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Prospect theory
"loss-aversion"
Prospect theory assumes that losses and gains are valued differently, and thus individuals make decisions based on perceived gains instead of perceived losses. the general concept is that if two choices are put before an individual, both equal, with one presented in terms of potential gains and the other in terms of possible losses, the former option will be chosen.
Qs to ask about teh users
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1. I ask a lot of questions.
2. Who do you see as the “typical” users of your product?
3. Which users contrast with typical users (the “opposite”)?
4. Who are the early adopters—people who will want to use your product before anyone else?
5. Who are the power users—people who will use the product frequently?
6.Who might struggle to use the product?
7. Who would use the product only if “forced” to do so?
8. What different sorts of people use the product? How might their needs and behaviors vary?
9. What ranges of behavior and types of environments need to be explored?
10. What are the business goals of the product? Do these goals suggest which users to focus on?
11. Which users do you know least about?
12 Which users are easy to get to?
13 Which interviews are easy to set up? • Which users are keen to talk to you and provide input
Quantitetive vrs Qualitative
Triangrlation
Quantitetive, tells us what people are doing, Qualitative, why people are doing it. What people are doing and why, Never guess whats happening, Facts, Qustions have posibiltys, answers stop everything.
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Usability testing
The Best Predictor of Your Users’ Future Behavior Is Their Past Behavior
• Your users do not think like you think. • Your users don’t have good insight into the reasons for their behavior. • The best predictor of your users’ future behavior is their past behavior. • Your users’ behavior depends on context.
The Design Council’s Double Diamond concept
“You don’t find customers for your products. You find products for your customers.”
Seth Godin has famously said, So to check if you’re in the “Discover/Define” phases and not in the “Develop/Deliver” phases, ask: “Are we showing users a prototype?” If the answer is Yes, you’re actually in the “Develop” phase because you’re already thinking in terms of solutions. This isn’t the way to become innovative. Innovation happens only when teams fundamentally question what they are designing—and the best way to raise these questions is by understanding
users’ needs, goals and motivations
Lewin’s equation...
teaches us that the same person (such as our user) will behave differently in different environments.
This means the best way to predict the way our user will behave with our system is to observe them in their natural environment. Context is like a skeleton key for unlocking user needs—which in turn leads to new feature and product ideas. With in-context field research you observe real behavior; you see what people really do in a particular situation,
Conducting an Effective Stakeholder Interview
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It’s likely that we can design a new X, but what issues are you hoping a new X will address?” • “By not having an X, what kind of problems are your users (or your company) experiencing?” • “If we designed the best X imaginable, what problems will it solve for you?” • “Let’s say we designed the world’s best X. What results would you achieve that you can’t get today?”
Get Out All the Issues
Develop Evidence and Impact
“How are you measuring the problem?”
• “What is the current measurement?”
• “What would you like it to be?”
• “What is the value of the difference?”
• “What is the value of the difference over time?”
There is no evidence:
There is soft evidence:
There is presumed evidence:
There is hard evidence: T
Agile UX
based on four values
Agile UX is based on four values: Prioritizing individuals and interactions over processes and tools, prioritizing working software over comprehensive documentation, prioritizing customer collaboration over contract negotiation, and responding to change over following a plan.
Quantitative data research,
UX refrences
your assumptions vrs real world. form questions, gather data, analyze data. qualitiveunstructered, usability, test, open end questions, focus groups, not all info that can be measured, deep insights, subjective, smaller sample sizes, not a science, usability testing, using camtasia software. records the screen. user testing, looking over their shoulder. task objectives, testing different from functions, moderating viability testing, know your questions, dont stray, or help avoid yes and no questions, avoid open ended questions. avoid hypothetical questions, avoid design questions.
ENVY
UX refrences
creating desirability, identity, the stape of print design, the design feel must resonate with product, resonate with target audience, functionality, identity and then solve a problem that no one else has solved creating a set of rationalized trap, start a discussion of relative value per dollar over apple users andpc, a good way why people will go with one and another establish a manufactured source of credibility, apple store, symbolism, belonging, welcome home greeting use self generated presentation of product construct vivid applies, new products demonstrate on stage key components- apple marketing often offer competitor offerings, , performance comparisons, of the ame product apple statement apple products are not cheap, choose too use, think differently apple say competitively and confidently competitors just just get it happiness does not trigger commerce, unhappiness dode
UX Notes
Brain storming
Later we conduct a competitor analysis. Small groups of smart people, Spectator are not welcome, low fidelity design, reduces ambiguity, time and space to validate, reduces risk. failure to prioratisepriortising design for the most common case, the what if scenario. progress disclosure, giving people info when they need it, not all at once, the paradox of specificity designing for a more specific product, products that do one thing good might be better than products that do many things.