The most inspirational people, not just inspirational, but the best people period, that I have had to good fortune to work with or know have all been experts in more than one discipline. An engineer who was an expert in classical music, a designer who could play the violin, a doctor who could play the drums; all were multi-dimension and great at what they did. These kind of people are a joy to be around too.
Throughout school, I was laser-focused on learning everything I could about design. When I came to IDEO, this passion for design was no longer something that made me unique. It’s what you know beyond design that allows you to come up with a solution that your peers haven’t considered. Good design skills are most powerful when they are applied with another discipline or two, or three. I found the designers I most admired were experts in some other area—neuroscience, climbing, magic, baking. From 3 Ways to Fight Impostor Syndrome
“The deepest form of understanding another person is empathy…[which] involves a
shift from…observing how you seem on the outside, to…imagining what it feels like to be you on the inside.”
Difficult Conversations by Douglas Stone, Bruce Patton, and Sheila Heen of the Harvard Negotiation Project, Chapter 9, “Empathy is a Journey, Not a Destination,” p. 183.
Designing something requires that you completely understand what a person wants to get done. Empathy with a person is distinct from studying how a person uses something. Empathy extends to knowing what the person wants to accomplish regardless of whether she has or is aware of the thing you are designing. You need to know the person’s goals and what procedure and philosophy she follows to accomplish them.
from the book Mental Models
Products are realized only as necessary artifacts to address customer needs. What Flickr, Kodak, Apple, and Target all realize is that the experience is the product we deliver, and the only thing that our customers care about.
From book Mental Models
Great! In this lecture at the Delft University of Technology, Bill Buxton (Principal researcher at Microsoft Research) talks about the importance of “sketching”, in all of its different forms, within a design process.
As we craft increasingly complex designs for a growing variety of digital devices, remember that interaction design is not about the behavior of the interface; it’s about the behavior of people.
I was required to do this activity, albeit in a far more informal way, numerous times in the past. It often is used in conjunction with competitive analysis, but in my experience was often used alone.
Vorhies & Morgan (2005, 81) define benchmarking as “market-based learning process by which a firm seeks to identify best practices that produce superior results in other firms and to replicate these to enhance its own competitive advantage.” The purpose of benchmarking is to gather various types of business knowledge for the company doing the benchmarking. The objective of benchmarking is to apply the gained business knowledge in to business decision-making. By doing so the company can improve the business decision-making and thus improve the business performance of the company. Therefore, the competitive advantage of the company becomes stronger. (Prašnikar etc. 2005, 257-275.)
Vorhies & Morgan (2005, 81) also state that benchmarking has potential on becoming a vital learning tool for identifying, building and improving market abilities to deliver lasting competitive advantage for a company.
It takes a leap of faith to think one can design – or redesign – a culture, with all it’s nuance and complexity. Melody Roberts shares culture design principles she and her colleagues are discovering as they innovate around the customer experience at McDonald’s restaurants.
Melody Roberts is the global senior director of experience innovation for McDonald’s Corporation. She and her team focus on the five- to ten-year horizon, envisioning and prototyping practical, scalable solutions to complex customer and employee experience challenges. In her nine years with the company she has helped to shape the long-term global service strategy, to implement modern retailing practices, and to define the potential of digital commerce. Prior to McDonald’s, she spent seven years in design consulting, including two years with IDEO, helping clients foster a culture of customer-centered innovation within their organizations. She earned a Bachelor of Arts in American studies from Yale University and a Master of Design in human-centered product design from Illinois Tech.
When I started designing for the web many many years ago this was an issue. It’s still an issue now. There can be nothing more fundamental than allowing people to be able read that which is delivered via the screen (I’d also add, the freedom to make that text selectable, another pet peeve, and usability problem). I find it an increasingly serious problem on mobile, but it’s still rampant on the large screen as well.
And it’s to just a problem of contrast as stated in the article linked to below, but also there seems to be a tendency to return to ever smaller type sizes, which on mobile becomes not just unreadable but also makes user interaction al the more challenging.
There’s a widespread movement in design circles to reduce the contrast between text and background, making type harder to read. Apple is guilty. Google is, too. So is Twitter.
Typography may not seem like a crucial design element, but it is. One of the reasons the web has become the default way that we access information is that it makes that information broadly available to everyone. “The power of the Web is in its universality,” wrote Tim Berners-Lee, director of the World Wide Web consortium. “Access by everyone regardless of disability is an essential aspect.”
But if the web is relayed through text that’s difficult to read, it curtails that open access by excluding large swaths of people, such as the elderly, the visually impaired, or those retrieving websites through low-quality screens. How the Web Became Unreadable
And I have to practice what I preach here, the text size is become too small.
Product experience is about the quality of tangibility. The fundamental concept to embrace when you design a service is that perceived quality is defined by the gap between what people expect and what they actually experience.
Service Design:From Insight to Implementation
Have you heard the story of the architect from Shiraz who designed the world’s most beautiful mosque? No one had ever conjured up such a design. It was breathtakingly daring yet well-proportioned, divinely sophisticated, yet radiating a distinctly human warmth. Those who saw the plans were awe-struck.
Famous builders begged the architect to allow them to erect the mosque; wealthy people came from afar to buy the plans; thieves devised schemes to steal them; powerful rulers considered taking them by force. Yet the architect locked himself in his study, and after staring at the plans for three days and three nights, burned them all.
The architect couldn’t stand the thought that the realized building would have been subject to the forces of degradation and decay, eventual collapse or destruction by barbarian hordes. During those days and nights in his study he saw his creation profaned and reduced to dust, and was terribly unsettled by the sight. Better that it remain perfect. Better that it was never built.
The story is a fable, but its main idea — that a thing’s ideal state is before it comes into existence, that it is better to not be born — is equal parts terrifying and uncanny, especially today, when progress and productivity are practically worshiped
From the NYT: Why Do Anything? A Meditation on Procrastination, I see this as much a parable on the struggle of taking great concepts, perfecting and delivering them so that they stand over a length of time. Or perhaps the emotional turmoil that issues when you realise that they idea you have, will never exist in it’s idealised form.