feedback
Control and Correlation
The fastest way to learn something is to do something
An Article by David R. MacIverSuppose you have a problem to solve. What do you do?
Well, you sit down and think real hard, and after extensive and careful planning you try the well thought out and rigorous solution that you have thought up. Right?
No, wrong! Bad.
The correct thing to do when you have a problem is:
- Think for a short amount of time.
- Make sure it is safe to try things.
- Try something you think will work.
- Observe the result. If you succeeded, yay you solved the problem! If it didn't work, think about what that means for the nature of the problem and try again.
How can we develop transformative tools for thought?
A Research Paper by Andy Matuschak & Michael NielsenConventional tech industry product practice will not produce deep enough subject matter insights to create transformative tools for thought.
...The aspiration is for any team serious about making transformative tools for thought. It’s to create a culture that combines the best parts of modern product practice with the best parts of the (very different) modern research culture. You need the insight-through-making loop to operate, whereby deep, original insights about the subject feed back to change and improve the system, and changes to the system result in deep, original insights about the subject.
When Customer Journeys Don’t Work: Arcs, Loops, & Terrain
An Article by Stephen P. AndersonThinking [in terms of loops and arcs] allows us to let go of a specific journey or sequence, and imagine dozens of scenarios and possible sequences in which these skills can be learned. This doesn’t mean there aren’t more fundamental skills that other skills build upon, but we can let go the tyranny of how, precisely, a person will move through a system. We’re free to zoom in and obsess on these loops, which does two things for us:
- Approach the design of a system as the design of these as small but significant moments of learning.
- Consider the many ways these loops might be sequenced, with the exact order being less important.
Asynchronous Design Critique: Getting Feedback
An Article by Erin CasaliGetting feedback can be thought of as a form of design research. In the same way that we wouldn’t do any research without the right questions to get the insights that we need, the best way to ask for feedback is also to craft sharp questions.
Weighing up UX
Metrics come up when we’re talking about A/B testing, growth design, and all of the practices that help designers get their seat at the table (to use the well-worn cliché). But while metrics are very useful for measuring design’s benefit to the business, they’re not really cut out for measuring user experience.
Two levels of veto
At Clearleft, every staff member has two levels of veto on client work. You can say “I’m not comfortable working on this”, in which case, the work may still happen but we’ll make sure the resourcing works out so you don’t have anything to do with that project. Or you can say “I’m not comfortable with Clearleft working on this”, in which case the work won’t go ahead.
Our obedience to the king
Going back to the question of whether it’s ever okay to use a deceptive dark pattern, here’s what I think…
It makes no difference whether it’s implemented by ProPublica or Breitbart; using a deceptive dark pattern is wrong.
But there is a world of difference in being a designer who works at ProPublica and being a designer who works at Breitbart.
That’s what I’m getting at when I say there’s a danger to focusing purely on user experience. That focus can be used as a way of avoiding responsibility for the larger business goals. Then designers are like the soldiers on the eve of battle in Henry V:
For we know enough, if we know we are the kings subjects: if his cause be wrong, our obedience to the king wipes the crime of it out of us.