UX Designers – influence strategic business decisions using inception in 4 steps

How do you define power? We may subconsciously define it as:

 

Laugh all you want, but deep down, this is what some of us believe is power – something bestowed upon us or others through a title (or a special sword) in an organization. This person can change and approve things – expenses, strategies, roadmaps, UX sketches, etc. 

But is that an accurate perception of power? 

From my experience, I don't agree. I define power differently. Responsibility doesn't necessarily give us power. If anything, it is something we need to worry about. With responsibility comes the need to report what's going on to others to ease their minds that we are handling things appropriately. We become a caretaker.

Power also doesn't guarantee the ability to make fast changes. You can't make a change and expect everyone to get onboard just because powerful you have a "magic wand." From my experience, change doesn't happen through dictates. It happens through a lot of conversations, a lot of thought, and a lot of white boarding.

I believe power comes out of influence.   

 

Experience designers wield a lot of influence – and a lot of power. We help people visualize what they want an intangible experience to look like and feel like. We provide ideas and options for new ways of interacting with a device to access information. We offer different perspectives of a problem and help people further define it and discuss potential solutions.

We have more than a voice in the discussion – we are actively participating to shape the final solution. We directly influence the result. 

Decision making usually is associated with the person who has budget responsibilities. Although UX teams should have some budget responsibility, in most organizations they don't. They offer a service. But that doesn't mean that the service can't influence the team and their solution. 

 

Decision making always includes many people, even in royal courts. There were a number of advisors in those courts – from chamberlains to courtiers, all providing an opinion when requested, influencing the royalty. Not all opinions were held equally at all times; each advisor had his own area of expertise. However, they contributed to the final decision, influencing the outcome. Many of these nobles were held in high respect because they influenced final decisions.

Influence is so powerful, it became the basis of the movie Inception. I love this movie because of its message – the possibility of planting an idea in someone's mind in a positive way (positive thoughts have more power than negative thoughts). In the movie, they achieve this through dreams. 

  

We can all do this too, but not through dreams. We can modify "inception" by using the power of suggestion. 

 

Here are 4 steps to use the power of suggestion to achieve "inception:"

1. Get allies and create a support team for your effort. 

You can't suggest a new idea to a decision maker in any organization if you don't have allies. Allies are usually people in your peer group who are willing to publically support your approach. Run it past them, get their feedback, and revise your idea. You can't be too committed to your ideas – you have to be flexible enough to make adjustments to answer the question: does your approach solve an existing problem? 

Signs you won: Your allies are willing to back you up in a meeting.

 

2. Plant your idea.

Present your idea to the decision maker. Talk about it's benefits and how it will drive revenue. Again, don't be too tied to it. And definitely don't sell it as the best new thing going. Present it as a proposal, as a thought that came to you in passing.

You are painting a picture of possibility and providing the sketch of a vision that the decision maker can adopt as their own.

  • If the vision is too complete and thought thru, the decision maker may dismiss it because it may not solve the problem from their perspective and they don't see room for modifications to suit their needs.
  • If the vision is too sketchy, there is nothing for the decision maker to leverage to visualize a solution for them to use.

You want to leave this idea with this person after the presentation. Remember, what goes into our heads during the day doesn't disappear after a meeting. You can't unsee or unhear anything.  Let that person's subconscious process what you presented. 

Required for the meeting: Your ally is in the room during the presentation and gives you backing, if needed.

Your goal: Plant the seed. Bonus points if the person you present to gets excited about your idea on the spot and wants to talk about it more and critique it.

Signs you won: The decision maker brings up your idea in another meeting when you aren't present. Winning doesn't mean ownership. That's not your goal here.

 

3. Expand the idea for their needs.

Ideally, the decision maker will discuss your idea with you again on his or her own. That is a good sign and shows interest. But if not, you can bring it up again in a week or so. 

Some things to have on hand if the idea comes up:

  • A list of benefits to the user and business – first, list the qualitative benefits. Usually lists like these get people to brainstorm about possibilities.
  • The numbers (revenue, new user projections) - something from the business side of things. If you have this on hand, this helps sell your idea.
  • Sketches of how the concept could work – concrete enough to paint a picture in their imagination, loose enough to allow for additional brainstorming.
  • Roadmap for implementation. What would this take to implement? Be prepared to discuss this from a high-level. 

Let the business owner pull the idea apart and reswizzle it. When people pull apart an idea, that's actually a complement. It means that people care enough to consider it as an option. Let them debate the pros and cons. Don't try to defend your position – let everyone else discuss it.  Put your ego aside and let them brainstorm ways to use your creation. 

Let your allies speak for you. That's why they are in the room. They can also promote your idea if needed. 

Remember, if the execution of the idea shifts, this isn't about the execution. This is about the concept. Where a button goes on a concept is irrelevant – you can adjust that during the final implementation. What matters here is that you are able to convince the team that your approach for change makes sense.

Sign you won: The team is discussing the details. That means you have won their hearts enough to seriously consider its merits. 

 

4. Let the decision maker own it. 

Yes, you heard me right. It may be your idea but you have to let other people own it too. If you aren't the person on the business side with the budget, you are an influencer and need to get them to buy into it. Only the person who manages the budget can make anything happen. Let them own it and drive it home. Support them in any way you can – help them see the vision, get them to buy into what it is, help them sell it, and then help them drive it to implementation.

Sign you won: The idea makes it to the roadmap – the roadmap approved by senior executives.

 

A criticism I often hear about this approach is, "You let them take your idea." It may seem that way on the surface, but that's not really true. Most who participate in the discussions about your idea know who brought it to the team. 

And what are you after, anyway, by suggesting this idea? Determine your own motivations for getting credit. Are you after greater recognition in general? Are you actually after a promotion? What are your true motives here?  

As a UX professional, your goal should be helping users have a better experience. If you achieved this, then you did your job and everyone will see that. You will maintain your rockstar status and expand into the role as an influencer, possibly being included in more visible projects, work with more senior staff, and expand your role.

Inception and influence is about rising above your own success to support the team's success – especially the decision maker. Demonstrate that you want everyone to succeed, and success will come to you.

 

 

UX Designers – influence strategic business decisions using inception in 4 steps

My presentation theme for the year: UX and Virtual Teams

This year I'm inspired to talk about UX and virtual teams. Why? 
  • How many of your team members work from home? Or from an office location in another city? State? Country? 
  • How often are you on conference calls for work? 
  • How often are you sharing your screen with a team online? 

We don't even realize that we are actively working in virtual environments. It's almost a treat to be in a meeting with teammates in the room and collaborate together.

We talk about the value and importance of collaboration in Agile, but are we really collaborating in these virtual teams?  

Working with a virtual team comes with some benefits – we all get a lot more work done at home or in our offices away from the team because it's quiet and there are few interruptions. Interactions are scheduled so we can plan our work day – when we meet vs when we do our work.
 
But the effectiveness from being virtual comes with a huge price tag – mainly, communication.
 
We like to think that we are all great communicators and use language well to express our thoughts.
 
Even the best of us can fail at this in a virtual environment. Most communication is non-verbal. That's just a fact. To top it off, most of communication is about listening. And this is where communication fails. Listening is hard. It's harder when the person you are talking to is not in front of you.
 
Notice what happens when you get on a phone call next time. Do you attempt to "multi-task" and:
  • Read emails?
  • Answer emails?
  • Work on another project? 
  • Prep for another call?
  • Surf the Web?
  • Attend to social media? (Check Facebook, Twitter, read an article, etc.)
  • Or just other things than be present on the call? 
Sure, video calls can help maintain focus because people are looking at each other, but it's still the same instinct to multi-task. And it's natural to do. If your phone is around, email and social media is just at your fingertips to "keep connected." It's hard to stay focused.
 
It takes time (an average of 15 minutes) to re-orient to a primary task after a distraction such as an email. Efficiency can drop by as much as 40%. Long-term memory suffers and creativity — a skill associated with keeping in mind multiple, less common, associations — is reduced.
–Paul Atchley, You Can’t Multitask, So Stop Trying, Harvard Business Review
 
15 minutes – that could be up to a third of a conference all.  
 
And what about those impromptu discussions or meetings that happen throughout the day? We typically find those to be distractions, but are they really distractions? Or are they really discussions for clarifications to get work done? Or a way to bond with teammates, understand them better, and work better with them in the future?
 
Ideas get lost in virtual communication. People may not be listening. Or read the attachments. Or be open to change or new ideas. It's not anyone's fault, really. It's part of being in a virtual world and adjusting to new ways to communicate with one another.  
 
Advertising and entertainment has uncovered effective ways to communicate to groups of people who aren't present in person – and much of this is centered around the more emotional side of communication.
 
This has influenced 6 strategies to communicate with teams:  
  • Meeting in person isn't the only way - Use your communication tools wisely
  • Makin' friends - Build relationships online
  • Broadcast - Work live and in real-time
  • Nobody reads - Be sure people read your work
  • Make it real - Share your work
  • Call a member of the audience - Keep people involved
Building trust is key to communication, and typically that happens in person. However, it can happen virtually through the 6 strategies listed. I have found that in startups, building trust occurs differently than in larger companies, where institutional knowledge may be more valued – and trusted. That's not a bad thing – just a different perspective. In some ways, it's easier to get that knowledge and be trusted, almost like you know the game's rules. 
 
Generally, change inspires suspicion. And all projects are about change in some way. That's why it's important to meet in person or communicate in ways that builds trust. 
 
It is possible to build trust with a virtual team and inspire them to contribute to conversations, even feel like they are all sitting near each other.   
 
I have a number of stories and examples of how this works. I've been working with virtual teams for a long, long time and have experienced team environments where we are such a tight knit team, when we finally meet in person, we act as a team that has worked together live in a workroom. 
 
I share my insights, thoughts and experience about UX and virtual teams at Agile 2015 on Thursday, August 6 at 2:00pm - UX practitioner? In an Agile virtual team? 6 ways to bridge the distance. Hope to see you there!!

 
 
My presentation theme for the year: UX and Virtual Teams

And the winners of the EMERGE hackathon are…

Last night, I went to see the demos for the EMERGE wearables hackathon to see who won. I'm nosy like that.

I had a great time watching the various presentations and what everyone came up with in 2 days. Some individuals brought technologies with them to showcase. Although they were cool, that wasn't really in the spirit of a hackathon. But we all got to see some cool products in process.

There were 2 winners who had a hardware and software solution – one winner for the weekend, one winner to attend the EMERGE accelerator program, which starts today.

The winner for the weekend (Incident Track) was a father/son team who created a way for first responders to find people in a building (the judges strongly encouraged them to continue with that project. It was pretty cool!). They found a way to track individuals wearing a device and who indicate if assistance is needed. Basically, someone could be found if lost in a building.

The winner of getting a spot in the EMERGE accelerator program (Emergency Response System) were 3 guys who created a dashboard and monitoring device that tracked a first responder's temperature and other personal metrics, which allow a chief to know where his team was, how they were doing, if they were in trouble, or could go save someone nearby. It would help them manage and plan a rescue. It was a great demo/prototype! (And guys, if you need some initial UX advice on what a dashboard could look like – let me know!)

There were some other interesting projects as well…

  • Pascalor was a wearable patch that would help a first responder to know at a rescue or disaster scene quickly if someone were a-ok, needing watch, needing emergency assistance, or dead (sometimes, you just don't know). Basically, it would leverage definitions for temperature, pulse, breathing rate and some other metrics to quickly determine the level of distress of someone. I could see how, over time as technology improved, this patch could be wireless and disposable. For now, it would be wired. Unfortunately, it was pretty much built before the hackathon. But it's a great concept!
  • Go Compass was a compass device that could be worn and wouldn't be a feature on a cell phone. It could work without phone signal and be programmable. Pretty interesting!
  • First was a dashboard/software product that would aggregate various feeds from other sensors and systems. It was an interesting concept and business model, but there was no demo for it, which was unfortunate. However, there was screen mockup which was intriguing. 
  • Breeze had 2 parts to their presentation – one was a device that would use water as a filter to breathe cool air. It was also developed before the hackathon. Breeze developed a concept where a drone could respond to a victim in water, providing a floatation device and serve as a beacon to get help. That was interesting! I wish I saw that in action.

I enjoyed watching the demos the most (actually, I wanted the individuals to get thru the business/value props to see what they created). It has been a long time since I was around individuals who created tangible things. I think that last time I was around anything like this was when I was at MIT. They would have the 6.270 robotics competition or robot wars and such. My friends were always tinkering creating devices or designing chips. Creation was about real things.

I ended up in the non-tangible after I decided to be a writing major and later an English major at another school. After that, I entered the world of software, and then the Internet (talk about being in the world of not tangible!). I haven't been around anyone making anything tangible in a long long time. It was a refreshing experience!

(Even at HP, I was sheltered in the world of marketing and didn't get to see actual product being developed.)

I wish everyone who participated the best in their pursuits. I look forward to the next hardware hackathon – either I'll participate or at least swing by to watch the demos and see the creations.

Great job, everyone! Love the innovation!!

 

And the winners of the EMERGE hackathon are…

Expanding wearables beyond the iWatch, EMERGE, and a hackathon this weekend

Wearable technology will have a huge impact in our lives. The concept of wearables allows the common perception of technology to emerge from communication and entertainment purposes to more practical and beneficial uses.
 
I’m not talking about the iWatch. Although cool and very James Bond/007, that is still technology with mainly communication/entertainment uses. It's a luxury item. 
 
I like writing about technology that adds value to our lives. I have admitted in the past that I'm not a fan of wearables – but that's because I prefer to see technology that improves our life (not a gadget to possess and make your friends jealous). I love home technologies for that reason. And I'd love to read more about wearables that are helping us do more in the world – like explore the ocean or space.
 
A few weeks ago, I met with Molly Cain and Clarisa Lindenmeyer at Tech Wildcatters to get their insights about the myths that women hear that prevent them from starting companies. One topic that came up was women in STEM. They told me that wearable technology may attract more interest from women and shared a story about this team of I believe 17 women who worked on a suit that kept track of temperature and a number of other factors to keep someone safe (I believe it was for first responders or possibly space – I need to re-read my notes). (More on this in a future article in the series I'm writing in InPowerWomen.com when I get to the section about STEM.)
 
Tech Wildcatters started a new accelerator focused on wearables, EMERGE, which is a partnership with the Department of Homeland Security Science & Technology.
 
This weekend, EMERGE is sponsoring a hackathon to encourage ideas for wearables for first responders. (I probably should have gotten this out earlier in the week, but better late than never, right?)
 
This should be an exciting weekend to see what people come up with! I almost want to crash at the end of the weekend to hear the ideas.
 
Two immediate ideas I would contribute to a group if I were to attend the hackathon:
  • A suit made of a fabric could protect him from extreme heat (and light enough so it wouldn’t hold him or her down while doing his job and adapt to changing temperatures)
  • Sensors that would let him see where people were – if under rubble or hidden during a fire (something in glasses maybe? or contact lenses?)
I could tell you how to use these items, but I’m not sure I could tell you how to start creating them. But this is why hackathons exist – technologists in different disciplines come together to collaborate and create something new. 
 
When I consider wearables beyond that iWatch/entertainmnet/communication use, I have a few other ideas. And again, technology uses beyond communication and entertainment excite me because technology should make our day-to-day life simpler, safer, and better.
 
Technology shouldn't be just a curiosity to one-up friends. It should benefit our lives in some way. 
 
Transportation
  • Build a virtual dashboard in a motorcycle helmet that someone could use voice commands to manage. It could show a 360 view of what's around the driver and possibly let him know of traffic that is a little too close for comfort and a threat.
 
Medical
  • Imagine putting on a medical gown and it scanned your body for symptoms before the doctor arrived to examine you? Talk about making the process easy.
  • Or wearing glasses that could refactor anyone's vision to 20/15 immediately after a quick eye scan?
  • Prosthetics that could help someone experience touch in a missing limb. I’m not sure how this would link to the brain, but it could have sensors that mirror feeling. (This may exist today…I would need to confirm)

Fitness

  • Exercise clothes that regulate your body temperature (great for hot or cold climates) and prevent sweat in the cold so you don't get hypothermia. This is for more extreme sports, but could be amazingly useful for fitness and other uses (like first responders).
  • Shoes that track the steps you take. Rather than the fitbit tracking what you do with movement (and if you speak with hand gestures, you can be in trouble and “walk" much further), track where you step – in your feet. Imagine fitness shoes coming with a tracking device to track your movements and strength? I'd sometimes like to know how much force I use when I work out.
 
Fashion (more convenience and less life or death use):
  • Heaset/earrings combo. I'd love this! I wear earrings almost every day. It would make life easier if I could touch my earrings and accept a call. So convenient! This could extend to necklaces as well to be like the LG headset. (And yes, this kinda puts me in the curiosity camp…I think…)
 
What are your ideas for wearables and how they could change our perception of technology and have a simpler, safer, easier life?
 
And if you attend the hackathon (first prize is $25,000 and automatic entry into EMERGE), I look forward to reading about your creation!
Expanding wearables beyond the iWatch, EMERGE, and a hackathon this weekend

3 ways to make UX child simple

Child simple. It’s a great expression.

However, I wouldn’t describe children as simple-minded; children can be quite logical and philosophical; they can be direct thinkers. By that I mean they tend to see what’s obvious and connect two points with a straight line.

Gopnik compares babies to the research and development department of the human species, while adults take care of production and marketing. Like little scientists, babies draw accurate conclusions from data and statistical analysis, conduct clever experiments and figure out everything from how to get mom to smile at them to how to make a hanging mobile spin. Like adults, the author claims, babies are even capable of counterfactual thinking (the ability to imagine different outcomes that might happen in the future or might have happened in the past).

Publishers Weekly for The Philosophical Baby: What Children’s Minds Tell Us About Truth, Love, and the Meaning of Life at Amazon

Babies and children look at the world literally with new eyes and ears. As a child, I used to tell my mother when I would hear the birds singing. I wouldn’t stop telling her until she responded back to me that she heard them. Sure, I drove her bananas. But listen to the birds some morning – even pigeons cooing – it’s a beautiful sound!

Children appreciate what is right in front of them without caring about what others think. They see the simplicity, playfulness and fun right around us.

As we get older, we get distracted by our own thoughts and busy-ness. We worry about what others will think about what we do or don’t do. Our fears and worries make the world more complicated than it needs to be, and stripping this away makes us think more childlike and get simpler.

Here are 3 suggestions for how we UX professionals can think more like children and produce simpler (i.e., better) user experiences.

1. Design the obvious.

Children state the obvious.

Something else that kids do is they will state facts, or describe something that’s pretty obvious. Whereas adults, we tend to think it indicates that we are not thinking hard. Talk about power of acknowledging the obvious.

Think Like a Child, a new Freakanomics Podcast, May 2014

Adults think about too many factors when they do anything.

  • What will others think of me if I propose something so simple?
  • Aren’t we supposed to be designers who make something cool?
  • Doesn’t simple and cool take a lot of time to create? It shouldn’t be this easy.
  • Will the team like the solution?
  • Will the users like the solution?
  • Will the developers be happy with this approach?

With all that worry and anxiety, we forget to think about what makes sense or what’s the obvious, most direct path to solve the problem. We erroneously believe that brilliance comes from complexity.

Simplicity and designing the obvious is the theme behind MVP product. Why do we all hate that term? It’s minimal viable product – which isn’t synonymous with “a product with a lousy experience.” Great online experiences can be simple (and usually are). Virgin America and Amazon illustrate this best.

Simple doesn’t mean that it doesn’t work, it looks horrible, or is difficult. In fact, simple may be seamless, direct, easy, and enjoyable, in the same way as a plain donut or vanilla ice cream. It’s the obvious solution.

I love donuts. And the test of a great donut place is to try their plain donuts. If they are tasty on their own, you know that anything added onto them will be delicious.

Great plain donuts only come from working on the obvious (making a great donut) rather than contemplating the possibilities of what a great donut could be with sprinkles, chocolate, bacon, etc.

It’s about living in the present, focusing on the recipe and making a great donut.

The same is true with ice cream. Ask people what their favorite flavor is for ice cream and vanilla wins! Yes, vanilla. And is this bad? No. It’s simple. Simple, straightforward and easy doesn’t mean awful.

And the ability to make great vanilla ice cream usually means that the person making ice cream has mastered the art of plain ice cream; he can add anything to it to make it taste even better.

We sometimes need to take a step back from our own complicated thinking and remind ourselves what makes vanilla ice cream or a plain donut tasty. If we don’t make the simple, straightforward approach to a product solid enough to stand on its own, adding animations and layers won’t make it better. If anything, it resembles that expression, “lipstick on a pig.”

It’s ok to be simple, plain and vanilla. In fact, there’s a mastery in that.

2. Make it fun to use.

Adults often forget to play. We sometimes think that playing involves substances. And although they can be fun, that’s not play. One could say that indulging in substances could be compared to feeding a child too many sugary treats – its fun to do, but get ready for super hyper activity and a long nap in a few hours.

The crash after the substance just isn’t fun. Not exactly the best life experience.

I’m not suggesting that anyone turn a banking experience into a video game. In fact, I’m suggesting just the opposite.

What’s fun for a child? 

  • Pleasant surprises – like gifts! Why do kids like Advent calendars, Russian nested dolls, or pinatas? Because there can be candy or other goodies hidden inside, and you have to crack this object open to get it. Sure, it is work to get to the prize, but that’s what makes these toys fun – you get a reward for trying. UX teams could translate that almost literally online – let the user get rewarded for trying. Give the user what he is looking for along the way, discovering and uncovering “treats” in his journey.
  • Simple games. In some ways kids are like cats and dogs. You can give a cat a carpeted tower and toys, and the cat will go hide in a box or paper bag that’s around the house. Or you can give a dog a bunch of toys and he grabs the tennis ball to play fetch. Children will play fort with pillows, sheets, and boxes. For UX that means keep the experience basic. It means more to a user to complete his task easily than for him to experience cool widgets and still not achieve the goal he had in mind when he went to your site or app.
  • There is an object to the game. When kids play, usually there is a purpose to what they are doing. Even if a kid is digging in the backyard for no apparent reason, to that child, he may be digging to get to China, or he is building a fort to hide. The same is true for UX – what’s the goal? The user should always be working towards the goal (buying a book, reading an article, finding information).

3. Captures someone’s attention.

Back to plain donuts and vanilla ice cream – if they are super tasty, people will drive miles to come back for more. Plain can capture people’s attention if it is good.

Watch a child watch Sesame Street or a Disney/Pixar movie – they watch it with intense wonder. They may multi-task and color while watching a movie, but not in the same way adults do. They are focused on that movie. These children’s movies usually don’t have complicated plot lines or difficult concepts to understand. It’s a simple story with a simple lesson and not a lot of characters. Yet, these movies keep children captivated for hours (The Little Mermaid, The Lion King, The Wizard of Oz)

Great UX captures someone’s attention to complete a task. It doesn’t require a lot of attention to complete the experience, but enough to finish the task. It’s simple, engaging and entertaining. There doesn’t need to be a bunch of animation or special content, but there is content that will interest the user and engage him to read more, take action, engage and participate at the site.

Here are some examples of child simple sites:

  • Amazon’s purchase page. There’s a lot of info there, but it is child simple – you can skim it. And the page resembles just a receipt of your purchase, really, and know you need to confirm it. It doesn’t take a lot of thought to figure out what it is.
  • Virgin America. It’s designed to be responsive so it incorporates a more mobile approach – one decision at a time per screen. You choose your origin and destination cities, you select your dates, then you pick your seats. It’s simple, yet fun (the little avatar guys are so cute!), captivating and you are able to make a decision quickly.
  • Google sure the results are weighted, but you can’t get more child simple than a single searchbox and search result. Don’t design for the machine to provide the right results; design for what I want to do in a fun way.

With the introduction of mobile devices, we are growing accustomed to child simple experiences. And to create those experiences, we need to think like children and design the obvious, make it fun, and make sure it captures someone’s attention. If there were more sites like that, doing anything online would be super simple and easy – almost so easy a child could do it.

3 ways to make UX child simple

Thoughts about sketching: why we need to do it

I love to doodle. I have been doodling since I was a little kid. Flowers. Geometric shapes. Infinity 8's. 

Doodling led to my sketching and drawing obsession, putting my thoughts and ideas on paper to make them more concrete, shareable, and lasting.

I never saw myself as an artist, although a few art teachers tried to nudge me into that direction. I saw myself as a designer – I was on a mission to sketch objects to be used. When I was 10, I was fascinated with fashion design. I spent hours sketching outfits, pushing my imagination to limits to create new looks for my Barbie doll. My dreams of being a fashion designer were dashed when I realized I couldn't sew well and wasn't sure how I could learn.

I switched to do math and engineering instead, and quickly realized that engineering required sketching and drawing as well. 

I learned how the engineering pros sketch and draw from my Dad. My father was a draftsman in the Air Force, and growing up I always watched him sketching/drawing plans to fix the house. He would draw elaborate plans for home improvements, from the kitchen to the porch to the bathroom, and determine what's needed for lumber and supplies. He also kept a sketchbook/notebook to jot down ideas and refine them later. He was an early Sketchnoter and infographic creator

What I learned: sketch often, draw with a pencil, measure twice and cut once. 

 

Sketching makes it real

It wasn't until I started working on the Web that I realized the power of a sketch. In the early days, strategists did information architecture. I hung out with some of the strategists at ATG and learned how to create wireframes and site maps longhand. I think I annoyed them because I asked them a gazillion questions and hung out in their "war rooms", learning how they thought about the Web and why they made certain decisions. I was curious about how they mapped their thoughts about how a Web site should work.

I found it fascinating how a diagram could make a very abstract idea more real and give it life. Until then, I only experienced how words could express an abstract idea in a document. I mean, I was an English major and wrote a bunch of papers through grad school, so that was my only world reference for communication techniques. A diagram was far better – people could see what I was thinking (and research has confirmed that it is easier to process and understand. There is information about this on the SlideShare blog as well.).

I learned that I could sketch a vision and make it real.

 

Sketching vs. drawing (even electronically)

I like sketching to make my ideas tangible. To me, there is nothing better than feeling the stroke of a pen on paper. You can see it, you can feel it (ok, maybe not feel it so much, unless you can feel the subtle ink bumps on paper), and you can experience it. I like to turn a thought or idea into a physical experience.

We can sketch electronically with different apps, but it just isn't as tangible as a sketch on paper with a pen. Electronic files just aren't permanent; they are bytes and numbers. They can be deleted by accident if your hard drive dies and you don't have backup. If there is no electricity, your idea is locked away for super safe keeping on a device somewhere.

If anything, the electronic tools are more like the pencil with an eraser for drawing. You can easily make adjustments, move items around, and in the end, turn it into a final version by "inking" it, or just printing it.

Why I like pen and paper? Ideas written on paper won't go away unless you physically throw it away or burn it.

(We know our history through verbal and written tradition. Written tradition seems to carry more weight and can be a little more accurate – it records a perspective in time.)

 

Diagrams can transform into action

I sketch before creating a site map, a wireframe, or even PowerPoint strategy slides. I'll consider the idea I'm trying to present, make sure what I want to express is focused enough to be on one page or two (read the section about Tufte and PowerPoint), and figure out a way to express it visually, without a lot of annotations. Once I feel confident enough, I'll go to my computer and finish the drawing in InDesign, PowerPoint or another visual tool. 

Sometimes, the initial sketch will encourage me to split the thought out or reconsider how I'm approaching it. Having a strategy or idea is great, but if you can't communicate it, no one can take action on it. You need to be able to present your idea so that:

  • it's simple enough that people understand it at a single glance
  • it's exciting enough in the presentation so that someone will want to work with you on it
  • it's straightforward enough so someone can easily create a plan from it

When you sketch an idea out, you should walk away from it and come back to it to see if it meets that criteria and then start creating the visual.

 

How do white boards work into this?

White board sketching is great for a group to express their ideas. Each person can grab a marker and make their ideas and thoughts tangible for that meeting. Sure, the thoughts can be erased, but a picture of the board on a phone can fix that (as does printable whiteboards). Often a white board sketch session needs to be recorded into a PowerPoint slide, diagram, spreadsheet – something. But the white board allows the team to create an idea, everyone add to it, and make it a group contribution. 

(Read more from Lynne Cazaly on this.)

In the end, one person will create the slides and the group will comment on them, making sure that the information is simple, exciting and straightforward.

 

Why sketching is great to do?

  • Make abstract ideas tangible
  • Gives a long life to ideas
  • Helps you to clarify how you communicating an idea 
  • Can get you more buy-in for your idea
  • Becomes an tool to influence others and collaborate 

 

Why do we all need to sketch?

There is such a need for more effective communication, and the best way for us to do that is to include images and text together.

If we are all creating infographics, we need to take a step back, figure out what we are trying to communicate, and experiment with different approaches to communicate it well. Sketching allows for that.

Sketch on a white board, in a notebook, include text with the images. Get inspired with books like the Sketchnote Handbook, Edward Tufte's books, the Napoleon March chart, or Lynne Cazaly's chisel tipped pen. Explore infographics. Get a Moleskin or other notebook, a pen and pencil, and start sketching your thoughts. 

Make your ideas tangible and long lasting – and explore new ways to communicate that idea to others. 

Thoughts about sketching: why we need to do it

4 possible reasons users are apathetic when it comes to data security and the Internet

To continue from yesterday…

I found this book from 2009 about security – The Myths of Security. It's a fairly easy read (many chapters, but solid material and broken down into easy to understand chunks). I read most of it – really enjoyed it! It helps confirm that security has been an issue for a long time, but unfortunately, no one seems to take more interest in it – even in 2009 when the book was written.

I was at a networking event last night and happened to meet a security executive. I told him about my thoughts on privacy policies at sites and how we don't really educate users – he agreed. We are painfully behind the times in this regard, and we are in some ways harming our users by not being so direct and straightforward with them. I learned a few more details about the problems – and hope to talk to him in the future to learn more. He clarified some questions I have had about security, the Internet, the cloud, and the need to put up warning bells.

The below list was inspired from a blog comments dialog about the apathy people have towards security. I put a few thoughts together on it, and hope this generates more discussion. I think there are 4 possible reasons why there is user apathy about data security and the Internet. 

 

1. Protected from impact

The most common identity theft most of us have experienced has been through credit card fraud (I have been victim of this 2-3 times). This crime turns into a plain inconvenience because we have to call our credit card companies, report the theft, get a new card, and then update auto-payments with the new digits. It's just kind of annoying. Each of us personally doesn't need to fix the problem – that's the credit card company's problem. The banks have mastered this process and do a great job! 

However, beyond credit card fraud events, we haven't really experienced a big Internet security breech. I mean something like the data systems for a water supply source going down, so there is no way to distribute water anywhere. Or the system that manages street lights going down and there being no lights during rush hour in a city. Or the power grid collapsing. Or a personal health data leak from a major hospital or medical center or insurance company. We have been lucky that the flaws in these systems haven't been exploited and they have been managed so that we don't think about them.

This insulates us from thinking about the what-ifs – and in some ways, being insulated encourages us to be naive to the risks that this may cause.

 

2. What we don't know won't hurt us. 

We will rely on experts to tell us what we need to know (which is generally a bad approach to life, never mind how we store and manage our personal data). 

To reflect on the conversation I had last night with the security executive…he told me that there are general security issues with the overall workings of the Internet. He commented that we are using pretty much first or second generation security technology/methodology/ideas on the Internet, which is why it is so fragile. And no one changes it because they don't feel there is a need to (or shall we say, it would be too much work to get everyone aligned worldwide to make some sweeping changes).

This gets us back to the knowledge discussion. If you knew that to transfer packets of data across a network, it is cheaper and faster to unencrypted it, how would you feel about that? Or that the Internet itself needs an upgrade, being data infrastructure in general? I know I don't feel super secure. 

I work in the industry, so I know enough to be dangerous. Most people I know who work on the Internet or in computing have similar sentiments about data and security. Those outside the industry are generally fine with surrendering their data because they don't fully know the what-ifs of such a situation. They want to be educated, but don't know where to go or what to do.

This scares me for them.

 

3. Most of us aren't criminals and don't think this way.

If you aren't a criminal, you don't think like one.

Long ago on a flight, I happened to sit next to a criminal psychologist. Of course I was curious about how criminals think, so I pummeled the poor man with a bunch of questions.

I started to regret my interrogation when I asked him how criminals really think and he said: "When you or I walk past Macy's, we wonder what's on sale in there? What could I buy? Maybe I should buy those pants or that shawl today? A rapist thinks, I wonder if there is anyone I could approach and attack? Will the situation present itself to do this? How could I get away with that?"

Disturbing? Most definitely. (I had a stiff drink after that conversation.) But the same logic applies with security. 

Most of us go to a site and use it to buy a book, clothes, etc. Or we write a blog post, send an email, share files or thoughts.

A hacker visits a site, wonders about the security methods used, and how he could hack it. 

 

4. Believe we can give up personal security for safety.

If you think about this carefully, this logic doesn't make a heck of a lot of sense.

Personal security keeps us all safe. It's not something you should consider trading for "safety." I won't get into the NSA debate, but in general, once you allow anyone to view your data, you have created risk for that information to get into the wrong hands. This could happen innocently (someone looks over a shoulder, walks past a computer, etc.). It is general temptation.

You can't trust anyone's intentions, especially if that person thinks that it is ok to view information you consider private and personal. This goes back to point #3 – just because we don't think like a criminal, doesn't mean criminal minds, when tempted, don't exist.

Personal security for your data is important. It is your data to keep stored safely and securely.  

I'm curious to hear your thoughts.

4 possible reasons users are apathetic when it comes to data security and the Internet

Internet of Things, the cloud, and data security: Why we need to care

I recently upgraded the OS on my Apple laptop. As I was completing the installation, some questions on the screen asked me if I was connecting to iCloud.

I have been reluctantly storing a lot more of my data to cloud storage systems. I like the cloud because it is convenient; I dislike the cloud for data security concerns. I'd feel better if I could understand exactly what is happening to my data on the way to the cloud, through the cloud, and on the way back. This isn't magic – there are systems involved for routing and parsing the data.

Companies could do a better job describing what they do with our data. (Ok, Box.net does. If there are others, let me know.)

On the screens during the upgrade, Apple wrote that the data would be encrypted and saved/stored. But what should that mean to me? I know my data will be placed on servers, storage, and backup systems along the way.

  • Where will this data live?
  • How will it get from place to place?
  • Will it be encrypted?
  • Will it ever be unencrypted?
  • Is there a way to hack into this?

I mean, a bunch of celebrities got their photos hacked on iCloud. Why couldn't my info be hacked too?

I think we trust most cloud companies simply because they claim they are the "experts." Most of us don't understand the intricacies of data security and protection, and it can be overwhelming. Rather than trying to learn the information, we will often accept what an "expert" tells us because it is easier – mentally and emotionally – although this approach comes with great risk.

From childhood, we are trained to believe "experts" if a subject is too complicated. However, these experts can often over simplify processes and downplay risks/problems. This happens frequently when corporations try to sell a product. They try to make that product simple and easy to understand, but some key details could be left out of the discussion, which if included, could raise some concerns.

If you don't know what you don't know – you don't ask, which means you still don't know. This means that you don't know enough to even learn what's right.

Health insurance is a great example of this.

Health insurance is complicated. In one study, 3 out of 4 claimed they felt confident knowing what their plan was all about, when in fact only 1 in 5 could accurately calculate the costs to visit a doctor with that plan. (I'm not kidding!) Transparency could fix the problem, but the industry is so full of jargon, generally intimidating, and frankly, not entirely trustworthy. We take them at their word, because again, you don't know what you don't know, so you can't ask and you can't learn any different. 

But we all know what happens when we "trust" anyone with data, money, health. It doesn't always work out for the best. (Remember the mortgage crisis, the dot-bomb crisis, etc.)

The devil is in the details; we need to understand the details in order to understand the best way to work with a system.

 

Data security is probably the most important element of the Internet of Things movement.

(Personally, I hate the term Internet of Things the same way I hate the term "evergreen content." It's like a new generation of Web-Folk stumbled upon an idea that has existed for years, gave it a name, and now it's a new, exciting movement. What is up with that?)

The vision of the Internet of Things has existed for years – remember the Internet fridge from LG in 2001? The only difference as to why this is so hot now, is that it's more technically feasible and accessible with the emergence of mobile devices and wireless access. It's a truly wonderful vision, but if you get into the details, it quickly becomes a scary (honestly, apocalyptic) vision if data security isn't fully addressed. 

Here's a great example I found at Tech Target about how much the details matter in data security with the Internet of Things:

…consider what happened to Affinity Health Plan of New York. In 2010, the CBS Evening News acquired a network-connected photocopier that had been previously leased by the company. The copier was equipped with an internal hard disk and contained protected health information for over 300,000 people. The Department of Health and Human Services fined the company $1.2 million for allowing the data to be exposed.

Although there is probably no need for backing up the contents of a digital copier, this incident serves to illustrate the fact that network-connected devices can sometimes contain substantial amounts of data. For example, some security systems are equipped with hard disks and store everything from video data to employee door-access logs. IT pros must identify the devices that store data internally and then determine if that data needs to be backed up, and how to do so.

–Brien Posey, How the Internet of Things will impact backing up data, TechTarget

That copier-device should have been identified as a data storage device, and the data should have been protected and then swiped when decommissioned. Any one of us could be one of those individuals with exposed health data.

Imagine if some copy clerk was able to see if/when you had chlamydia, cancer, or any other private illness. Sure, he doesn't know who you are on the street, but he has seen your personal information. It's an anonymous violation of your privacy.

In the wrong hands, this isn't just a problem. This is a disaster. 

All it takes is a snippet of your private, personal health records to replicate your identity. The research tools to find your complete identity are public and the work to accomplish identity theft is mainly in the research. This is why data security is so important – just a little bit of information goes a long way. It is truly frightening to learn what's easily accessible. 

As an example, think about how you may go online to trace who called you using only a phone number. Or how you may Google a guy (or girl) before a date to make sure he is who he says he is. These are harmless identity searches, but identity searches nevertheless.

Now, think about identity searches using the mind of a criminal who wants to use your information to benefit himself.

All he needs is one piece of personal info. The next thing you know, you have maxed out credit cards you never applied for and have a foreclosed house in the Bahamas, even though you can barely pay rent. And no one believes that you didn't do it. Heck, the identity thief even knew about your parrot, Larry, those red heels you bought last week, and the real reason you were on penicillin 5 years ago.  

This brings us back to the discussion, why we should care about security (but we don't). More tomorrow. 

Internet of Things, the cloud, and data security: Why we need to care

5 Elements of Discoverable Functionality

The other day I went to watch a movie on Netflix and I got this screen:

I’m not sure why I got this screen. I am the only user on this account. I have maybe watched 1-2 children’s movies (Babe is a classic). Ok, I lied. I watched at least 5 – including Ella Enchanted. But that’s not enough to merit me seeing a kids option given that I watch so much SciFi. All I kept thinking: What’s this Kids option? Why is that appearing?

Every time I open the Netflix app, I have to choose which account I want to use. I’m not sure why the system can’t remember which account I chose and leave it selected. Or maybe the app should ask me first if I share my device or account with others, so I understand why this screen is appearing. All. The. Time.

I wanted to remove this extra Kids account since I don’t have any. I can’t manage my account at the Netflix app (a disappointment unto itself. Even Hulu allows some minimal account access), so I went to my profile page on netflix.com to get this:

All I had to ask myself on this screen is, again: why is a Kids channel there? How did it get there? I didn’t add it.

This got me to think about discover-ability and what works.

Functionality needs to be discoverable, but at the same time it can’t be intrusive. Overview/Intro screens are great cases of discover-ability gone wrong (here are 6 alternatives to that approach). So is this profile idea at Netflix.

What are the elements of discoverable features?

  • Not intrusive. The system’s not asking a personal question, intruding on your privacy, or the like. In fact, you may not even realize that the system is doing anything to customize or personalize your view. The experience to configure your system is part of the general site/app experience.
  • It’s integrated. It’s part of the experience. It doesn’t seem tacked on like an afterthought. Sure, functionality can have the appearance that it looks like the rest of the app, but does it fit the experience-style of the rest of the app?
  • It proves useful. After you experience the new feature, you want to use it again because it helped you complete a task – something you always wanted to do.
  • It’s available if you need it – obvious and hidden at the same time. If you want to use it, you can easily find it. If you don’t need it, you don’t have to use it and it’s tucked away for later. It’s not shouting in your face all the time.
  • It makes sense and is familiar. As you know, there is no such thing as intuitive, but there are ways to find features that make more sense than others. I guess this is the challenge of UX – designing for general approaches to solve a problem rather than a specific mindset or way of thinking. It has to work for most everyone.

Which sites or apps are effective in this? Twitter is pretty straightforward to figure out. So is LinkedIn in general. Facebook has its challenges. Google maps generally makes sense. As does OpenTable.

Which apps do you like that has easily discoverable functionality? I’m curious to hear your thoughts!

5 Elements of Discoverable Functionality

Can a company get too big? Just ask HP.

I think the days of the large corporations are ending. And HP is leading the way.

HP announced that it will split into two companies.  I think this is a great idea. It will free both  the consumer and enterprise companies to have more innovation, be more competitive, and in all honesty be more nimble to react to industry changes. Sure, it's scary – I mean, there are a lot of open questions about how this will work and what will happen. However, when a company reaches a certain size employee-wise, product-wise, customer-wise, and revenue-wise, internal processes can stifle innovation. Too many groups to consult with. Too many aspects to consider. Little autonomy to jump in and just get something done. 

Many of the articles about the split this morning hinted at how HP couldn't merge with other companies because it was just too big. For example, EMC stopped talks with HP. Who knows which other companies were in the mix on the PC and server side talking to HP about M&A opportunities? 

In a large company it is hard to respond to change. And IT/software right now is all about change. It's a wild west show out there – and a large corporation just doesn't have the flexibility to respond properly. 

It will be interesting to see what happens in coming weeks. Stay tuned! I smell innovation around the corner!

Can a company get too big? Just ask HP.