ux strat usa, leo frishberg and dr. charles lambdin, "presumptive design workshop"

Presumptive Design Workshop Using Design Provocations to Reduce Strategy Risk

Leo Frishberg

Principal | Phase II, Portland OR

@leofrish

Charles Lambdin

UX Designer | Intel Corporation

@CGLambdin

UX Strat 15 Sept 2015 @leofrish @cglambdin www.presumptivedesign.com

@leofrish @cglambdin

www.presumptivedesign.com Sept 2015

Presumptive Design An Introduction

UX Strat 15



Agenda

UX Strat 15

Activity Time Activity Time

Intros 5 min Engagement Session

Prep 15 min

Agenda/Objectives 5 min Artifact Preparation 15 min

What is PrD? 10 min Engagement Session 60 min

What is Strategy? 10 min Debrief / Analysis 15 min

Testing Strategies with

Artifacts 10 min Report-outs 15 min

Report-outs 5 min What is PrD? – Reprise 15 min

Assumptions and Objectives 10 min Closure / Q&A 15 min

UX Strat 15

• Introduce a rapid method of strategy

validation based on Design Thinking

• Apply the process to internalize its value

• Explore strategy validation as an approach to

risk reduction

The best way to predict the future is to invent it. – Alan Kay, 1971, Dennis Gabor, 1963

Any sufficiently advanced technology is indistinguishable from magic. – Arthur C. Clarke, 1961 – Clarke’s Third Law



Workshop Objectives

Presumptive Design Design Thinking Cycles, Strategy and an Artifact-First Approach

Sept 2015 @leofrish @cglambdin www.presumptivedesign.com


www.presumptivedesign.com

Owen’s Design Thinking Model

Sept 2015 UX Strat 15





Fin

ders

Ma

ke

rs





Know

Apply



Kumar’s Design Thinking Model




Sato’s Design Thinking Model




Presumptive Design in the Context of Design Thinking


Traditional UCD:

Discover first

Presumptive Design:

Conceptualize first

UX Strat 15 @leofrish @cglambdin


The Five Principles of Presumptive Design

Design to fail

Create, discover, analyze

Make assumptions explicit

Iterate, iterate, iterate

The faster you go the sooner you know

Have fun.



Presumptive Design Components and Timeline

UX Strat 15



UK Design Council’s Double Diamond


What Is Strategy? 10-Minute Round Robin




What Is Strategy?


• What game are you playing and (where | how) are you going to win?

• Strategy ≠ Operation Excellence; 5 forces—Porter

• The choices (implicit and explicit) made to achieve competitive advantage in a market. A basic purpose of strategy is to maximize the value of the capabilities you have that distinguish you from competitors.

• Transient Advantage: fluid strategy



Strategy Validation


What Artifacts Embody Strategy? A Brainwriting Exercise




Strategy Validation


Rules for Divergent Thinking • Defer Judgment

• Encourage wild ideas!

• First thoughts first

• “Yes and…” build on the

ideas of others

• Stay focused on the topic

• Hold one conversation at a

time

• Be visual!

• Go for “quantity over quality” • Have fun!

Rules for Brainwriting • Take a sticky note from your

stack

• Write as many ideas for an

artifact to test strategy as you

can—One per note!

• Keep your ideas short and

write clearly so others can

read them

• When you finish an idea,

place the note in the “pool”

(middle of the table)

• When you need inspiration,

take a note from the pool.

Athens Travel Office Strategy




Athens Tourism Office Brief


• The Athens Tourism Office (ATO) would like to improve the overall experience guests have when visiting the city, particularly holiday travelers. They already have some ideas what to do, but need to see the big picture in order to prioritize funding and to focus on areas that will have the most impact.

• First, the ATO is planning to significantly overhaul its website. The site has grown organically over the past decade, and there are many complaints about finding information. In particular, the federated reservations system for hotels is incomplete, outdated and hard to use.

• Second, the ATO wants to offer mobile services and apps for travelers. With so many options in the mobile arena, they are not sure where the best place to start would be.

• Finally, ATO believes partnering with key service providers would improve the travel experience of visitors. ATO already has information kiosks in tourist areas, but they are looking to integrate more with partner services.

• You work for a research agency specializing in experience mapping. The ATO has hired you to investigate and identify the most salient ways to bring the most value to visitors. They are also looking for new opportunities previously overlooked. The insight they hope to gain will help structure a multi-year program for improvement.



What Are the Key Assumptions Behind this Strategy?


• ATO has ideas but needs to prioritize

• ATO believes it needs to see “the big picture”

• ATO serves holiday travelers

• ATO believes its website needs to be overhauled

• ATO believes it needs a mobile strategy

• ATO believes partnering with service providers is key

• ATO is looking for most salient ways to add most value to visitors

• ATO wishes to continue to exist

• ATO is prepared to take multiple years to transition

Objectives




To Build the Future, You Need a Definition of ‘Done’


S Specific: a single focus for each objective—no “and” or “ors”

M Measurable: a number—how many “things” will it take to be

considered done

A Attainable: will it be achievable in the time frame of the

exercise?

R Realistic: is it appropriate to the exercise you are performing?

T Time-bound: after how much time will you consider the

exercise done?



Engagement Session Objectives


Validate the top three assumptions behind the ATO strategy

Identify at least three touch points in the diagram key to supporting the strategy

Engagement Session Prep




Engagement Session Procedures


• This is like a usability test, but it isn’t a usability test.

• Prepare a minimal script to introduce the exercise and the diagram:

• “Thank you for joining us today!”

• “We’re helping a client understand their travel offerings to visitors to

Athens. To that end, we’ve created an experience diagram. We’d

appreciate your help in improving our diagram.

• “Please imagine you are taking a trip. Using the diagram indicate the

steps you would take to plan your trip.

• “Some of the steps may already be on the diagram, some may be

missing. We’ve provided additional sticky-notes for you to add steps.

For existing steps, you can place a ‘dot’ on the step.

• “As you work through your steps, please think aloud and help us

understand the decisions you’re making along the way.”



Engagement Session Procedures


• You will offer the visitor the artifact and let them proceed.

• Based on their reaction, you will take notes on what they say as

they perform the task.

• If they get stuck, or turn to you for help, this is a key opportunity to

learn more.

• Mirror their question back to them. (“What would you do in this

situation?”)

• Do not explain or present the diagram or ATO’s

expectations/strategy.

• Prompt them to consider their travel behavior as they attempt to

document it.

Remember: This is about ATO’s assumptions, some of which may

not be apparent until the visitor calls your attention to them!



The Task


• Ask the visitor to use the diagram to plan their trip to Athens

• Offer them materials (sticky-notes, pens, etc.) to add touch points to the diagram they would use but aren’t already there

• Have them add a “dot” to an existing touch point they would use



Presumptive Design Roles


• You will have multiple opportunities to work

with external stakeholders.

• Choose a Facilitator. You can have several—

one for each visitor.

• All of the others become

Researchers/Observers

• The Facilitator role is subtle:

• Offer the artifact with a minimal introduction.

• Ask the visitor to perform the task.

• Become an improv artist based on the

visitor’s interactions.



Five Levels of Prompts


1.Go do X.

2.You seem hesitant. Is there a problem?

3.How might you start doing X on Y?

4.We thought Y might be a useful place to start X.

5.Great. Now let’s pretend you had pressed Y. So go ahead and press Y.



Four Rules for Facilitators


1.You’re not there to present your design.

2.Act like a psychic.

3.Keep it about the present.

4.No prompts > Level 2.

Engagement Session


Analysis and Report Out


Process in Review




Closing Considerations and Feedback




References


• Buxton, Bill; Sketching User Experiences: Getting the Design Right and the Right Design; Morgan Kaufmann; 2007

• Carroll, Lewis; Through the Looking-Glass and What Alice Found There; The MacMilllan Company, New York, London, 1899

• Dubberly, Hugh; Evenson, Shelley; and Robinson, Rick; The Analysis-Synthesis Bridge Model; http://www.dubberly.com/articles/interactions-the-analysis-synthesis-bridge-model.html

• Frishberg, Leo; Lambdin, Charles; Presumptive Design: Design Provocations for Innovation. Morgan Kaufmann; 2015

• Frishberg, Leo; Presumptive design, or cutting the Looking-glass cake. Interactions, Vol. 13, Iss. 1, 18-20; 2006

• Frishberg, Leo; Presumptive design, or cutting the Looking-glass cake. SAO Ignite, March, 2012; http://www.slideshare.net/leofrish/presumptive-design-or-cutting-the-looking-glass-cake

• Laseau, Paul; Graphic Thinking for Architects and Designers; Van Nostrand, 1980

• Owens, Charles; Design Thinking: Notes on its Nature and Use; Design Research Quarterly Vol. 2, N0. 1, January, 2007, pp. 16-27

• Sato, Steve; Using Design Thinking to Measure Design’s Impact; CHIFOO Presentation, September 2013 http://www.chifoo.org/index.php/chifoo/events_detail/using_value_to_position_design_ux_and_hci_more_strategically_in_an_organiza/

• Sanders, Liz; Stappers, Pieter Jan; Convivial Toolbox: Generative Research for the Front End of Design; BIS Publishers, 2013

http://www.dubberly.com/articles/interactions-the-analysis-synthesis-bridge-model.html











http://www.slideshare.net/leofrish/presumptive-design-or-cutting-the-looking-glass-cake















http://www.chifoo.org/index.php/chifoo/events_detail/using_value_to_position_design_ux_and_hci_more_strategically_in_an_organiza/

