As we walk about a site and talk to people, we can note our observations. At this stage, we try to store the information we gain in some accurate way, carry a notebook, or a camera and tape-recorder, and make small sketches. The notes we end up with can later be used to devise design strategies.
We do not just see and hear, smell and taste, but we sense heat and cold, pressure, stress from efforts of hill-climbing or prickly plants, and find compatible or incompatible sites in the landscape. We note good views, outlooks, soil colours and textures. In face, we use (consciously) all our many senses and become aware of our bodies and responses.
Beyond this, we can sit for a time and notice patterns and processes: how some trees prefer to grow in rocks, some in valleys, others in grasslands or clumps. We see how water flows on the site, where fires have left scars, winds have bent branches or deformed the shape of trees, how the sun and shadows move, and where we find signs of animals resting, moving, or feeding. The site is full of information on every natural subject, and we must learn to read it well.
In biology, when researchers want to observe animals in their natural habitat, it is paramount that they find a way to do so without disturbing those animals. Otherwise, the behavior they see is unlikely to be natural, because most animals (including humans) change their behavior when they are being observed.
Perceptual: "They couldn't figure out what to do next", "they couldn't find the feature", "they didn't know they could click that button..." etc.
Domain-specific: "We need a way to jump back here because in their workflow this happens..."
In general, usability testing only catches type 1 perceptual problems. Because in those tests you take people out of the real world and assign them tasks. Usability testing doesn't catch domain-specific problems because they only come up in real life use.
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.