發文作者:asker | 六月 29, 2011

你無法「說服」企業高層投入用戶體驗

“But surely, because of all your success, you must know what it takes to convince an executive to invest in UX?” they always ask.

Actually, I don’t. I’ve been pitching our services for 23 years and I’ve never once successfully convinced an executive of anything.

Our success has always come from projects where the client team, including the senior management, already understood the value of great user experiences. I haven’t convinced them because they didn’t need convincing.

Have you ever met a smoker? Of course you have. Have you ever met a smoker who didn’t know the harmful effects of smoking? I bet not. Every smoker I know is well aware of what smoking does to their bodies, yet they continue to smoke. There are physical, cultural, and behavioral forces that make it hard to quit.

– Jared Spool,《Why I can’t convince executives to invest in UX (and neither can you)

過去幾年的工作其實就是卯足了勁要說服各企業高層投入UX,看了Jared Spool這篇文章感觸頗深啊…

發文作者:asker | 四月 4, 2011

遞迴的服務前後台設計

The distinction between front- and backstage components of a service implies a neat separation, but this is misleading.

…(中略)…

Everything has a front and back, so each of the backstage components has its own front and back.

…(中略)…

Services are recursive. They are somewhat like matryoshka dolls of figure 6.1, the Russian nested dolls: when you open one up, it holds another very similar doll inside, and if you open that one up, there is yet another doll. The design of modern systems and services must cope with this recursiveness, with the fact that what is to be designed depends on the point of view. Do you take the point of view of the customer, the clerk, the backroom assistant, or the central administration? Answer: you must consider them all.

…(中略)…

The design problem here is immense: how can all the participants involved, both customers and employees, receive the information they need so that they can understand the operations?

…(中略)…

It is essential that services be designed with both the staff and customers in mind.

– Donald A. Norman,《Living with Complexity》

發文作者:asker | 四月 4, 2011

服務設計與產品設計

Although the design of products has received considerable attention, the study of service design is still in its infancy. As a result, less is known about the design of services than products. Moreover, product design is sexy: it is easy to hold design contests where companies submit fancy photographs of their products and then harried jurors spend a few days trying to select the prize winners.

…(中略)…

Services don’t have the glamour of products. In many cases, there is nothing to see.

– Donald A. Norman,《Living with Complexity》

發文作者:asker | 二月 9, 2011

使用者研究、故事、夢想

最近對某銀行的廣告著了迷,不論在現實世界或網路世界都常與友人提及,不過不知為何,整體來看反應並不熱烈。我說故事的能力顯然很有問題…  :p

撇開個人喜好不談,從使用者研究的角度出發,這個廣告有三點吸引了我,兩個在廣告影片外,一個在廣告影片內。

在廣告影片外的第一個重點是:「發掘好故事」。

畢竟,使用者研究的基礎就在於聆聽、探詢、蒐集故事。透過故事,我們得以更瞭解另一群人(基本上就是使用者),進而創造更好的產品與服務。

第二個重點是:「把故事說好」。

在使用者田野所獲得的研究發現,不會自己變成貨架上賣的產品。這些使用者故事、這些研究發現,必須穿過重重藩籬,必須讓企業裡許多不同部門不同位階的人看到、聽到、認同,才有機會發展成最終的產品與服務。作為商業世界裡的使用者研究員,發掘出好故事只能算完成了一半。如何把故事說好,讓這些故事與研究發現能滲透進每個立場與態度不一的stakeholder心中,才是馬拉松到達終點前最辛苦的那段過程。

問問自己,一樣拿上頭的不老騎士故事當素材,我也能像下面的廣告一樣,在三分鐘內把故事說得這麼好嗎?

當在使用者那邊發現了好的故事後,我能有效的把這些訊息,傳遞給那些注意力與時間都極其有限的高階主管嗎?

而最後一個,也就是在廣告影片內的重點,則是銀行標語與名稱不算的話,影片裡的最後一個字:「夢」。

要扮演好使用者研究員的角色,「發掘好故事」、「把故事說好」與「夢」缺一不可。

發文作者:asker | 一月 28, 2011

Storytelling & Model Language

Placing a character in a context and communicating not just the events, but also using the imagery of the sensory experience is what differentiates a story from other techniques for modeling interaction, like flow charts and use cases.

– Whitney Quesenbery & Kevin Brooks,《Storytelling for User Experience》

發文作者:asker | 十二月 5, 2010

Donald Norman在User Friendly 2010的專訪

完整內容請看大會網站。以下摘錄部分內容:

John所說的產品大多數是「呆在那不動」的產品。而我所說的產品要配合人們的活動和行為,如果你把它做的太簡單了,它滿足不了人們的需求。(指著記者的攝像機) 來看看那個照相機,你是專業的攝影師麼?你喜歡控制長焦鏡頭麼?你在拍照的時候 需要作出很多調整和設置。比如:聚焦,場景設置等等。如果這東西太簡單的話,你就不喜歡了,得不到任何提高。

怎麼樣去勸說項目管理人員?根本不需要去勸他們。別跟他們爭論。千萬別和他們說,可用性有多麼多麼重要,沒有這個你們會遇到問題等等。這不是問題的答案。答案是,商務人士感興趣的是銷售額,收益率,開銷,銷售額是多少,我們可以賺多少。

這些數據從哪裡來呢?每次開始一個項目的時候,都會有市場人士發起,就是那些有MBA背景的人,他們知道如何去評估產品特色,市場份額,銷售前景, 預期收益等等。你應該去和他們一起工作。去做這個評估。

沒有人之前就知道產品到市場上會賣掉多少,所以說,那些銷售人員確實是在偽造數據,這就是我的回答。我們也該去學著如何在數據上「做文章」,我們確實需要開始對數據敏感起來了,最好的辦法是和「帶有欺騙性」的銷售們搞好關係,然後他們就會幫助你。因為你也在幫助他們(笑)。

它有很多其他的樂趣,人們不在乎這個。這就是為什麼可用性最好改為用戶體驗,因為可用性只是很小的一個方面,用戶的體驗才是我們這些人要達到的最終奧義。

任何新奇的想法都來源於年輕人的思維,而不是我們這些老頭子。年輕人要負擔起推動的力量,老年人有責任去傾聽。

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