would you use this? ux south africa 2016
TRANSCRIPT
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WOULD YOU USE THIS?UX SOUTH AFRICA 2016
Phil Barrett, @philbuktoo
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San Francisco Orlando
Denver
SeattleLos Angeles
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Washington DC
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Camp Hill
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New York
Belfast
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Milan
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BengaluruDelhi
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Gothenburg
WarsawMunich
Łódź
Stockholm
London
Perth
Singapore
Luxembourg
Shanghai
Adelaide
MelbourneBrisbane
Canberra
Auckland
Sydney
Tokyo
Studio
Delivery CenterHub
24Countries
26Studios
5500+GlobalHeadcount
1100+USHeadcount
1500+US IndiaHeadcount
41K+APAC
71K+EMEA
89K+Americas
202K+Global
150+Countries
Deloitte Digital Footprint Deloitte Footprint
205 SA EXPERTS
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DIGITAL. BUT ALWAYS CENTRED ON PEOPLE.
DIGITAL EXPERIENCES DIGITAL AT THE COREDIGITAL TRANSFORMATION
Centre on the customer
Deliver Intelligence
Orchestrate Change
Ignite Innovation
Implement Platforms
Define Strategy
Gather insights
Create Experiences
Optimize Impact
1:1
Personaliseinteractions
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WOULD YOU USE THIS?The most important thing you can’t ask in a usability test.
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WHAT THEY SAID AND WHAT THEY DID
I tested a website that aimed to gather donations of time and resources for NGOs. My NGO-manager respondents all said they’d come back and finish their profiles. But stats showed that none of them ever did.
An lovely children’s home: Brotherhood of Blessed Gérard. They didn’t participate in the testing, they just published a nice picture. But you should support them.
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Self reported claims are unreliable, as are speculations about future behaviour.
Jakob Nielsen Human-Centred Design guru
“DON’T ASK PEOPLE WHAT THEY THINK THEY WOULD DO
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We can’t envision change easily. Imagined futures are too much like the present.
We can predict our emotional responses. We don’t realise that we will feel different about things in the future to how we feel now.
So don’t go shopping for the week, when you’re feeling hungry.
WE ARE ALL BAD AT IMAGINING THE FUTURE
flickr.com/photos/ironypoisoning/
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Most conventional focus groups actually measure the wrong thing.[…]
They measure what people think when participating in a focus group.
Professor Gerald Zaltman Harvard Business School
“
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AND THEN…
Coca Cola launched New Coke.
It bombed. People said that messing with Coke was messing with America.
Pepsi’s sales climbed.
Coca Cola concluded it was because Pepsi tasted better.
Old Coke came straight back.
These days, Coca Cola Classic has around 17.6% of Market share and Pepsi has 8.5%.
http://adage.com/article/cmo-strategy/pepsi-passes-diet-coke-market-share/297790/
And more people are buying water and tea.
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BAD EXPERIMENTSWILL MISLEAD YOU1. Drink a bottle, not a sip. A sip of Pepsi is nice. But if you’re drinking a bottle, Coke is better.
Do a representative test to get the right information.
2. No one drinks Coca-Cola blind.
What they “taste” is influenced by their belief in the Coca Cola brand. Mess with it at your peril.
Factor in perception and social proof.
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(I JUST WANT ONE OF THESE)
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Pay attention to what people do, not what they say.
Jakob Nielsen Human-Centred Design guru
“
A GOOD USABILITY TEST IS BASED ON A GOOD PROTOTYPE, AND OBSERVATION.
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CAN YOU USE THIS?
Understand it, learn it, remember it, operate it.
And that’s why a good usability test focusses on
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BUT THERE IS MORE THAN EASE OF USE TO THINK ABOUT
BJ Fogg, Professor of Persuasive TechStanford University
Easy to doHard to do
Low
High
No action: Triggers fail here
Ability
Mot
ivat
ion Action!
Triggers succeed here
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EXAMPLE: A TRANSFORMATIONAL INNVATION?Around 2000, select investors became aware of an amazing new innovation to invest in.
Jeff Bezos “You have a product so revolutionary, you’ll have no problem selling it.”
Steve JobsOffered $63 million for a 10% share.
John DoerrInvested $80 million. Told Time magazine “it would become more important than the internet.”
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SEGWAYTarget: 10,000 units a week.
After six years: 30,000 units sold altogether.
Still not profitable after a decade.
https://www.flickr.com/photos/izik/
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MOST APPS CAN’T KEEP THEIR USERS“The average app loses 77% of its DAUs within the first 3 days after the install.
Of the >1.5 million apps in the Google Play store, only a few thousand sustain meaningful traffic.” — Andrew Chen, Silicon Valley researcher and commentator
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An invention needs to make sense in the world in which it is finished, not the world in which it is started.
Ray Kurzweil Author, Inventor, Futurist
“PREDICTION? IMAGINATION?
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We shape our tools and then the tools shape us.
Winston ChurchillBritish prime minister
“
ADOPTION OF AN INNOVATION CHANGES THE ADOPTION OF THAT INNOVATION
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NETWORK EFFECTS AND SOCIAL PROOFIn a world where everyone tweets, Twitter makes sense.
In a world where no-one tweets, Twitter makes no sense.
It’w worth trying when you hear of others doing it.
And it’s less valuable when people are saying it’s dead.
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USE LEAN STARTUP TO DISCOVER SOLUTIONS THAT GET TRACTION
BUILD
MEASURE
LEARNWatch and learn from end users as often as possible, for inspiration and validation.
Build in small increments and focus on quality.
Experiment and prove your idea as you build it.
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Remember that our higher order objective is to validate our ideas the fastest, cheapest way possible. Actually building and launching a product idea is generally the slowest, most expensive way to validate the idea.
Marty CaganProduct Management trailblazer
“
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CHEAP MVP EXPERIMENTS
Qual/F2F • Lab test a mockup • Concierge • Wizard of Oz • Storyboard • Prototype spaces • Catalogue/data sheet/
home page
Quant/online • Call to action • Ad tracking • Video and link • Split testing
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ONLY F2F DISCUSSIONS CAN LET YOU UNDERSTAND WHY
WHY?Understand root causes to address.
Stimulate ideas for how to address them.
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SO YOU NEED INSIGHTS ABOUT HOW PEOPLE RESPOND TO YOUR INNOVATION.
BUT HOW CAN YOU GET RELIABLE ONES IN THE LAB?
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SITUATE PEOPLE’S RESPONSES IN THE CONTEXT OF THEIR REAL LIFE ACTIVITY
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2001: WOULD YOU USE RADIO TIMES ONLINE?
OVER A DIALUP MODEM?
In 2000, dial-up Internet connections accounted for 74% of all U.S. residential Internet connections.
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WHEN AND WHY WILL YOU USE THIS?
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START WITH STORIES. WHAT DID PEOPLE DO, AND WHEN?
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UNDERSTAND THE JOBS TO BE DONE
A customer job could be:
• The tasks they are trying to perform and complete,
• The problems they are trying to solve,
• Or the needs they are trying to satisfy.
What is the job that a customer will hire your product to do?
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JTBD’S “CHANGE-MAKING FORCES”
NEW BEHAVIOUR
EXISTING BEHAVIOUR
Push from the old solution
Attraction to the new solution
Attraction to the old solution
Push about the new solution
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WHAT LIES BEHIND THESE FORCES?
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WHAT LIES BEHIND THESE FORCES?
MOTIVATION OPPORTUNITY
MABILITY
A O
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A BEHAVIOUR CHANGE MODEL: MOTIVATION, ABILITY, OPPORTUNITY
MOTIVATION ABILITY
Knowledge, skill, usability
Habit
Beliefs and re-evaluations
INTENTION!
OPPORTUNITYTriggers
Timing
Attitude towards behaviour
Social norms
Ölander and Thøgersen, Aarhus Business school
ACTION!
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SO…
NEW BEHAVIOUR
EXISTING BEHAVIOUR
MOTIVATION
OPPORTUNITY
ABILITY
MOTIVATION
OPPORTUNITY
ABILITY
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THINK ABOUT SUSTAINED USE
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If you can’t retain a healthy percentage of your users past ninety days, you don’t have product market fit yet.
Fred WilsonUnion Square Ventures
“CONVERSION IS NOT ENOUGH
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BEHAVIOUR CHANGE IS BUILT ON SUSTAINED USE
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ABILITY AND OPPORTUNITY: HABITS ARE KEY
Icons made by Icons8 from flaticon.com
Cue
Routine
Reward
triggers
provides
becomes associated with…
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AN EXTENDED BEHAVIOUR CHANGE CHECKLIST
Goals
Benefits
Self/issue awareness
Attitudes and emotions
Fears
Social norms
Cognitive biasses
Self-efficacy
Willpower, mindfulness
Knowledge, skill, usability
Habits
Resources: time, money, devices…
Social support
Triggers
Optimal time
Usual time
MOTIVATION ABILITY OPPORTUNITY
Sebastian Dieterding,Gaming and motivation expert
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http://j.mp/maomodelSebastian Dieterding,Gaming and motivation expert
BEHAVIOUR CHANGE FORCES
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ADVANCED VERSION
NEW BEHAVIOUR
EXISTING BEHAVIOUR
Attitudes and emotions
Fears
Resources: time, money, devices…
Pains
Cost
Goals
Social norms
Knowledge, skill, usability
Gains
Usual time,
Habits, Triggers
Self/issue awareness
Attitudes and emotions
Fears
Resources: time, money, devices…
Pains
Cost
Goals
Social norms
Knowledge, skill, usability
Gains
Optimal time
Triggers
Self-efficacy
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A SIMPLE RESEARCH SESSION
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1 32MAP STORIES AND IDENTIFY JOBS
EXPLORE FORCESSITUATE AND TRY THE PROTOTYPE
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“Let’s map out the story of the last time you did this task.”1
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“So, that time when you were doing this job… Imagine you’d discovered this.”2
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“At each key moment, What’s good about the new way? And bad? And what’s better about the old way…”3
NEW BEHAVIOUR
EXISTING BEHAVIOUR
MOTIVATION
OPPORTUNITY
ABILITY
MOTIVATION
OPPORTUNITY
ABILITY
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AND/OR “Think of some time you spent in the last week, that you will use for doing this thing instead.”3
OPPORTUNITY
Triggers
Timing
“What will remind you to use this?”
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OPEN YOUR MIND, LISTEN FOR WEAK SIGNALS
What humans are best at doing is interpreting all new information so that their prior conclusions are left intact.
“Warren BuffetWorld’s most successful investor
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Customers buy strength, not lack of weakness. “Ben HorowitzEntrepreneur and VC
BECAUSE TO SUCCEED, YOU’LL HAVE TO BE COMPLETELY AWESOME