The document outlines the process of synthesizing research findings from generative user research. It discusses moving from individual analysis of raw data to collaborative synthesis of themes and patterns. Key steps include identifying early themes in debrief discussions, individual analysis through annotating transcripts and videos, collaborative analysis by presenting "case studies" of research participants and clustering findings on a whiteboard, and refining insights into higher-level themes and opportunities.
Well, We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We've long heard the lament "Well, we got this report and it just sat there. We didn't know what to do with it." But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work. Ongoing acceptance of design research has increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn't immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
Insight Inspired Innovation: How to use research as creative fuel. Presented at the Expert Forum of CPSI (Creative Problem Solving Institute) 2012 in Atlanta, GA.
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
Ongoing acceptance of (and demand for) user research has increased the ranks of practitioners of all stripes who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This session describes a process to take control over synthesis and ideation by breaking it down into a manageable framework.
In this session, you'll:
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Explore how to prioritize findings and create new opportunities.
Championing Contextual Research in Your OrganizationSteve Portigal
More and more design organizations actively embrace a range of user-centered methods, including ways of getting input from users: surveys, A-B testing, focus groups, usability testing. But for many teams, when it comes to leaving the office environment and going out to meet and observe customers, there is significant resistance.
In this talk, Steve Portigal draws from his 17 years of selling contextual research into organizations, as well as primary research he's conducted with internal champions and change agents to break down the cultural, resource, and other factors that inform this resistance.
Steve will suggest ways to address these challenges and look at how you can maximize the result of every small victory, turning every fieldwork experience into an opportunity to do more!
User research: Uncovering compelling insights through interviewsSteve Portigal
Interviewing users is undeniably one of the most valuable and commonly used user research tools. Yet sometimes we forget that it’s a skill we need to learn, because it’s based on skills we think we have (talking or even listening) and it’s not taught or reflected on.
In this workshop, we’ll consider how to frame the problem, when to use research in the design process, and the tactics for setting up a successful study. We will focus in detail on the interview itself, reviewing detailed techniques for listening and asking questions, then conclude with an engaging exercise to bring these best practices to life.
This workshop will show you how to:
Integrate mixed methods of research into solving a problem.
Develop increased empathy, a critical facet to meaningful interviews.
Derive useful results from interviews once you get participants to open up.
EuroIA14 - Well, We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament “Well, we got this report and it just sat there. We didn’t know what to do with it.” But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of design research has increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
Interviewing users is undeniably one of the most valuable user research tools. Yet, sometimes we forget that it's a skill we need to learn, because:
* It's based on skills we think we have (talking or even listening)
* It's not taught or reflected on
People tend to 'wing it' rather than develop their skills. Without good interviewing skills, insights may be inaccurate or reveal nothing new, suggest the wrong design or business responses, or miss the crucial nuance that points to opportunities for breakthrough innovation.
This talk will cover:
* Framing the research problem to have the most impact on the business
* What type of participants to recruit and how to find them
* Different methods for learning from interviewees
* Asking questions
* Listening and building rapport
* Analysing data from the field
Unfinished Business Workshop: Working with user research dataSteve Portigal
In this workshop, Steve will show you how producers of "stuff" (products, services, and beyond) - can work with user research data to identify new businesses opportunities. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers (in the broadest sense of the word) increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including an exercise in the days and weeks beforehand) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
Well, We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We've long heard the lament "Well, we got this report and it just sat there. We didn't know what to do with it." But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work. Ongoing acceptance of design research has increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn't immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
Insight Inspired Innovation: How to use research as creative fuel. Presented at the Expert Forum of CPSI (Creative Problem Solving Institute) 2012 in Atlanta, GA.
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
Ongoing acceptance of (and demand for) user research has increased the ranks of practitioners of all stripes who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This session describes a process to take control over synthesis and ideation by breaking it down into a manageable framework.
In this session, you'll:
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Explore how to prioritize findings and create new opportunities.
Championing Contextual Research in Your OrganizationSteve Portigal
More and more design organizations actively embrace a range of user-centered methods, including ways of getting input from users: surveys, A-B testing, focus groups, usability testing. But for many teams, when it comes to leaving the office environment and going out to meet and observe customers, there is significant resistance.
In this talk, Steve Portigal draws from his 17 years of selling contextual research into organizations, as well as primary research he's conducted with internal champions and change agents to break down the cultural, resource, and other factors that inform this resistance.
Steve will suggest ways to address these challenges and look at how you can maximize the result of every small victory, turning every fieldwork experience into an opportunity to do more!
User research: Uncovering compelling insights through interviewsSteve Portigal
Interviewing users is undeniably one of the most valuable and commonly used user research tools. Yet sometimes we forget that it’s a skill we need to learn, because it’s based on skills we think we have (talking or even listening) and it’s not taught or reflected on.
In this workshop, we’ll consider how to frame the problem, when to use research in the design process, and the tactics for setting up a successful study. We will focus in detail on the interview itself, reviewing detailed techniques for listening and asking questions, then conclude with an engaging exercise to bring these best practices to life.
This workshop will show you how to:
Integrate mixed methods of research into solving a problem.
Develop increased empathy, a critical facet to meaningful interviews.
Derive useful results from interviews once you get participants to open up.
EuroIA14 - Well, We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament “Well, we got this report and it just sat there. We didn’t know what to do with it.” But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of design research has increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
Interviewing users is undeniably one of the most valuable user research tools. Yet, sometimes we forget that it's a skill we need to learn, because:
* It's based on skills we think we have (talking or even listening)
* It's not taught or reflected on
People tend to 'wing it' rather than develop their skills. Without good interviewing skills, insights may be inaccurate or reveal nothing new, suggest the wrong design or business responses, or miss the crucial nuance that points to opportunities for breakthrough innovation.
This talk will cover:
* Framing the research problem to have the most impact on the business
* What type of participants to recruit and how to find them
* Different methods for learning from interviewees
* Asking questions
* Listening and building rapport
* Analysing data from the field
Unfinished Business Workshop: Working with user research dataSteve Portigal
In this workshop, Steve will show you how producers of "stuff" (products, services, and beyond) - can work with user research data to identify new businesses opportunities. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers (in the broadest sense of the word) increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including an exercise in the days and weeks beforehand) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
Interviewing Users: Spinning Data Into GoldSteve Portigal
Interviewing is undeniably one of the most valuable and commonly used user research tools. Yet it's often not used well, because
* It’s based on skills we think we have (talking or even listening)
* It's not taught or reflected on, and
* People tend to "wing it" rather than develop their skills.
Results may be inaccurate or reveal nothing new, suggesting the wrong design or business responses, or they may miss the crucial nuance that points to innovative breakthrough opportunities.
In this day-long session, we'll focus on the importance of rapport-building and listening and look at techniques for both. We will review different types of questions, and why you need to have a range of question types. This session will explore other contextual research methods that can be built on top of interviewing in a seamless way. We'll also suggest practice exercises for improving your own interviewing skills and how to engage others in your organization successfully in the interviewing experience.
Unfinished Business Lecture: Culture, User Research & DesignSteve Portigal
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications. In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Well, We've Done All This Research, Now What?Steve Portigal
From Bolt|Peters' User Research Friday, November 2010. Steve Portigal and Julie Norvaisas, show you how designers and researchers can work with user research data to create action for businesses. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including a pre-work exercise in the days and weeks leading up to User Research Friday) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
UX Hong Kong - We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design. How can designers and researchers work with user research data to create new things for business to do?
Participants will:
* Collaborate in teams to experience an effective framework for synthesizing raw field data
* Learn how to move from data to insights to opportunities
* Experience techniques for generating ideas and strategies across a broad scope of business and design concerns
* Develop a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem
[Slides and the accompanying audio posted at http://www.portigal.com/blog/designing-for-unmet-needs-my-presentation-from-warm-gun]
Don’t be surprised if Steve Portigal, author of Interviewing Users, invites himself to your family breakfast or follows hotel maintenance staff to the boiler room. For more than 15 years, he’s led hundreds of interviews that help clients understand customers and turn insights into design opportunities.
Steve knows that our success depends on letting the unmet needs of our audience shape our designs. Okay—but how do we hit a target we can’t see? How do we design for people who aren’t us? How do we solve for the complexity of those people?
Dig into the details, ditch the guesswork, and join Steve to engage deliberately with the people we’re designing for. Look at ways to acknowledge the complexity of your users. Offer solutions rooted in the connections you make with people. Get unstuck and discover opportunities for design that adds value.
[Slides and the accompanying audio posted at http://www.portigal.com/blog/designing-the-problem-my-keynote-from-isa14]
Too often we assume that doing research with users means checking in with them to get feedback on the solution we've already outlined. But the biggest value from research is in uncovering the crucial details of the problem that people have; the problem that we should be solving.
As the design practices mature within companies, they need to play an active role in driving the creation of new and innovative solutions to the real unmet needs that people have. In part, driving towards this maturity means looking at one's own culture and realizing the value of being open-minded and curious, not simply confident. This is a challenge to each of us personally and as leaders within our teams and communities.
I will speak about the importance of this evolution and offer some tips to help guide the changes.
CHI2011 - We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament “Well, we got this report and it just sat there. We didn’t know what to do with it.” But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work. Courses at CHI and elsewhere have increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This course gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
My presentation from User Research Friday looks at the relationship between design and research in the world of design research. See video at http://vimeo.com/2235220 and find audio at http://www.portigal.com/blog/user-research-friday-research-and-design-ships-in-the-night/
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of user research has increased the ranks of designers and others who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
In this session, you'll:
Collaborate in teams to experience an effective framework for synthesizing raw field data.
Gain perspective on the difference between surface observations and deeper, interpreted insights.
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Focus on individual and group analysis to create a top-line report.
Brainstorm on patterns, cluster analysis, and diagrams to rethink problems.
Prioritize findings and create new opportunities.
How can you broaden your sphere of influence within the field of human-computer interaction? You can start by building your muscles! Steve will take a look at some fundamental skills that underlie the creation and launch of innovative goods and services. He will discuss the personal skills that he considers to be “the muscles of innovators” and the ways you can build these important muscles, including noticing, understanding cultural context, maintaining exposure to pop culture, synthesizing, drawing, wordsmithing, listening, and prototyping. Along the way, he will demonstrate how improving these powerful skills will equip you to lead positive change.
I gave this presentation to an undergraduate Design Research class at the University of Kansas, taught by Julia Eschman and Tamara Christensen, in March 2011. It focuses on the importance of finding the right people to drive insights for ethnographic/design research, and addresses tactics for doing so.
Recruiting is a key part of the design research process that often does not get the attention it deserves, to the detriment of project outcomes. I invite you to share your experiences and questions, to build a dialogue about this topic!
Some of the most effective ways of understanding what customers want or need – going out and talking to them – are surprisingly indirect. Insights produced by these methods impact two facets of innovation: first as information that informs the development of new products and services, and second as catalysts for internal change. Steve discusses methods for exploring both solutions and needs and explores how an understanding of culture (yours and your customers) can drive design and innovation.
In this interactive session, we'll work together on identifying and developing the interpersonal, creative, and cognitive skill sets that are essential in innovative work cultures.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
In this Power Hour session, Laurent Bernard will introduce Steelcase’s Workplace Future team, while Joyce Bromberg will discuss how the global office furniture manufacturer uses its human-centered design research methodology to design a corporate learning classroom that enables social learning and the co-creation of content. She will focus on the power of compelling stories and photos to help achieve change inside an organization.
Joyce Bromberg, Director of WorkSpace Futures, Steelcase Inc.
In an ever changing economic environment, it is essential that analysts demonstrate added value by developing creative and imaginative solutions to our everyday business challenges. Creativity, as the root of innovation needs to be nurtured and encouraged in any business, yet it is all too often neglected. It is true that some analysts are naturally more creative than others, however there are tools and techniques that can be learned and practiced by all analysts that will drive out better business solutions when applied. This thought provoking and interactive session will explore a range of creative techniques and methods of ensuring that the most suitable innovation is achieved as a result, arming delegates with tools, approaches and a re-invigorated creative outlook to take back to the workplace.
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications (indeed, if you aren’t familiar with a specific geographic and historical set of experiences, the presumably clever title for this talk will instead be perhaps bland). In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Interviewing Users: Spinning Data Into GoldSteve Portigal
Interviewing is undeniably one of the most valuable and commonly used user research tools. Yet it's often not used well, because
* It’s based on skills we think we have (talking or even listening)
* It's not taught or reflected on, and
* People tend to "wing it" rather than develop their skills.
Results may be inaccurate or reveal nothing new, suggesting the wrong design or business responses, or they may miss the crucial nuance that points to innovative breakthrough opportunities.
In this day-long session, we'll focus on the importance of rapport-building and listening and look at techniques for both. We will review different types of questions, and why you need to have a range of question types. This session will explore other contextual research methods that can be built on top of interviewing in a seamless way. We'll also suggest practice exercises for improving your own interviewing skills and how to engage others in your organization successfully in the interviewing experience.
Unfinished Business Lecture: Culture, User Research & DesignSteve Portigal
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications. In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Well, We've Done All This Research, Now What?Steve Portigal
From Bolt|Peters' User Research Friday, November 2010. Steve Portigal and Julie Norvaisas, show you how designers and researchers can work with user research data to create action for businesses. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including a pre-work exercise in the days and weeks leading up to User Research Friday) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
UX Hong Kong - We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design. How can designers and researchers work with user research data to create new things for business to do?
Participants will:
* Collaborate in teams to experience an effective framework for synthesizing raw field data
* Learn how to move from data to insights to opportunities
* Experience techniques for generating ideas and strategies across a broad scope of business and design concerns
* Develop a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem
[Slides and the accompanying audio posted at http://www.portigal.com/blog/designing-for-unmet-needs-my-presentation-from-warm-gun]
Don’t be surprised if Steve Portigal, author of Interviewing Users, invites himself to your family breakfast or follows hotel maintenance staff to the boiler room. For more than 15 years, he’s led hundreds of interviews that help clients understand customers and turn insights into design opportunities.
Steve knows that our success depends on letting the unmet needs of our audience shape our designs. Okay—but how do we hit a target we can’t see? How do we design for people who aren’t us? How do we solve for the complexity of those people?
Dig into the details, ditch the guesswork, and join Steve to engage deliberately with the people we’re designing for. Look at ways to acknowledge the complexity of your users. Offer solutions rooted in the connections you make with people. Get unstuck and discover opportunities for design that adds value.
[Slides and the accompanying audio posted at http://www.portigal.com/blog/designing-the-problem-my-keynote-from-isa14]
Too often we assume that doing research with users means checking in with them to get feedback on the solution we've already outlined. But the biggest value from research is in uncovering the crucial details of the problem that people have; the problem that we should be solving.
As the design practices mature within companies, they need to play an active role in driving the creation of new and innovative solutions to the real unmet needs that people have. In part, driving towards this maturity means looking at one's own culture and realizing the value of being open-minded and curious, not simply confident. This is a challenge to each of us personally and as leaders within our teams and communities.
I will speak about the importance of this evolution and offer some tips to help guide the changes.
CHI2011 - We've Done All This Research, Now What?Steve Portigal
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament “Well, we got this report and it just sat there. We didn’t know what to do with it.” But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work. Courses at CHI and elsewhere have increased the ranks of designers and others who feel comfortable conducting user research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This course gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
My presentation from User Research Friday looks at the relationship between design and research in the world of design research. See video at http://vimeo.com/2235220 and find audio at http://www.portigal.com/blog/user-research-friday-research-and-design-ships-in-the-night/
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of user research has increased the ranks of designers and others who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
In this session, you'll:
Collaborate in teams to experience an effective framework for synthesizing raw field data.
Gain perspective on the difference between surface observations and deeper, interpreted insights.
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Focus on individual and group analysis to create a top-line report.
Brainstorm on patterns, cluster analysis, and diagrams to rethink problems.
Prioritize findings and create new opportunities.
How can you broaden your sphere of influence within the field of human-computer interaction? You can start by building your muscles! Steve will take a look at some fundamental skills that underlie the creation and launch of innovative goods and services. He will discuss the personal skills that he considers to be “the muscles of innovators” and the ways you can build these important muscles, including noticing, understanding cultural context, maintaining exposure to pop culture, synthesizing, drawing, wordsmithing, listening, and prototyping. Along the way, he will demonstrate how improving these powerful skills will equip you to lead positive change.
I gave this presentation to an undergraduate Design Research class at the University of Kansas, taught by Julia Eschman and Tamara Christensen, in March 2011. It focuses on the importance of finding the right people to drive insights for ethnographic/design research, and addresses tactics for doing so.
Recruiting is a key part of the design research process that often does not get the attention it deserves, to the detriment of project outcomes. I invite you to share your experiences and questions, to build a dialogue about this topic!
Some of the most effective ways of understanding what customers want or need – going out and talking to them – are surprisingly indirect. Insights produced by these methods impact two facets of innovation: first as information that informs the development of new products and services, and second as catalysts for internal change. Steve discusses methods for exploring both solutions and needs and explores how an understanding of culture (yours and your customers) can drive design and innovation.
In this interactive session, we'll work together on identifying and developing the interpersonal, creative, and cognitive skill sets that are essential in innovative work cultures.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
In this Power Hour session, Laurent Bernard will introduce Steelcase’s Workplace Future team, while Joyce Bromberg will discuss how the global office furniture manufacturer uses its human-centered design research methodology to design a corporate learning classroom that enables social learning and the co-creation of content. She will focus on the power of compelling stories and photos to help achieve change inside an organization.
Joyce Bromberg, Director of WorkSpace Futures, Steelcase Inc.
In an ever changing economic environment, it is essential that analysts demonstrate added value by developing creative and imaginative solutions to our everyday business challenges. Creativity, as the root of innovation needs to be nurtured and encouraged in any business, yet it is all too often neglected. It is true that some analysts are naturally more creative than others, however there are tools and techniques that can be learned and practiced by all analysts that will drive out better business solutions when applied. This thought provoking and interactive session will explore a range of creative techniques and methods of ensuring that the most suitable innovation is achieved as a result, arming delegates with tools, approaches and a re-invigorated creative outlook to take back to the workplace.
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications (indeed, if you aren’t familiar with a specific geographic and historical set of experiences, the presumably clever title for this talk will instead be perhaps bland). In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Obstetrics and gynecology outpatient scenario of an Indian homeopathic hospit...home
Three homeopathic physicians participated in methodical data collection over a 3-month period in the
O&G outpatient setting of The Calcutta Homeopathic Medical College and Hospital, West Bengal, India. A
specifically designed Excel spreadsheet was used to record data on consecutive appointments, including
date, patient identity, socioeconomic status, place of abode, religion, medical condition/complaint,
whether chronic/acute, new/follow-up case, patient-assessed outcome (7-point Likert scale: 3 to þ3),
prescribed homeopathic medication, and whether other medication/s was being taken for the condition.
These spreadsheets were submitted monthly for data synthesis and analysis.
Data on 878 appointments (429 patients) were collected, of which 61% were positive, 20.8% negative,
and 18.2% showed no change. Chronic conditions (93.2%) were chiefly encountered. A total of 434
medical conditions and 52 varieties were reported overall. The most frequently treated conditions were
leucorrhea (20.5%), irregular menses (13.3%), dysmenorrhea (10%), menorrhagia (7.5%), and hypomenorrhea
(6.3%). Strongly positive outcomes (þ3/þ2) were mostly recorded in oligomenorrhea (41.7%),
leucorrhea (34.1%), polycystic ovary (33.3%), dysmenorrhea (28%), and irregular menses (22.2%). Individualized
prescriptions predominated (95.6%). A total of 122 different medicines were prescribed in
decimal (2.9%), centesimal (87.9%), and 50 millesimal potencies (4.9%). Mother tinctures and placebo
were prescribed in 3.4% and 30.4% instances, respectively. Several instances of medicine-condition
pairings were detected.
This systematic recording cataloged the frequency and success rate of treating O&G conditions using
homeopathy.
An introductory presentation to kick off the morning discussion at UX Hong Kong: an overview of user research and some highlights of the afternoon workshop.
This is my presentation covering Dan Saffer's UX London day one presentation and the workshop from days two and three.
Originally presented at the London IA UX London Redux on August 12th, 2009.
Design thinking helps to capture audience insights, feedback, aspirations, pain points, wants, and needs. Learn how you can incorporate design thinking into all you do.
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
The presentation which accompanied the talk I did in Dubai for the Human Centered Design Meetup - January 2020.
What does Operationalisation in Research terms mean? what does Operationalisation look like, and how to get started in UX Research. ResOps. DesOps. DevOps.
First presented at the Push Conference in October 2018 in Münich, Germany.
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See more at ui-patterns.com
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Are you stuck in product tunnel vision, still focusing on implementing ideas months old, only to find out they failed? Are you tired of spending time on building stuff nobody wants (other than your boss)?
Then let's go on a ride! Anders will tell you how to escape tunnel vision and start focusing on building the right thing. The silver bullet is systematic and constant product testing.
Anders will take the boring part out of testing and show you how easy it can be, so you product can start shining to more (and the right) people. He will reveal his playbook of cleverly thought out product experiments used by product builders at companies like Spotify, Booking.com, Facebook, Amazon, and Google and recommended by top universities like Havard, MIT, and Stanford.
Steve Portigal: Disciplinarity and Rigour?Steve Portigal
The opening keynote to the Design Research Society 2008 conference in Sheffield, UK. For audio as well, go to http://www.portigal.com/blog/disciplinarity-and-rigour-my-keynote-from-design-research-society-conference/
Steve describes his career path and his key concerns as a practitioner and consultant.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Would you use this? UX South Africa 2016Phil Barrett
if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
Similar to WELL, WE'VE DONE ALL THIS RESEARCH. NOW WHAT? (20)
We all agreed something needed to change, but did this mean we needed to work soooo closely together?
This is the story of how dev and UX were thrown together and how it nearly killed us both. But little by little we changed and learned about each other. Through interviews with designers and devs, and real life examples, we’ll talk about what worked, what failed spectacularly, and what we’re doing today.
“I love working with you more and more each day. Except for yesterday, yesterday you were pretty annoying.”
Speaker: Caroline Jarrett
To help us get the best out of this tricky research method, Caroline will describe the Survey Octopus, a friendly creature that helps her to tackle all the issues that may lie between 'What we want to ask, and who we want to ask', and a solid, reliable number that can be used to make decisions.
Along the way, we'll encounter the key concept in survey methodology, Total Survey Error, and the various types of error that can affect your survey.
MAKING THE COOLEST (NOT SO) LITTLE CAPITAL WEBSITE EVEN COOLERUX New Zealand 2015
Speaker: Rebecca Klee
WellingtonNZ.com is one of New Zealand’s most successful visitor destination websites, keeping visitors and locals in the know on what to see and do.
Last year WellingtonNZ.com was relaunched with a new look and feel, and the scope shifted from tourism-focused to becoming a single hub for those wanting to visit, work, study or do business in Wellington.
Since the relaunch, Positively Wellington Tourism have continued to collaborate with local design agency DNA, as well as stakeholders Grow Wellington and Wellington City Council, in order to enhance the various distinct, but overlapping user journeys of this increased audience.
Rebecca will present some of the key challenges and discoveries from recent projects making the coolest (not so) little capital website even cooler.
Speaker: Adam Polansky
Public speaking isn’t just for big rooms with a podium and microphone.
Sometimes it’s just you and five, ten, maybe twenty people, who might be your clients or stakeholders or project team members. Any time you address a group, you need to get your message across and know you'll be understood, and so prep and practice are always important. But when you’re speaking close-up there are different things to think about and opportunities you don’t have in a conference hall.
You’ll leave the workshop with a set of tools to prepare for and deliver a great presentation to clients, peers, or execs.
During the workshop, we’ll talk about how to:
- prepare a presentation with long or short notice
- manage your delivery and the room dynamics
- speak successfully to executives
- keep the conversation alive after the meeting
- give a pitch (yes, we’ll even talk about that)
This session will set you up to own the room the next time you have to present.
Speaker: Gareth Parry
It's been a little over a year since Optimal Experience joined PwC — and we've since become PwC digital. We’ve made big changes, done some really meaningful work, and learned a bunch of things about human-centred design in a management consulting firm along the way.
Mostly what we’ve learned about HCD in a big four, is that it’s quite a lot like improv. Improv with lolcats, sneakers, Sharpies, and ceiling tiles. Come along and find out more.
Adam Polansky
We talk a lot about change; about the need to keep up and the dire results that will come about if we don’t.
I began my professional career in design without computers, and I’ve seen the shift from magazines and newspapers to the desktop and the laptop, to the touch screen and the wearable. Now we’re entering a time when interfaces will be abstractions rather than devices, and great experiences result from feeling understood rather than being served.
Over 30 years ago, I was lucky enough to have a great teacher. In spite of the changes, certain things remain true. These truths I learned working with a humble but brilliant man named Max, who taught me about more than just design.
Let me share his lessons with you.
Donna Spencer
In this presentation, Donna will talk about the questions that she's been asked over and over again in her 15 years of information architecture work. And she won’t only talk about the questions...she'll answer them too!
Information architecture work is full of counterintuitive ideas and outcomes that can't be predicted ahead of time.
Amongst other things, she'll introduce and answer these questions.
"Is it OK to put things in more than one place?"
"Why can't we just arrange it according to our audiences?"
"Can't we just put a map on the page and use that?"
"Why do we need to do this? Doesn't everyone just search?"
"Can't we design the site and then pour the IA in afterwards?"
"Why do you need to spend so much time looking at the content?"
"But in the card sort, users said they wanted 14 categories..."
And her personal favourite: "Can't we just write some FAQs?"
Speaker: DAN SZUC
People face frustrations in work today that are fundamentally getting in the way of our ability to deliver on meaningful work. Corporate structures are badly designed and projects often prevent people from being able to do their best. Businesses are left confused after being fed a constant flow of buzzwords like ‘innovation’, ‘user experience’, ‘design thinking’, and ‘creativity’, and projects are not designed or staged to enable people to practise fundamental skills (skills that help us facilitate delightful and fulfilling experiences for people).
Dan will confront the fundamental issues project teams face, and then share his solutions for designing successful projects.
Author: Kat Hardisty
Personas. Surveys. Deep-dive qualitative research. Customer demographics. Big-picture qualitative and small-detail quantitative. All too often, we look at them independently. But there's so much more we can do if we join them together! Let's we get our qual and our quant intermingling, having cocktails together and kicking off interesting discussions and use their combined powers to improve the world (or at least one of our little corners of it).
Yes, My tuatara loves to cha-cha: Improv, creativity and designUX New Zealand 2015
Speaker: Steve Portigal
Improv is not ‘stand-up comedy’ but a series of games that offer huge degrees of freedom within a set of constraints. During improv, we bring out quickly-understood-and-communicated rules of culture that are implicit, not explicit.
Design and improv have important similarities. Both practices involve collaboration and brainstorming; an emphasis on breakthrough thinking; in-the-moment aspects and ‘Aha!’ moments; a balance of process, structure, and unfettered creativity; an enormous unspoken interaction; and the need to learn upon reflection.
Playing with improv can help us to be more mindful of the power of listening, to create a more collaborative work culture, to develop our own creativity, and to warm up teammates and clients in workshops and design sessions.
In this interactive presentation, you’ll learn about improv, listening, and creativity, and how each supports the others. No tuatara's will be harmed.
A COMMUNITY, NOT A LIBRARY: DESIGN PATTERNS FOR GOVERNMENT SERVICESUX New Zealand 2015
Workshop lead by Caroline Jarret
As a designer, how do you know that what you’re doing represents best practice? If you’ve got many designers working on services for the same website, how do you help them to share and improve their practice?
Caroline, the world’s foremost expert on online forms, will give you an insider’s take on how the UK Government Digital Service (GDS) uses design patterns to deal with these challenges. She’s part of the team that creates design patterns for the GOV.UK website as a way to ensure consistency across services, and to share data from extensive user research with other designers — a must for people working on a website that gets 12 million visitors a week.
Come to the workshop to find out:
what design patterns are, and how they ensure consistency across services
how design patterns are used in practice by designers and across teams
what design patterns can and can’t do, and pitfalls to avoid
how to source, create, and implement design patterns for your own work.
Along the way, Caroline will give you insights into how they created the first versions of the patterns, the tools and approaches they use to introduce, implement, and update the patterns, and what went well (and not so well) along the way.
You’ll also learn why the primary value of design patterns is the conversation they create, and hear about the community they set up that continues to actively discuss, challenge, and update the patterns to this day.
About the UK Government Digital Service:
GDS pioneered the global movement towards simplifying and centralising online government services, primarily through GOV.UK. As the site has grown, so has the design team – from a few people in a room to dozens of designers across multiple government departments.
Now, their website GOV.UK is now home to over 330 departments and organisations, and is saving the government an estimated £62 million per year.
WHAT DOES A TRULY INSPIRATIONAL DESIGN TEAM LEADER LOOK LIKE?UX New Zealand 2015
We’ve all had managers/bosses/supervisors/people who tell us what to do at that place where they keep our pay cheques, but what does a truly inspirational design team leader look like? Those of us who are managers now- what can we do better? And for those of us (like me) with certified minion status- what kind of leader do we want to be when we grow up? I had the privilege of working for one of these magical creatures once and I’d like to share with you what I learned from that experience.
Author: Dr. Chandra Harrison
In a case study about change Chandra will take you on a journey of how focusing on user needs, applying agile methods and eating a liberal dose of jaffas (the sweets - just for clarity) helped rebuild the website to be fit for purpose (although it's unlikely to ever be famous).
Author : Lou Rosenfeld
You may have spent the early years of your UX career fighting off a bad case of impostor syndrome. Well, bad news: as your career advances, there's a good chance that it'll return. That's because your day-to-day work diet will increasingly forgo the red meat of research and design for a dog's breakfast of odd tasks and miscellaneous activities that you'd never imagined existed.
Lou Rosenfeld, who's been around a while and has done some things, feels this pain. He's not sure if what he does is UX. That's his problem. But there's a very good chance that, should you live long enough, Lord willing, it will be yours some day too. Join Lou for a look at what it means—or could mean—to "practice UX" at the far edges of your career and in strange settings that a little time at General Assembly or in grad school don't prepare you for.
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.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
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.
Top 5 Indian Style Modular Kitchen DesignsFinzo Kitchens
Get the perfect modular kitchen in Gurgaon at Finzo! We offer high-quality, custom-designed kitchens at the best prices. Wardrobes and home & office furniture are also available. Free consultation! Best Quality Luxury Modular kitchen in Gurgaon available at best price. All types of Modular Kitchens are available U Shaped Modular kitchens, L Shaped Modular Kitchen, G Shaped Modular Kitchens, Inline Modular Kitchens and Italian Modular Kitchen.
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
3. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleMore on Design Research
Tactics for planning research, asking questions
rosenfeldmedia.com/books/interviewing-users/
Interviews with in-house user research leaders
portigal.com/series/DollarsToDonuts/
Coming in 2016
rosenfeldmedia.com/books/epic-fail/
4. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleGenerative and Evaluative Research
Study people to generate
new ideas
Show solutions to people
to evaluate if they are
desirable, usable, useful
5. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleGenerative and Evaluative Research
Study people to generate
new ideas
Show solutions to people
to evaluate if they are
desirable, usable, useful
Usability Testing!Ethnography!
6. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleI think about it like this
Study people to generate
new ideas
Show solutions to people
to evaluate if they are
desirable, usable, useful
Learning about people’s
behaviors, beliefs, goals, etc.
will help you find opportunities
to innovate and reveal if you
are on the right track so far.
7. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleChristian Rohrer has the definitive model
http://www.nngroup.com/articles/which-ux-research-methods/
8. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleThe Business Question
What new products and
services can you offer to
help partners increase social
network stickiness (and thus
revenues)?
What entertainment activities
should you support to tap
into a growing middle-class
in China?
9. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleThe Research Question
What are the motivations,
successes, and frustrations
for current and prospective
users of our partners’ social
media sites?
How is family life changing in
middle-class China? What
are the critical digital and
analog technologies that are
being embraced?
10. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleThe Research Methodology
The methods we’ll use….
The methods we’ll use….
11. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title stylePain points: default research/business question?!
While we always uncover so-called pain points, the bigger
opportunity may come from understanding why – how did
we get here?
12. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleIt may not really be that painful
Satisficing (coined by Herbert Simon in 1956) refers to our
acceptance of good-enough solutions
These can drive engineers and designers crazy…but the
real problem isn’t always what it appears to be
13. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleTypical timelines
When working in tighter timeframes, consider where you want to cut
back. Be mindful of the tradeoffs!
Who do you
want to talk
to?
What do you
want to do
with them?
Fieldwork
Do
something
with the data!
2–3 weeks 2–3 weeks 2–3 weeks
Screening criteria,
recruiting
Methodology, field
guide, stimuli
Analysis,
synthesis, design
Interviews, self-
reporting, debriefs
14. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleGoing rogue
Who do you
want to talk
to?
What do you
want to do
with them?
Fieldwork
Do
something
with the data!
1 day 1 day 2 days
Who can you get?
Co-workers,
intercepts on the
street
Wide-eyed
observation,
winging it
DebriefSmall sample,
massively parallel
data gathering
15. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Observation Exercise
16. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Your mission: Imagine you are
working on a project for Gentrific8,
looking for inspiration for
redevelopment of Wellington’s
waterfront.
Explore In groups of 2 – 3
• Do it out loud!
• Capture (photos, notes)
• What, who, where, when, why,
how?
• People, interactions, environments
• Functionality but also meaning
This is not a design audit of signage
or merchandise displays
Exercise: Explore and Observe
17. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleObserving
Notice what… people, places
Notice how… processes,
sequences, interactions
Suspend your point of view
Avoid conclusions
Allow confusion
Do it “out loud”
Steve, practicing his “noticing.” You can tell
because he looks like he may be a little
confused.
18. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
You’re observing people within
their culture. Notice how cultural
artifacts reflect and define the
environment; and reveal what is
“normal”
Normal isn’t “right or wrong” – it’s
the set of background rules that
define much of what people
choose or ignore
Media
Products
Advertisements
Street Culture
Trends/ Fads
Cultural context
What are they selling?
19. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleCultural context
20. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleCultural context
21. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleCultural context
22. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleCultural context
23. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Your mission: Imagine you are
working on a project for Gentrific8,
looking for inspiration for
redevelopment of Wellington’s
waterfront.
Explore In groups of 2 – 3
• Do it out loud!
• Capture (photos, notes)
• What, who, where, when, why,
how?
• People, interactions, environments
• Functionality but also meaning
This is not a design audit of signage
or merchandise displays
Exercise: Explore and Observe
24. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
We resume
at 9:55!
Exercise: Explore!
25. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Synthesis: From data to insights
9:55 – 10:40
26. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Detailed
solutions
SolutionsStrategies
Insights Opportunities
Analysis
Synthesis
Ideation
Synthesis & ideation process
27. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Fieldwork
Development
Synthesis
Ideation
Why a process?
28. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleAvoid jumping to conclusions
29. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleDTDT: Analysis vs. Synthesis
Analysis
Break large piece(s) into smaller
ones in order to make sense
e.g., interviews, transcripts into anecdotes, stories
30. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleDTDT: Analysis vs. Synthesis
Synthesis
Combining multiple pieces into something new
e.g., developing themes, implications, opportunities
Analysis
Break large piece(s) into smaller
ones in order to make sense
e.g., interviews, transcripts into anecdotes, stories
31. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleDTDT: Analysis vs. Synthesis
Synthesis
Combining multiple pieces into something new
e.g., developing themes, implications, opportunities
Analysis
Break large piece(s) into smaller
ones in order to make sense
e.g., interviews, transcripts into anecdotes, stories
The process gradually moves from one to the other
32. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleAnalthesis????
Synthesis
Combining multiple pieces into something new
e.g., developing themes, implications, opportunities
Analysis
Break large piece(s) into smaller
ones in order to make sense
e.g., interviews, transcripts into anecdotes, stories
33. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Sense-making through an iterative
process of refining gathered data
Early, Informal data in your head
First, process the experience you
had collecting data
• Refer to debriefs and conversations
• Articulate and identify themes
• Outcome: Topline Report
Process-based, Formal heavy lifting
Then, process the data itself
• Individual and group analysis
• Pattern-identification, clustering,
models, frameworks
• Outcome: Opportunities
More narratively, what is synthesis?
Review, Refine, Rinse, Repeat
34. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Synthesis naturally begins in
the field
• Resist meaning (for now)
• Focus on observations
• Get the detail
Create time to talk after each
fieldwork experience
• Worksheet to facilitate the
debrief
Write up real-time summaries for
the team, ASAP
In-field debriefing
Fieldwork highlights captured in the wild.
35. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
After fieldwork, collate reflections
and quickly externalize a starter set
of 5 to 10 thematic areas based on
•Pre-identified areas of inquiry
•Refer to debriefs and
conversations from the field
•New patterns that we observed
Identify interesting areas;
acknowledge that you don’t
understand details yet, identify
questions
Outcome: Topline Report
All right researchers… what did you see?
Early, informal synthesis (data in your head)
36. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
This sheds light on what excites the team and the stakeholders and
brings focus to the next stage of synthesis
The Topline Report
37. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Go back through your raw data
very closely to move beyond the
Topline Report
Individually (heads-down) and
collaboratively (heads-up) develop
clusters, identify patterns, collate
and refine findings
• Process maps, eco-systems
• Frameworks, models
• Design implications
i.e.: What did other public announcements in
the study look like? What are the layers of
information and cultural context? What form
factors are favored? Why?
Process-based, formal synthesis (heavy lifting)
38. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title style
Heads down!
• Video
• Photos, field artifacts
• Transcripts
• DV→MP3→FTP→.docx
Transcript analysis
• Make marginal notes on
patterns, quotes, or what
seems interesting
• Ask yourself questions; give
labels; propose solutions
• Don’t worry about
implications, be descriptive
and reactive
Individual analysis (not today)
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If you can’t get transcripts, watch
video/listen to audio (even sped-
up) and in near real-time jot
down the rough narrative of the
session
• When you make an observation
in your own voice, do something
typographic to call it out (ALL
CAPS, highlight, etc.)
Individual analysis (not today)
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Heads up!
Present each interview (etc.) as
a case study. Introduce each,
and pick out the provocative
highlights.
Voice and document reactions,
a-has, support and questions
• Clustering with stickies
• White-board notes
Develop a new shared point-of-
view, beyond “findings”
Collaborative analysis
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Easy to scan for patterns and relationships
Play with data by rearranging individual elements
Lo-fi way to makes data tangible, visible, and
sharable
Sticky work
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As you are telling stories, quickly
get the key points (notes, themes,
observations, quotes) up
• Code with the source (interview
name, etc.)
Separate what was observed from
what you think it means
Write big and try to code visually
(e.g. colored dots, colored post-its,
symbols)
Sticky work
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Group stuff
Be opportunistic, using whatever
makes sense at first
• You may want to re-use your topline
headings or you may want to be fresh
• Initial groupings may be “All things
related to shopping” or “what people
are doing” or “what people are
feeling” or “pain points”
Sticky work
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Click to edit Master title styleSticky work
Re-group stuff
Now, go back and re-group at a
higher level
• What it means
• What people are trying to accomplish
(i.e., needs/motivations/goals)
45. Well, We've Done All This Research. Now What? ‹#› Portigal
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Name your groups
These themes are the points
of view you will carry forward
• Individual stickies are
supporting evidence you can
return to
Sticky work
46. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title stylePlay with possible models and frameworks
The 2 x 2
Relationship
to other data
Timeline
Frequency
47. Well, We've Done All This Research. Now What? ‹#› Portigal
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Spreadsheet analysis enables immersive refinement of data
Play with data by generating alternate views of the dataset
• Rewrite each sticky in a cell (adding commentary, explanation, context, quote)
• Processing each entry allows further synthesis and thought
More individual analysis (not today)
Tag each comment with
person, segment, market etc.
to allow you to manipulate data
Categories of
columns will
vary by project
Comment
comes from
rewritten sticky
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Keep the human touch in
communication
Allow people to move
seamlessly between places
Allow people to integrate
seamlessly across different
devices and systems
Opportunities are not
• A reporting of “interesting findings”
• A list of solutions
Opportunities are
• Change we can envision based on
what we heard and observed
• About people
• In the context of, but reframing the
business questions
• Generative, inviting many
solutions
Developing opportunities
What should we do?
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Topline
Keep the human touch in
communication
Allow people to move
seamlessly between places
Allow people to integrate
seamlessly across different
devices and systems
Summary of analthesis activities
Externalize the data
in your head
OpportunitiesCollaborative
Analysis
Individual
Analysis
Individual
Analysis
The heavy lifting Play with individual
data elements
Play with the entire
data set
Determine generative
directions
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In groups, identify 3-5
themes
• Areas where you have data
• Patterns, issues, surprises
• Don’t fuss over exact wording
Exercise 1 of 3: Topline
All right researchers… what did you see?
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Pick your strongest themes and
state the problem, articulating
your point of view
• Move from
There’s a lot of choices
to
Overwhelming choices stop people
from quickly finding a transit solution
Exercise 2 of 3: Findings
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Start each opportunity with a verb
Opportunities are not
• A reporting of “interesting findings”
• A list of solutions
Opportunities are
• About people
• Change we can envision based on
what we heard and observed
• Generative, not specific, inviting many solutions
• In the context of but reframing the business questions
Exercise 3 of 3: Opportunities
What should we do?
Keep the human touch in
communication
Allow people to move
seamlessly between places
Allow people to integrate
seamlessly across different
devices and systems
What should we do?
Keep the human touch in
communication
Allow people to move
seamlessly between places
Allow people to integrate
seamlessly across different
devices and systems
53. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleBreak! (10:40 – 10:50)
54. Well, We've Done All This Research. Now What? ‹#› Portigal
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Ideation: From insights to solutions
10:50 – 11:20
55. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleTypes of problems, a simplification
Simple
Complex
Wicked
The problem is known
and thus the solution is
known.
The problem is known
but working out the right
solution will take some
exploration.
The problem and solution
are unknown (and may
even be unknowable).
Users keep looking on the
right for the submit button
which is actually on the left.
Users don’t understand the
difference between submit
and enter.
i) Innovate in our category.
ii) Fix homelessness.
56. Well, We've Done All This Research. Now What? ‹#› Portigal
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A simple step moves you from
Opportunities to Ideation
Questions, reframing them
into actionable language
How might we
Ideate!
keep the human touch in
communication
allow people to move
seamlessly between places
allow people to integrate
seamlessly across different
devices and systems
How might we
How might we
Ideation questions
57. Well, We've Done All This Research. Now What? ‹#› Portigal
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Solutions exist across many
different business areas
Functionality
Visual design
Marketing
Architecture
Public Services
Partnerships
Events
Software
Form factor
Packaging
Policy
Retail design
Even if you are unlikely to impact
certain business areas, it’s crucial
that you set that constraint aside
for ideation
Scope of solutions
How many business and civic areas to impact
can you spot in this picture?
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Responses to any ideation question can lead in different strategic directions
Finding: Students have to smoke outside, but they get cold and wet
Opportunity: Improve the experience of students who smoke
Ideation Question: How might we improve the experience of students
who smoke?
Developing strategies
Create a protected
environment for smoking
Support underlying needs
and behavior by embracing
the finding
Eliminate smoking
Question needs and
behavior, seek change by
challenging the finding
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Finding: Students have to smoke outside, but they get cold and wet
Opportunity: Improve the experience of students who smoke
Ideation Question: How might we improve the experience of students
who smoke?
Strategies
Solutions
Strategies can inspire solutions
Create a protected
environment for smoking
Facilities
Build a
pavilion
Admin
Allocate
interior
room
Partners
Align with
nearby
cafe
Eliminate smoking
Online
Smoking
cessation
games
Admin
Ban
smoking
Partners
Stop
smoking
coaches
60. Well, We've Done All This Research. Now What? ‹#› Portigal
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Finding: Students have to smoke outside, but they get cold and wet
Opportunity: Improve the experience of students who smoke
Ideation Question: How might we improve the experience of students
who smoke?
Solutions can suggest strategies
Create a protected
environment for smoking
Eliminate smoking
Admin
Allocate
interior
room
Admin
Ban
smoking
Strategies
Solutions
61. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleOther strategies
The carrot
(a financial reward for
behavior we want to
encourage)
The stick
(a financial cost for behavior
we want to discourage)
Make a new behavior
acceptable by concealing it
Make a new behavior
acceptable by enabling
everyone to participate
Make a new behavior
acceptable by masking it to
look like an existing activity
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This is a collective, out-loud activity!
Talk, listen, build on each other’s
ideas
• Don’t worry about a “bad” idea… it
may lead to a “good” idea
Don’t correct; generate alternatives
• “Yes, and…”
This is a visual activity! Sketch,
draw…
• Quantity over quality; go quickly
Individual ideas matter less than
what the collective produces overall
How can a sour lemon help keep things working
smoothly?
Collaborative generation
63. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleStuck?
Come up with bad ideas
• Immoral
• Dangerous
• Bad for business
64. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleStuck?
Come up with bad ideas
• Immoral
• Dangerous
• Bad for business
65. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleThe ideation process
Time
Pace of idea
generation
Addressing
needs with
low-hanging
fruit
66. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleDon’t forget your second wind
Time
Pace of idea
generation
Addressing
needs with
low-hanging
fruit
Innovative
Breakthrough
Wacky
67. Well, We've Done All This Research. Now What? ‹#› Portigal
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Questions Business Areas Ideation and Sharing
How might we
Ideate!
keep the human touch
in communication
allow people to move
seamlessly between
places
allow people to
integrate seamlessly
across different devices
and systems
How might we
How might we
Summary of ideation exercises
Shift to “How
might we…?”
Figure out where
we can play
Remember, “Yes, and…”
68. Well, We've Done All This Research. Now What? ‹#› Portigal
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Apply How might we…?
to each of your Opportunities
How might we
Ideate!
keep the human touch in
communication
allow people to move
seamlessly between places
allow people to integrate
seamlessly across different
devices and systems
How might we
How might we
Exercise: Ideation questions
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Let’s collectively list possible
business areas to design for
• Think about whatever Gentrific8 could do
or affect
Use this list as a starting point
Functionality
Visual design
Marketing
Architecture
Public Services
Partnerships
Events
Software
Form factor
Packaging
Policy
Retail design
Incentives
Exercise: Business areas
How many business and civic areas to impact
can you spot in this picture?
70. Well, We've Done All This Research. Now What? ‹#› Portigal
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Use your ideation questions to
generate strategies and solutions
• Out loud
• Visual
• Collaborative
Consider the range of possible
business areas
Bounce back and forth between
generating strategies and
solutions
Most ideas will not turn out to be
winners; the goal is to practice
connecting research data to
solutions
Exercise: Ideation
Apply lemon as needed.
Don’t forget your second wind
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Quickly align on your team’s best
ideas and message
Choose a messenger
Exercise: Share
The wise team will choose a bold, expressive
spokesperson
72. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title stylePrioritization
73. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleBig group voting
74. Well, We've Done All This Research. Now What? ‹#› Portigal
Click to edit Master title styleSmall group ranking…and reconciliation
Color indicates voting winner Ranking factors may even
include how clear the idea is
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Wrap Up
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Development
Synthesis
Ideation
How experts use frameworks
Fieldwork
77. Well, We've Done All This Research. Now What? ‹#› Portigal
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@steveportigal
steve@portigal.com
www.portigal.com
Thank you!
What did you get out of
this workshop?
How will you apply it?