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But the light-bulb has to want to change: Why do usability problems so often...Caroline Jarrett
New: accessible version / Creative Commons ShareAlike
Steve Krug and I did this presentation at the User Experience Professionals’ Association Conference, Las Vegas, Nevada 2012
At the time, I didn't know about how important it is to make the slides accessible. This new version has proper alt-text on each image, and we hope it will work if you're using a screenreader. Please let me know if you have any problems with it.
We've also changed the permissions: it's now Creative Commons ShareAlike.
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Why usability problems go unfixed - UX Bristol 2012Francis Rowland
Caroline Jarrett and Francis Rowland ran a workshop at UX Bristol 2012, on the subject of why usability issues go unfixed.
The participants brainstormed tactics that we as UX professionals could use to get those issues fixed.
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The biggest reasons so many agile transformations fail have reported to be lack of management support and general resistance to change.
In my talk I describe the 3 underlining beliefs that cause resistance to change and lack of management support for agile transformations.
These paradigms are fundamentally incompatible with the agile way of working. Trying to transform or change an organization where these beliefs are prevalent will fail.
How to change these beliefs? Answering that question is the second part of my talk. I will describe my experiments to help people unlearn these beliefs and share what I have found to work to support this kind of change in mindset and culture.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
But the light-bulb has to want to change: Why do usability problems so often...Caroline Jarrett
New: accessible version / Creative Commons ShareAlike
Steve Krug and I did this presentation at the User Experience Professionals’ Association Conference, Las Vegas, Nevada 2012
At the time, I didn't know about how important it is to make the slides accessible. This new version has proper alt-text on each image, and we hope it will work if you're using a screenreader. Please let me know if you have any problems with it.
We've also changed the permissions: it's now Creative Commons ShareAlike.
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First presented at the Better Software Conference in Las Vegas, June 2009.
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
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Let's investigate 10 common reasons why this happens. Let's see how teams fall in the trap by misusing or forgetting core agile principles. Also, let's talk about how to recognize, prevent and avoid common pitfalls when implementing Scrum in Agile environment.
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Often, complex challenges tend to fall between stools. Thus, to successfully cope with such challenges, you have to lead horizontally across internal and external boundaries.
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Why is it so, that today's challenges increasingly fall between stools?
How to lead horizontally across organizational boundaries without a formal authority and mandate?
Steve Krug Explains It All for You - SxSW 2011Steve Krug
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The audio (60 min.) is available at http://schedule.sxsw.com/events/event_IAP8293. Play both at the same time and create your own multimedia presentation! (Note: For some reason, the SxSW media player widget isn't visible in IE. Consider alternate routes.)
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Here's the presentation I gave at Pittsburgh Web Design Day (http://www.webdesignday.com) based on my article on Mashable (http://mashable.com/2009/01/09/user-experience-design/)
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What's the difference between usability and user experience? Is there one? Check out Domain7's quick, handy guide—for designers, developers, and clients alike! Learn more: http://www.domain7.com/blog
Workshop at UXBristol by Caroline Jarrett and Francis Rowland. Builds on 'But the lightbulb has to want to change' by Steve Krug and Caroline Jarrett.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
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1. “But the light bulb
has to want to
change”
Why do the most serious
usability problems
we uncover often go unfixed?
Steve Krug and Caroline Jarrett
#upa2012 Las Vegas
3. You work hard to find serious usability problems
I can‟t find out
where I sign in
3
Image credit: infodesign.com.au
4. You present your findings to the client/team
This video clip
shows……
4
5. They love your findings and recommendations
That‟s exactly
what we needed
to know!
5
6. Everyone agrees on the changes
We know what we
have to do and
we‟re going to do it
6
7. Months/years later, the same problems still exist
If only I could find out
where to sign in…
7
Image credit: infodesign.com.au
8. These are often the most serious issues
Significant negative impact on
► The users‟ experience
► The effectiveness of the site or product
► The profitability of the site or product
Why don‟t
users sign in?
8
9. This happened to me (Steve)
Didn't do long term engagements
After a while, I wasn't surprised
Told myself:
► It‟s OK, I‟m educating them
► They‟ll do better in the next project/job/lifetime
9
10. This happened to me (Caroline)
Did do long term engagements
After a while
► I was more surprised when changes did happen
► But I was still disappointed when they didn‟t
10
11. Obligatory audience participation (15%)
Have you experienced this?
► If so, please think of an example
when it happened
► If not, feel smug or young
► Share your thoughts with
the person sitting next to you
11
12. We decided to do a survey
It would be good to go beyond our suspicions
Increase chances of our UPA proposal
getting accepted
Chance to practice doing
a survey together
12
14. We opted for „send and hope‟ – via Twitter
Off to our followers
► @cjforms ~ 800
► @skrug ~ 8,000
► @RosenfeldMedia ~ 70,000 thanks Lou
► Of whom: ~ 500 clicked the survey link
- Of whom: 146 filled in the survey
– Of whom:
» 15 had never had this happen to them
» Giving us 131 responses.
» But we were very happy because the responses
were REALLY interesting and thoughtful.
14
15. People put a lot of effort into our survey
Time to complete (minutes)
60
50
40
30
These folks
must have
20 taken a break.
Glad they came
10 back to it.
0
1-5 6-10 11-20 21-30 more than 50
We didn‟t get as many These people worked really
comments from these hard for us. Respect.
(but the data is useful)
(and short comments
are easier to analyse) 15
17. Which one do you think is the most frequent?
Not enough time
Too much else to do
Not enough resources
Required too big a change to a business process
Technical team said it couldn't be done
Team did not have enough power to make it happen
Conflicted with decision maker's belief or opinion
No effective decision maker
Disagreements emerged later
Deferred until next major update/redesign
Other events intervened before change could happen
Legal department objected
17
19. Caroline‟s view: Redesign must die (thanks Lou)
19
From Louis Rosenfeld‟s talk “Redesign must die” http://www.slideshare.net/lrosenfeld/redesign-must-die
20. Our own picks for most popular reason
Not enough time
Too much else to do Steve
Not enough resources
Required too big a change to a business process
Technical team said it couldn't be done
Team did not have enough power to make it happen
Conflicted with decision maker's belief or opinion
No effective decision maker
Disagreements emerged later Caroline
Deferred until next major update/redesign
Other events intervened before change could happen
Legal department objected
20
21. Our instincts are good but…
Conflicted with decision maker's belief or opinion
Not enough resources
Deferred until next major update/redesign
Not enough time
Too much else to do
No effective decision maker
Team did not have enough power to make it…
Required too big a change to a business process
Technical team said it couldn't be done
Other events intervened before change could…
Disagreements emerged later
Legal department objected
0 10 20 30 40 50 60 70
Number of times
this reason was chosen
22. We underestimated the politics
Conflicted with decision maker's belief or opinion
Not enough resources
Deferred until next major update/redesign
Not enough time
Too much else to do
No effective decision maker
Team did not have enough power to make it…
Required too big a change to a business process
Technical team said it couldn't be done
Other events intervened before change could…
Disagreements emerged later
Legal department objected
0 10 20 30 40 50 60 70
Number of times
this reason was chosen
23. Most people chose lots of reasons
“I could have checked off just
about every one of these. Was
35
this survey written just for me?”
30
25
20
15
10
5
0
Don't know 1 reason 2 3 4 5 6 7 8 9 reasons
23
24. Two groups of reasons came up a lot
Not enough time
“Capacity”
Too much else to do
Not enough resources
Required too big a change to a business process
Technical team said it couldn't be done
Team did not have enough power to make it happen
Conflicted with decision maker's belief or opinion
No effective decision maker “Politics”
Disagreements emerged later
Deferred until next major update/redesign
Other events intervened before change could happen
Legal department objected
24
25. Almost everyone chose capacity and/or politics
Don't know, 4 Other, 3
One or more
capacity
One or more reasons, 27
politics
reasons, 34
At least one
from capacity
and one from
politics, 63
25
27. Think about your ideas for a moment
Survey question 4:
“If something like that happened again,
what would you do differently
to ensure that the changes got made?”
27
29. Theme: Do nothing
Accept the situation
► “Sometimes recommendations don't get realized.”
► “Clients don‟t have to follow our advice”
► “I'll chant some Oms”
Image credit: shutterstock.com
29
30. Theme: Choose better clients or a better job
“Become more efficient at choosing
who I accept as clients”
“Work for a company that gave a fig about UX”
Image credit: shutterstock.com
30
31. Theme: Do basic UX better
Do testing earlier
Make stakeholders watch the sessions
Present results better
► More explanations
► Use video clips
31
32. Theme: Think about the impact on developers
“redefine problem as interaction bug”
“have a role in the implementation team”
“don‟t spring surprises on them”
Image credit: Effortmark Ltd 32
33. Theme: Get better at politics
Get decision-maker support
Understand priorities
“Get more buy-in. Explain changes to a
sponsor. Argue the case. Make it harder to
NOT do the change”.
33
34. How can we keep this
from happening? (Steve)
34
35. Go ahead. Follow the conventional wisdom…
Be more politic if you want
► It probably won‟t hurt
Understand their priorities
► It probably won‟t hurt
Learn to speak their language
► It probably won‟t hurt
Make an ROI case
► Feel free, if you have a spare month or three
I encourage you to do all of these things
Do I think it will solve the problem?
► Probably not 35
36. Why not, you may ask?
Because I think there are four real reasons
why serious problems don‟t get fixed
36
38. ...and we don‟t necessarily prioritize well
If you were a developer, which would you work
on?
One very hard-to-solve
(perhaps impossible)
problem
A large quantity of
low-hanging fruit
38
39. 2. The elephants have been in the room a long time
Serious problems are often familiar problems
Their longevity makes people assume they‟ll
be hard to fix
“If there was a simple solution, we would
have fixed it.”
39
40. 3. The siren song of redesign
“It will be fixed in the next redesign” is very
seductive because it sounds true
Allows you to stamp the file “Case Closed!”
Makes everyone happy
► Except, of course, the users
Oh, and then there‟s the fact that it never
happens
40
41. 4. The absent father holds the trump card
Often someone not in the room later
disagrees
What he says, goes
► (Let‟s face it: they‟re usually men)
► (Especially the ones who
make arbitrary decisions)
41
43. Accept that the absent father may never love you
Forget about convincing the Don
You probably can‟t get to him
And even if you can, you probably can‟t
change his mind
► Either he‟s nuts (96 point type!)
► Or he believes you‟re too small
to see the big picture
43
44. Don‟t raise the bridge; lower the water
Instead of trying to work the political game
and convince everyone, just make it easier
for the changes to be made
Commit to fixing a small number of the most
serious problems each month
Keep the solutions simple, so
► They get done!
► They get done quickly
► The higher-ups don‟t have to be involved
44
45. Don‟t try to convince everybody
Mr. Big
Higher-ups
Stakeholders
Your Other bosses
boss he depends on
Your team
45
You
46. Ideally…
Mr. Big
Higher-ups
Stakeholders
Your Other bosses
boss he depends on
Your team
46
You
57. One story struck me particularly
“This recommendation was made and added to a
CI list about three years ago, and has never been
implemented. The main reason was that
it wasn't important enough when compared against
the other CI items on the list. Now, the entire site
section is up for a redesign, and the item is on hold
indefinitely”
57
58. One story struck me particularly
“This recommendation was made and added to a
CI list about three years ago, and has never been
implemented. The main reason was that
it wasn't important enough when compared against
the other CI items on the list. Now, the entire site
section is up for a redesign, and the item is on hold
indefinitely”
58
59. Even the most user-focused organisations…
Wonderful tools for the scientific community
Very committed to user-centred design
59
61. Look for success in everybody‟s terms
61
Image credit: Francis Rowland
62. That light bulb reference
Q: How may psychiatrists does it take to
change a light bulb?
A: Only one, but the light bulb
has to want to change
Image credit: shutterstock.com
62
63. Your turn
Questions, comments, requests for a refund?
63
64. Steve Krug Caroline Jarrett
twitter @skrug twitter @cjforms
skrug@sensible.com carolinej@effortmark.co.uk
64
65. More presentations from us
http://www.slideshare.net/cjforms
http://www.slideshare.net/SteveKrug
65