UX London Collaborative Research Workshop
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Gathering knowledge with your team is essential to making decisions.
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UX London Collaborative Research Workshop
- 2. Hello! 2
- 3. I have a question… 3
- 4. Do you enjoy being right? 4
- 6. YESSS! 6
- 7. p0wned! 7
- 8. No. 8
- 9. ? 9
- 10. >? ! 10
- 12. Ego! 12
- 13. 13
- 14. 14
- 16. What We’re Doing Today Research & Collaboration A Framework for Research Questions & Activities Biases & Objections Understanding the Organization Break User Research Analysis Models and Reports Getting Buy-In at Every Stage Wrap Up 16
- 18. 18
- 19. 19
- 20. 20
- 21. 21
- 22. 22
- 23. 23
- 24. People 24
- 25. 25
- 28. 28
- 31. For Effective Collaboration Have a plan Provide a rationale Define roles and responsibility Set expectations Communicate progress Reflect on performance 31
- 32. The 4 Virtues of Collaboration Clarity & definition Accountability & ownership Awareness & respect Openness & honesty 32
- 34. Why research? 34
- 40. A design project is a series of decisions. 40
- 43. Data (alone) doesn’t change minds. 43
- 44. Objections! 44
- 45. 6We don’t have the time. 45
- 46. $We don’t have the money. 46
- 47. $We don’t have the expertise. 47
- 48. We have a guy. 48
- 49. 0 25 50 75 100 April May June July We’ll just A/B test. We have analytics. 49
- 50. !Let’s just make a prototype. 50
- 51. Steve Jobs 51
- 52. Any others? 52
- 53. Everyone wants better products, faster. 53
- 54. No one wants to read a report. 54
- 57. CLower risk 57
- 58. Saves money $58
- 61. Everyone is more effective and efficient 61
- 62. 62
- 64. Dogma 64
- 65. Design-Led Research-Led Expert Mindset Participatory Mindset Users seen as subjects Users seen as partners Design-led with expert mindset Design-led with participatory mindset Research-led with expert mindset Research-led with participatory mindset Dubberly Design Office 65
- 66. Goal Driven Skeptical Mindset Increase chance of success Reduce risk Willing to question the value of any approach 66
- 69. Form Questions Analyze DataThink Critically 69
- 75. You need a plan! 75
- 76. 76
- 82. A Bad Question “How do we get Millennials to like us?” 82
- 83. Better Question “How do recent college graduates living in cities decide what to have for dinner?” 83
- 84. A Bad Question “What do people do around here all day?” 84
- 85. A Better Question “How do editors and designers work together?” 85
- 86. The Best Question The unknown that carries the most risk. 86
- 87. Project Risks •Target customers don’t value product •Customers need something else •Business model doesn’t support it •Organization can’t produce it •Someone else is doing it better 87
- 88. Practice! !88
- 89. Practice Exercise: Writing questions Time:10 minutes • I will give you a project scenario • Discuss potential research questions • Write down the 3–5 highest priority 89
- 90. What research questions might serve this project? A e-commerce startup wants to create an app to help people give gifts. 90
- 91. Time is up! 6 91
- 92. Let’s talk about your questions. 92
- 93. How to answer those questions 93
- 95. Research activities are simply ways to answer questions. 95
- 98. Phone Interviews What do we need to know about? What kind of decision will it inform? How long do we have? What is our budget? In-Person Interviews Contextual Inquiry Usability Testing Competitive Analysis 98
- 99. Why not just make a prototype? 99
- 100. 100
- 101. “If we only test bottle openers, we may never realize customers prefer screw-top bottles.” – Victor Lombardi, Why We Fail 101
- 102. There is no one right method or activity. 102
- 103. How to get the most out of any method •Clarify goals •Enumerate assumptions •Identify questions •Prioritize questions •Work collaboratively •Present strategically 103
- 104. Don’t focus on the method 104
- 105. Tell the story 105
- 108. Uncritical Thinking “I hate yellow, so a yellow website won’t succeed.” 108
- 109. Critical Thinking “I hate yellow, but based on the evidence, it might work for our audience.” 109
- 110. Uncritical Thinking “The information on this website is too dumbed- down for me.” 110
- 111. Critical Thinking “Our target audience needs clear, simple information.” 111
- 112. Critical Thinking “I don’t know.” 112
- 113. Bias 113
- 114. Bias: Something that causes an influence or prejudice 114
- 115. Confirmation Bias: You selectively weight the information that confirms what you already believe. 115
- 116. Sampling Bias: Your sample of research subjects isn’t sufficiently representative. 116
- 117. Interviewer Bias: You insert your opinion into interviews. 117
- 118. Social Desirability Bias People don’t say the true things that they worry will make them look bad. 118
- 119. Hawthorne Effect Observation changes the behavior being observed. 119
- 120. Ease Clear Display Related Experience Primed Idea Good Mood Feels True Feels Familiar Feels Good Feels Effortless Daniel Kahneman 120
- 121. Feeling confident? It’s not a good sign. 121
- 122. You might have a bad case of Dunning-Kruger. 122
- 123. Research Topics 123
- 127. Organizational research helps you understand •Requirements •Politics •Workflow •Capabilities •Goodwill 127
- 128. Requirements What are the top business priorities for this project/ product? 128
- 129. Politics What does success mean for our individual roles? 129
- 130. Workflow (How) do we have to change how we work together to be successful? 130
- 131. Capabilities What are the strengths and weaknesses of our team? 131
- 132. Capabilities Where is the internal expertise? 132
- 133. Goodwill How might product decisions make someone’s job easier (or harder)? 133
- 134. Stakeholders 134
- 135. How to extract knowledge from these people? 135
- 136. Get them alone. 136
- 137. Butter them up. 137
- 138. Basic Stakeholder Questions What is your title? How long have you been in this role? What are your essential duties and responsibilities? What does a typical day look like? Who are the people you work most closely with? How is that going? 138
- 139. Project Specific Questions What does success mean from your perspective? What will have changed for the better once this project is complete? Do you have any concerns about this project? What do you think the greatest challenges to success are? Internal and external? 139
- 140. Stakeholder Power Moves “Why are you asking me this?” “I don’t understand that question. It doesn’t make any sense.” “I don’t feel comfortable talking to you about that.” “No one pays attention to anything I have to say, so I don’t know why I should bother talking to you.” “How much more time is this going to take?” 140
- 141. Practice! !141
- 142. Practice Exercise: Stakeholder interviews Time:10 minutes x 2 • Find a partner. This is a pair exercise. • We will show you a set of questions • Interview your partner • Really listen • No need to take notes 142
- 143. Stakeholder Questions •What is your title? How long have you had this job? •What are your essential duties and responsibilities? •What is a typical day like? •Who are the people you work most closely with? •How is that going? •What do you think the greatest challenges to your success are? •Internal and external? 143
- 144. Switch! ∞144
- 145. Stakeholder Questions •What is your title? How long have you had this job? •What are your essential duties and responsibilities? •What is a typical day like? •Who are the people you work most closely with? •How is that going? •What do you think the greatest challenges to your success are? •Internal and external? 145
- 146. Time is up! 6 146
- 147. What did you learn? 147
- 148. Empathy 148
- 149. In summary • A shared reality is as important as “new” facts. • Research is a simple process. • Be goal-oriented, not dogmatic. • Questions threaten authority. • Facts alone won’t convince those who feel threatened. • Use what you learn to fit your findings into the project story. 149
- 150. User Research 150
- 153. How to do bad user research: Ask people what they want. 153
- 154. How to do bad user research: Ask people what they like. 154
- 155. Never ask users what they want or like. 155
- 156. The Four Ds of Design Ethnography 156
- 157. Deep Dive Daily Life Data Analysis Drama 157
- 158. “...true ethnography reveals not just what people say they do, but what they actually do.” –PARC 158
- 159. 159
- 161. The Art of The Interview 161
- 164. Good Interviewers 1.Know Your Question 2.Warm Up 3.Shut Up 164
- 166. Introduction: Smile Express gratitude Describe the process Ask to record Warm up questions Body: Ask open-ended questions Probe for more Allow silence Use questions as checklist Conclusion: Transition to wrap-up Ask if there is anything else Thank for time Interview Structure 166
- 167. Introduction: Smile Express gratitude Describe the process Ask to record Warm up questions Body: Ask open-ended questions Probe for more Allow silence Use questions as checklist Conclusion: Transition to wrap-up Ask if there is anything else Thank for time Interview Structure 167
- 168. Introduction: Smile Express gratitude Describe the process Ask to record Warm up questions Body: Ask open-ended questions Probe for more Allow silence Use questions as checklist Conclusion: Transition to wrap-up Ask if there is anything else Thank for time Interview Structure 168
- 169. You are the host You are the student 169
- 170. Out of your comfort zone, and into theirs. 170
- 171. Interview Checklist • Create a welcoming atmosphere. • Always listen more than you speak. • Take responsibility to accurately convey the thoughts and behaviors of the people you are studying. • Start each interview with a general description of the goal, but be careful of focusing responses too narrowly. • Avoid leading questions and closed yes/no questions. Ask follow-up questions. • Prepare an outline of your interview questions in advance, but don’t be afraid to stray from it. • Also note the exact phrases and vocabulary. 171
- 172. Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment Make a note of 172
- 173. Roles Interviewer Notetaker Observer Participant 173
- 174. Practice! !174
- 175. Exercise: User research interview Time: 15 min x 3 •We will give you a research scenario and an interview script •In your groups, assign roles of participant, interviewer, note taker, and observer (optional) •Conduct the interview in 15 min, then switch roles. •Hang on to your notes.We’ll need them. 175
- 176. Interview Scenario You are working on a new service to help people give gifts. The goal of the research is to identify unmet needs people might have with regard to giving gifts. 176
- 177. Listen for: Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment 177
- 178. !Ready? Go! 178
- 179. Switch! ∞179
- 180. Remember: This is a research interview, not a friendly conversation. Listen for: Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment 180
- 181. Switch! ∞181
- 182. Clear your mind. Listen for: Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment 182
- 183. Time is up! 6 183
- 184. How did that go? 184
- 185. How about a focus group? 185
- 186. 186
- 187. “Even when the subjects are well selected, focus groups are supposed to be merely the source of ideas that need to be researched.” –Robert K. Merton, Sociologist, invented focus groups 187
- 188. Everybody Lies 188
- 189. Anything else about activities? 189
- 190. Analysis 190
- 191. Analysis turns data into useful insights 191
- 192. 192
- 193. Analysis isn’t complicated Compile data Look for patterns Identify insights Create models …but it is challenging 193
- 194. You need to create meaning from data 194
- 195. Data > Meaning > Actionable Inputs 195
- 197. Observations are Verbatim quotes Reported behaviors Observed behavior 197
- 198. Observation Observation Observation Observation Observation Observation Observation Observation Observation Collaborates on purchases Uses several devices Needs affirmation 198
- 199. Make product information sharable Save state in purchase process Users collaborate on purchases Insight Mandate/Action 199
- 200. Ground rules The goal of this exercise is to better understand the context and needs of the user. Wait to identify larger patterns until you’ve gone through the data. Clearly differentiate observations from interpretations (what happened versus what it means). No specific solutions until after you’ve gone through insights and principles. Solutions come next. 200
- 201. Practice! !201
- 202. Practice Exercise: Analysis Part 1 Time: 15 minutes. 1.Gather all notes 2.Scan notes for interesting observations 3.Write observations on notes 4.Put the notes in a pile 202
- 203. Look for quotes and observations that indicate Goals (what the participant wants to accomplish) Priorities (what is most important to the participant) Tasks (actions the participant takes to meet their goal) Barriers (what prevents accomplishing the goal) Motivators (the situation or event that starts down the task path) Habits (things the participant does on a regular basis) Relationships (who the participant interacts with doing the tasks) 203
- 204. You have 15 minutes.6 204
- 205. Get ready to finish!6 205
- 206. Time is up! 6 206
- 207. 207
- 208. Practice Exercise: Analysis Part 2 Time: 15 minutes. 1.Put notes on the board 2.Group notes into patterns 3.Label the group 4.Negotiate and advocate for your perspective 208
- 209. 1 2 3 209
- 210. Do this part last 210
- 211. You have 15 minutes.6 211
- 212. Get ready to finish!6 212
- 213. Time is up! 6 213
- 214. How did that go? 214
- 215. Creating a Model 215
- 217. Shared Reality 217
- 218. Thinking is not useful until shared 218
- 219. A model is thinking made visible 219
- 220. Some examples 220
- 221. 221
- 222. 222
- 223. 223
- 224. 224
- 225. 225
- 226. 226
- 227. 227
- 228. 228
- 229. 229
- 230. 230
- 231. In summary •A model simplifies and clarifies complex ideas. •Thinking isn’t useful until it’s out where people can see it. • An effective model makes it easy to incorporate new information. •A model diagram is a tool, not an end in itself. •Avoid the temptation to make diagrams more pretty than useful. •An effective model communicates without needing an audio guide. 231
- 232. Personas 232
- 233. A persona is “the user” made visible 233
- 234. Busy mom is the ur-persona. 234
- 235. I’ve never seen a persona called “Married woman, no kids, with pristine hardwood.” God, how I aspire to see that persona. -Steve Portigal 235
- 236. They can still be useful tools 236
- 237. Personas • Distill ethnographic research • Document representative groups of needs and behaviors as archetypes • Represent relationships among user types • Allow team to advocate for user needs • Act as a reference point for decision-making • Maintain empathy throughout design process 237
- 238. Personas must be based on actual research data 238
- 240. A good model represents and simplifies knowledge 240
- 241. Practice! !241
- 242. MAKE A SIMPLE JOURNEY Experience Journey Map | Task: Eating Lunch 242
- 243. Practice Exercise: User Journey Time: 15 minutes. 1.As a group, review your user interview notes to identify steps in gift purchase journey 2.Decide whether that step is positive or negative 3.Decide how much of a positive or negative 4.Fill in diagram 243
- 244. Time is up! 6 244
- 245. How did that go? 245
- 246. Reporting 246
- 247. 2 A useful report supports Clear goals Shared values Access to information Confident decisions 247
- 248. 2 You decide the purpose Informing? Inspiring? Focusing? Remembering? Recording? Deciding? 248
- 249. Research ReportStudy Title Date Completed Research Goal Activities Related Decisions Key Insights Supporting Observations Recommended Actions Questions for Further Study Keep it as brief as you can. 249
- 251. Capture the value of research 251
- 252. Use your report to tell a story 252
- 253. How most people do it Methods (what we did, usually in vast detail) Findings (what we found, often disconnected from biz goals) Meaning (the implications for our design work) Framing (How it connects to the project story… maybe) zzzz 253
- 254. How you should Methods (a brief summary up front, most as an appendix) Findings (what we found, leading with the interesting bits) Meaning (the implications for your business) Framing (Setting the stage with context and a good story) $ $ $ 254
- 255. Finish line! 255
- 256. In summary • Research creates a shared understanding of reality. • Asking questions is uncomfortable. Embrace that feeling. • A truly collaborative approach and environment is necessary for research to be effective, and it also makes it more fun. • Clear goals and good questions are required. • Choose only the research activities that answer real questions and inform your top priority design and development decisions. • Practice! Observe and listen every day. • Document! Report! Share! It’s easy to lose what you learn. 256
- 257. Any questions? 257
- 258. Thank you! 258