Wednesday, June 29, 2005

Design for Context Part I - Introduction

Have you ever been in a design meeting with a customer and been told something like this:

"We need to add [a cool new feature, content, functionality, etc.] to our site. Take a look at [Amazon, Google, Microsoft, or any other oft-compared-to website.] and let’s do it like that."

I’m sure you have. If you haven’t, you haven’t been in many design meetings.

Most of us probably get a deer in the headlights reaction to this and simply say "I’ll take a look" or, "That’s an option," when in reality, that statement should prompt us to direct a barrage of questions back at the customer.

What questions, you ask? Questions about context and usability. More on those in the next few posts…

Here is what is happening when a request like this is made: Your customer wants your site to look like the site in question with the goal being to have their traffic and do their business. There is this nice trend on the web these days towards homogeneity (for a number of reasons) and, while I think that uniformity equals usability to a fault (read: on a site-by-site basis), I do not think the entire web needs to operate in the exact same way.

And I don’t think anyone is saying that out loud. I just think that internal customers for those of us that create and maintain a corporate web or webs are starting to ask for and expect that.

"What works for the goose, works for the gander," they think and say. But what if the goose is selling pet medication and the gander is peddling over-priced duvet covers?

In all honesty, if I’ve determined that something is very effective on my site because I’ve taken the time to conduct user testing, do I really care if it will work for yours? Conversely, just because you’ve done something on your site that enhances my user experience doesn’t mean that it will work for my site.

Notice one key thing I said in the last paragraph. "I’ve taken the time to conduct user testing." That is the biggest IF on the web. It’s also the caveat to any evaluation of something working for you in your context. Remember the old logic question that went something like this:

"If all snarps are flarps, and some flarps are clarps, are all snarps clarps?"

Meaning: Some users on my site may use widget.com a little or a lot. But I can pretty safely assume that some don’t, so why would I design aspects of my site to pattern widget.com just because widget.com does it and some of my users are familiar with it.

In addition, what guarantee do I have that widget.com actually did any of their own user testing on this functionality? They could have stolen it from doohickey.net. And who knows if they actually tested it on their site. And so on…

My muddled point is this: I think that we’re in a world where our customers will supplant their own user testing with something that works for another site. The flaw in that reasoning is that we don't know how they decided that it "works." They could mean:

  • It looks nice.

  • It works… for me.

  • My son uses this site all the time and raves about this.

  • My admin suggested this to me.


Our challenge is to reverse that thinking by asking questions of context and championing user testing for everything we design.

My next couple posts will spend more time expanding on the concept of context. Then I’ll wax a little on user testing. Finally, I’ll look at consequences of our current path and what we can all do to work asking about context and user testing into our daily lives.

Tuesday, June 28, 2005

Rory on Bad Interface Design

Rory Blythe on Bad, bad, BAD user interface design


Excellent points, I thought. I remember back when Sprint was my Cellular provider and they started using the virtual operator. It would take five minutes repeating what I wanted before finally being dropped off to the operator.


Virtual Operator: Welcome to Sprint PCS! How may I help you?


Real Brandon: Could you connect me to billing?


Virtual Operator: I'm sorry, Sprint does not engage in any offshore drilling. How may I help you?


Real Brandon: Billing please.


Virtual Operator: While Chili-cheese would hit the spot for me right now, I'd rather help you get to where you need to go. How may I help you?


Real Brandon: (through gritted teeth) Operator!


Virtual Operator: Yes. How may I help you?


Real Brandon: I give up! Could you fry my brain for me?


Virtual Operator: Certainly! Please hold for the billing department.


Little do we "users" know, (and I mean "user" in the worst sense of the word) that "I give up" is the skeleton key that gets you exactly where you've been trying to go.


Doesn't it make you feel as if there is a conspiracy against you?


I have a feeling that this is all just an elaborate hold system cooked up by these corporations. I'm quite certain that there are people who listen to the hilarious recordings we produce for them, and then edit them for the execs, who open each board meeting with a greatest hits segment. Can't you see this happening?


And honestly, if that's the real purpose, it's better than Muzak as far as I'm concerned.


Either way, Rory's final point is yet another great example of how the lack of real world usability would be downright foolish if implemented in software.

Friday, June 10, 2005

Moving up the Food Chain

Lous Rosenfeld on "Information Guys" one day getting the keys to the manor.


You know, I've wondered something like this ever since I started in the IT world. It seems that accounting, finance and operations management are the disciplines that corporate board like to see in their CEO's (which may partially be because that's what your board people are).


In a different tack from Lou, I've always wondered if IT people would one day achieve that goal in large enterprises. I think Lou's question is just an extension of that: Will Information people one day be asked to helm (and in some cases, turn around) companies?


I tend to think so, especially as the challenge of managing information and knowledge becomes more and more vital to the bottom line of major corporations. But I would see it happening for pure "Information guys" that helm EIA groups long before IT gets that kind of shot. No knock on IT senior execs and CIOs (a lot of which are also accounting/ finance guys), but IT departments must repair their reputation of being a corporate "necessary evil" (a la, I hate you, but I need your technology) before any board will ever give an IT guy that kind of control...


In any case, as information becomes more vital, so do the roles of those that have the skills to deal with it.

How Now Scarcity?

Sad, funny and true... Check out today's Dilbert Comic


"Economics is the study of how societies use scarce resources to produce valuable commodities and distribute them among different people."
- Paul Samuelson and William Nordhaus


We know this fact...
We understand the logic of it...
And yet, this legitimate gripe continues all across corporate America today.


Are we insane? Misguided? Or are the organizational structures and policies of our corporations just that poorly structured?