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UX London Collaborative Research Workshop
This document provides an overview of a UX research event in London. The agenda includes sessions on research and collaboration, understanding the organization being studied, user research activities like interviews and usability testing, analyzing the data collected, and getting buy-in for research findings. It discusses topics like forming good research questions, overcoming objections to research, biases to avoid, and conducting stakeholder interviews and organizational research. The document emphasizes that research is a process of answering questions to make evidence-based decisions and reduce risks. It encourages a goal-driven and skeptical approach over dogmatic methods, and seeing users as partners rather than subjects.
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UX London Collaborative Research Workshop
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- 3. I have aquestion… 3
- 4. Do you enjoy beingright? 4
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- 16. What We’re DoingToday 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
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- 31. For Effective Collaboration Havea plan Provide a rationale Define roles and responsibility Set expectations Communicate progress Reflect on performance 31
- 32. The 4 Virtuesof Collaboration Clarity & definition Accountability & ownership Awareness & respect Openness & honesty 32
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- 40. A design projectis a series of decisions. 40
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- 43. Data (alone) doesn’t changeminds. 43
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- 45. 6We don’t have thetime. 45
- 46. $We don’t have themoney. 46
- 47. $We don’t havethe expertise. 47
- 48. We have aguy. 48
- 49. 0 25 50 75 100 April May JuneJuly We’ll just A/B test. We have analytics. 49
- 50. !Let’s just makea prototype. 50
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- 53. Everyone wants better products,faster. 53
- 54. No one wantsto read a report. 54
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- 61. Everyone is more effectiveand efficient 61
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- 65. Design-Led Research-Led Expert Mindset Participatory Mindset Users seen assubjects 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 Increasechance of success Reduce risk Willing to question the value of any approach 66
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- 69. Form Questions Analyze DataThinkCritically 69
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- 75. You need aplan! 75
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- 82. A Bad Question “Howdo we get Millennials to like us?” 82
- 83. Better Question “How dorecent college graduates living in cities decide what to have for dinner?” 83
- 84. A Bad Question “Whatdo people do around here all day?” 84
- 85. A Better Question “Howdo editors and designers work together?” 85
- 86. The Best Question Theunknown that carries the most risk. 86
- 87. Project Risks •Target customersdon’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
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- 89. Practice Exercise: Writingquestions 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 questionsmight serve this project? A e-commerce startup wants to create an app to help people give gifts. 90
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- 92. Let’s talk aboutyour questions. 92
- 93. How to answer thosequestions 93
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- 95. Research activities are simplyways to answer questions. 95
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- 98. Phone Interviews What do we needto 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 justmake a prototype? 99
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- 101. “If we onlytest bottle openers, we may never realize customers prefer screw-top bottles.” – Victor Lombardi, Why We Fail 101
- 102. There is noone right method or activity. 102
- 103. How to getthe most out of any method •Clarify goals •Enumerate assumptions •Identify questions •Prioritize questions •Work collaboratively •Present strategically 103
- 104. Don’t focus onthe method 104
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- 108. Uncritical Thinking “I hateyellow, so a yellow website won’t succeed.” 108
- 109. Critical Thinking “I hateyellow, but based on the evidence, it might work for our audience.” 109
- 110. Uncritical Thinking “The informationon this website is too dumbed- down for me.” 110
- 111. Critical Thinking “Our targetaudience needs clear, simple information.” 111
- 112. Critical Thinking “I don’tknow.” 112
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- 114. Bias: Something that causesan influence or prejudice 114
- 115. Confirmation Bias: You selectivelyweight the information that confirms what you already believe. 115
- 116. Sampling Bias: Your sampleof research subjects isn’t sufficiently representative. 116
- 117. Interviewer Bias: You insertyour opinion into interviews. 117
- 118. Social Desirability Bias Peopledon’t say the true things that they worry will make them look bad. 118
- 119. Hawthorne Effect Observation changesthe behavior being observed. 119
- 120. Ease Clear Display Related Experience PrimedIdea Good Mood Feels True Feels Familiar Feels Good Feels Effortless Daniel Kahneman 120
- 121. Feeling confident? It’s nota good sign. 121
- 122. You might havea bad case of Dunning-Kruger. 122
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- 127. Organizational research helps youunderstand •Requirements •Politics •Workflow •Capabilities •Goodwill 127
- 128. Requirements What are thetop business priorities for this project/ product? 128
- 129. Politics What does successmean for our individual roles? 129
- 130. Workflow (How) do wehave to change how we work together to be successful? 130
- 131. Capabilities What are thestrengths and weaknesses of our team? 131
- 132. Capabilities Where is theinternal expertise? 132
- 133. Goodwill How might product decisionsmake someone’s job easier (or harder)? 133
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- 135. How to extractknowledge from these people? 135
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- 138. Basic Stakeholder Questions Whatis 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 Whatdoes 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 “Whyare 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
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- 142. Practice Exercise: Stakeholderinterviews 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 isyour 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
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- 145. Stakeholder Questions •What isyour 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
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- 147. What did youlearn? 147
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- 149. In summary • Ashared 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
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- 153. How to dobad user research: Ask people what they want. 153
- 154. How to dobad user research: Ask people what they like. 154
- 155. Never ask userswhat they want or like. 155
- 156. The Four Dsof Design Ethnography 156
- 157. Deep Dive Daily Life DataAnalysis Drama 157
- 158. “...true ethnography revealsnot just what people say they do, but what they actually do.” –PARC 158
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- 161. The Art of TheInterview 161
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- 164. Good Interviewers 1.Know YourQuestion 2.Warm Up 3.Shut Up 164
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- 166. Introduction: Smile Express gratitude Describe theprocess 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 theprocess 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 theprocess 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 thehost You are the student 169
- 170. Out of your comfortzone, and into theirs. 170
- 171. Interview Checklist • Createa 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
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- 173. Roles Interviewer Notetaker ObserverParticipant 173
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- 175. Exercise: User researchinterview 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 areworking 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
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- 180. Remember: This isa research interview, not a friendly conversation. Listen for: Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment 180
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- 182. Clear your mind. Listenfor: Goals Priorities Tasks Motivators Barriers Habits Relationships Tools Environment 182
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- 184. How did thatgo? 184
- 185. How about a focusgroup? 185
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- 187. “Even when thesubjects 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
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- 189. Anything else aboutactivities? 189
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- 191. Analysis turns datainto useful insights 191
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- 193. Analysis isn’t complicated Compiledata Look for patterns Identify insights Create models …but it is challenging 193
- 194. You need tocreate meaning from data 194
- 195. Data > Meaning> Actionable Inputs 195
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- 197. Observations are Verbatim quotesReported behaviors Observed behavior 197
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- 199. Make product information sharable Savestate in purchase process Users collaborate on purchases Insight Mandate/Action 199
- 200. Ground rules The goalof 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
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- 202. Practice Exercise: AnalysisPart 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 quotesand 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
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- 208. Practice Exercise: AnalysisPart 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
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- 210. Do this partlast 210
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- 214. How did thatgo? 214
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- 218. Thinking is not usefuluntil shared 218
- 219. A model isthinking made visible 219
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- 231. In summary •A modelsimplifies 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
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- 233. A persona is “theuser” made visible 233
- 234. Busy mom is theur-persona. 234
- 235. I’ve never seena persona called “Married woman, no kids, with pristine hardwood.” God, how I aspire to see that persona. -Steve Portigal 235
- 236. They can still beuseful tools 236
- 237. Personas • Distill ethnographicresearch • 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 bebased on actual research data 238
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- 240. A good modelrepresents and simplifies knowledge 240
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- 242. MAKE A SIMPLEJOURNEY Experience Journey Map | Task: Eating Lunch 242
- 243. Practice Exercise: UserJourney 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
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- 245. How did thatgo? 245
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- 247. 2 A useful reportsupports Clear goals Shared values Access to information Confident decisions 247
- 248. 2 You decide thepurpose Informing? Inspiring? Focusing? Remembering? Recording? Deciding? 248
- 249. Research ReportStudy Title DateCompleted Research Goal Activities Related Decisions Key Insights Supporting Observations Recommended Actions Questions for Further Study Keep it as brief as you can. 249
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- 251. Capture the value ofresearch 251
- 252. Use your reportto tell a story 252
- 253. How most peopledo 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 (abrief 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
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- 256. In summary • Researchcreates 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
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