of these, about 70% happen
face to face.
Therefore...
...optimize for communication between strong ties as it is easier to
support an existing behavior than it is to create a new one. No
experience you design is likely to have a dramatic effect on who
people are talking to.
Communication patterns map to our network structure.
50. A large number of our
conversations are about others.
Therefore make it easy for people to
talk about others.
A large number of our conversations are gossiping about who is
doing what with whom. Only 5% is criticism or negative gossip
however. The vast majority of these conversations are positive, as
we are driven to preserve a positive reputation.
Of the conversations about social relationships, about half are about
people not present.
Conversations about other people and their behavior help us
understand what is socially acceptable in different situations by
revealing how the people we’re talking to react to the behavior of
the person not present.
Understanding how others have acted, as well as how the people
we care about and trust react to those actions, shapes our behavior.
It shapes what ideas we agree with, and how we may behave in the
future.
Therefore...
...design experiences that help people talk about others, whether
they are present or not. Help them understand what others are
doing, and with whom, by surfacing this content where appropriate.
Seeing "iends’ latest content helps us talk about them.
51. A large number of our
conversations are recounting
personal experiences.
Therefore building experiences that
a!ow people to talk to others about
memories is very powerful.
People often talk to others about previous experiences - what they
did, where they went, who they were with, their memories of those
experiences. We talk about things that happened recently, all the
way back to memories from childhood.
Our recollection of past experiences is very inaccurate. Our brain
isn’t hard wired to remember details. It only remembers the
relationships between things. When it recalls a memory, it fills in the
gaps in detail with fiction. This is subconscious, so people don’t
know which details are inaccurate. In fact, the more we remember
something, the more inaccurate it gets, as each time, more new
fictional details are added.
Therefore...
...building experiences that allow people to talk to others about
memories is very powerful.
... there are many opportunities to help people remember past
experiences more accurately.
52. We talk about feelings
more than facts.
Therefore create content that arouses
emotion rather than reason.
People share content that triggers the most arousing emotions. This
includes positive emotions such as awe, and negative emotions
such as anger and anxiety. Emotions that are not arousing, for
example sadness, do not trigger sharing of content.
Content that is positive, informative, surprising, or interesting is
shared more often than content that is not, and content that is
prominently featured is shared more often than content that is not,
but these factors are minor compared to how arousing the content
is.
Content that is non-arousing, for example, content that makes
people feel comfortable and relaxed, is unlikely to be shared.
Therefore...
...create content that arouses emotion rather than reason. Resist
the temptation to fill experiences with factual data about people,
companies or brands.
1. Sate!ite photos of Japan tsunami, before and a$er.
2. What teachers rea!y want to te! parents.
3. No, your zodiac sign hasn’t changed.
4. Parents, don’t dress your girls like tramps.
5. Father daughter dance medley (video).
6.At funeral, dog mourns the death of Navy SEAL.
7. You’! "eak when you see the new Facebook.
2011 MOST SHARED ITEMS ON FACEBOOK
53. COMMUNICATION
Design experiences that help build relationships.
Optimize for communication between people who know
each other.
Make it easy for people to talk about others.
Build experiences that a!ow people to reminisce.
Create content that arouses emotion rather than reason.
54. BACKGROUND
People live in networks.
Design systems, not destinations.
This is just Design, not Social Design.
IDENTITY
Design for either personal or social identity.
Influence social norms by building on existing
community behavior.
Design new experiences to fit with
pre-existing beliefs.
Give people privacy controls in context with
other actions.
Explain why personal data is needed, how
it wi! be used.
CONNECTEDNESS
Give su(estions for who to communicate with.
Show people things they have in common
with others.
Help people create and strengthen groups.
Support lightweight ways for people to interact.
Design for specific relationship types.
COMMUNICATION
Design experiences that help build relationships.
Optimize for communication between people who
know each other.
Make it easy for people to talk about others.
Build experiences that a!ow people to reminisce
Create content that arouses emotion rather
than reason.