Human-Centred Design and Experimentation for Impact — SIMNA Breakfast Workshop
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This workshop explored how human centred design and experimentation can help organisations and individuals understand peoples' needs in order to deliver the impact through services and products. Workshop aims: • Demystify and share best-practice on human-centred design and experimentation • Give hands-on experience in gathering qualitative insights to understand what drives people to behave the way they do • Show how using an experimentation framework creates rigour in what you deliver to your beneficiaries • Show how to interrogate the value of a “professional hunch” • Provide insight into effectively measuring the impact you’re having by choosing the right metrics • Show how lean experiments can help to get you started, rather than getting overwhelmed by the enormity of a problem This workshop presentation was given by Julia Birks (Strategic Design Lead) and Dave Calleja (Experimentation Specialised and Associate Design Director) at Isobar for a Social Impact Measurement Network Australia breakfast on 27 September, 2018. Get in touch with Julia and Dave on LinkedIn or Twitter.
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Human-Centred Design and Experimentation for Impact — SIMNA Breakfast Workshop
- 3. Welcome to
- 4. 01 / Helping achieve one of the UN’s Sustainable Development Goals. 02 / Solving a problem where we can embrace human centred design. 03 / Can be measured beyond cost and time. It can be measured on it’s impact.
- 5. Who we are Julia Birks Strategic Design Lead, Isobar Twitter @juliabirks Dave Calleja Associate Design Director - Experimentation, Isobar Twitter @davecalleja On Twitter: @IsobarAU • @SIMNA_AU • #goodintentions
- 6. Realising our vision PROBLEM SPACE OUR VISION Good intentions live here The impact we want to make Where we are now
- 7. Realising our vision Good intentions live here PROBLEM SPACE OUR VISION The impact we want to make Where we are now
- 8. Realising our vision Good intentions live here PROBLEM SPACE OUR VISION The impact we want to make Where we are now
- 9. Realising our vision Good intentions live here PROBLEM SPACE OUR VISION The impact we want to make Where we are now
- 12. Why we derail and fail It’s not that we’re bad people; it’s that we’re only human.
- 13. How do we find out what people need? 13
- 14. This morning How human centred design and experimentation can help you understand what people need so you can deliver the impact you want.
- 15. So hopefully you can get there like this PROBLEM SPACE OUR VISION The impact we want to make Where we are now
- 16. This morning Human centred design primer 20 mins Biases and research 30 mins Insights, hypotheses and metrics 20 mins Lean experimentation 20 mins
- 18. What is Human Centred Design? Human centred design is solving problems for humans, with humans.
- 19. What the difference between a User and a Human? Users are humans that interact with products or systems. USER Humans have other things in their life— beyond interacting with systems—like raising a family, or dreams of holidays. Humans have needs and desires, seek meaning, many of which are unarticulated. HUMAN
- 20. HCD + Experimentation Desirability Viability Feasibility Ensure we solve actual problems that our customers have Ensure we can build it by testing different ways of delivering our ideas Validate that we’re building the right thing by testing our ideas early with customers
- 21. Who has bias? 21
- 23. Some of our favourite biases BANDWAGON EFFECT The probability of one person adopting a belief increases based on the number of people who hold that belief. This is a powerful form of groupthink and is reason why meetings are often unproductive. BLIND-SPOT BIAS Failing to recognize your own cognitive biases is a bias in itself. People notice cognitive and motivational biases much more in others than in themselves. INFORMATION BIAS The tendency to seek information when it does not affect action. More information is not always better. With less information, people can often make more accurate predictions. OSTRICH EFFECT The decision to ignore dangerous or negative information by “burying” one’s head in the sand, like an ostrich. Research suggests that investors check the value of their holdings significantly less often during bad markets. CONFIRMATION BIAS We tend to listen only to information that confirms our preconceptions - one of the many reasons it’s so hard to have an intelligent conversation about climate change. CONSERVATISM BIAS Where people favor prior evidence over new evidence or information that has emerged. People were slow to accept that the Earth was round because they maintained their earlier understanding that the planet was flat. STEREOTYPING Expecting a group or person to have certain qualities without having real information about the person. It allows us to quickly identify strangers as friends or enemies, but people tend to overuse and abuse it. PRO-INNOVATION BIAS When a proponent of an innovation tends to overvalue its usefulness and undervalue its limitations. Sound familiar, Silicon Valley? Source: https://www.businessinsider.com.au/cognitive-biases-that-affect-decisions-2015-8?r=US&IR=T
- 25. HCD favours qualitative research Market Research (Quantitative) 100 People / 10 Truths Design Research (Qualitative) 10 People / 100 Insights Why? What?
- 26. Tasks and goals Needs to catch the right tram that gets them to 555 Bourke St by 11:30am USER Is going to a job interview Wants to do something with their life that gives them a sense of purpose HUMAN
- 27. Your mission, should you choose to accept it... You are Kinfolk Cafe in the CBD and need help creating the ideal coffee work outing
- 28. Running interviews Things to consider Build empathy, listen actively Use open ended questions Understand ‘WHY’ Observe the surroundings Behave ethically and sensitively Tell me more… / Why why why? / Follow the rabbit holes!
- 30. Running interviews Example questions Tell me about the last time you went for a coffee during the work day. When did you go? Where did you go? Why did you go? Who did you go with? Why? What did you like about the experience? What did you dislike about it? Why Listen actively / Tell me more… / Why why why? / Follow the rabbit holes! 3 mins each
- 32. So, what next? We come up with a solution, and we build it, right?
- 35. What is experimentation? A culture that embraces failing fast, often and with value in a structured process that rigorously validates ideas. Outcomes that are driven and informed by multiple data sources leading to creative, innovative and constantly improving solutions that encompass the entire spectrum of customer experience.
- 37. Democratise your ideas Evidence based decision making Empower everyone to contribute ideas Establish an idea or experiment framework
- 38. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE THEN PREDICTED RESULT BECAUSE RATIONALE
- 39. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE Any aspect of the experience or system which could be improved This is not the specific change e.g moving an element on a page. THEN PREDICTED RESULT What is the expected outcome of the solution? How will the business or user be impacted? BECAUSE RATIONALE Why do we believe the result will occur? What insights inform this?
- 40. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE We remind forgetful people to pay their bill THEN PREDICTED RESULT They will be more likely to renew their product on time BECAUSE RATIONALE Why do we believe the result will occur? What insights inform this? Could be SMS Could be email Could be automated phone call Could be facebook message
- 41. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE We remind forgetful people to pay their bill THEN PREDICTED RESULT They will be more likely to renew their product on time BECAUSE RATIONALE Customers often don’t realise they’ve missed their due date Could be SMS Could be email Could be automated phone call Could be facebook message
- 42. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE We remind forgetful people to pay their bill THEN PREDICTED RESULT They will be more likely to renew their product on time BECAUSE RATIONALE Customers often don’t realise they’ve missed their due date and prefer SMS for account related notifications.Could be SMS Could be email Could be automated phone call Could be facebook message
- 43. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE We send a reminder 1 day prior to renewal If you are too prescriptive too early, you close off many ways to solve the problem THEN PREDICTED RESULT They will be more likely to renew their product on time BECAUSE RATIONALE Customers often don’t realise they’ve missed their due date and prefer SMS for account related notifications.
- 44. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE We send a reminder 1 day prior to renewal If you are too vague then your experiment won’t be ‘testable’ THEN PREDICTED RESULT They will be more likely to renew their product on time BECAUSE RATIONALE Customers often don’t realise they’ve missed their due date and prefer SMS for account related notifications.
- 45. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE Any aspect of the experience or system which could be improved This is not the specific change e.g moving an element on a page. THEN PREDICTED RESULT What is the expected outcome of the solution? How will the business or user be impacted? BECAUSE RATIONALE Why do we believe the result will occur? What insights inform this? POSSIBLE VARIANTS POSSIBLE METRICS
- 46. Hypothesis 101 IF OPPORTUNITY OR CHALLENGE THEN PREDICTED RESULT BECAUSE RATIONALE POSSIBLE VARIANTS POSSIBLE METRICS
- 47. Fix the coffee buying experience for Kinfolk 47
- 48. Example insights Go where the queue isn’t too long, but still want quality If they skipped breakfast, they buy a muffin Allergic to dairy so order with soy milk Like trying different places Must accept card payment LOCATION WHAT THEY GET Friend doesn’t drink coffee: tea or hot choc (A BIT OF BOTH) Must be within a 7 min walk of office Hate waiting more than 5 mins from queuing to leaving
- 49. Fix the coffee Based on your insights, work in teams to create five hypothesis statements using the IF / THEN / BECAUSE format
- 50. Group 1 Insights: Where they go Like trying different places Must accept card payment Must be within a 7 min walk of office Hate waiting more than 5 mins from queuing to leaving Break into groups (2-3 people), 5 mins ● Create at least 5 hypotheses using the template Go where the queue isn’t too long, but still want quality
- 51. Group 2 Insights: What they buy If they skipped breakfast, they buy a muffin Allergic to dairy so order with soy milk Friend doesn’t drink coffee: tea or hot choc Break into groups (2-3 people), 5 mins ● Create at least 5 hypotheses using the template Go where the queue isn’t too long, but still want quality
- 52. What did you come up with? 52
- 53. Variants and metrics Now add ● Possible experiment variants ● Metrics for how you might assess each hypothesis 5 mins
- 54. How’d you go?
- 55. Goal mapping 55
- 56. Organisational Goals Organisation Metric Business Unit Project Goals Experiment Goals Your organisation metric measures a high-level goal Each business unit has a specific lens on that metric The project or initiative breaks down a major KPI Individual experiments test ways to create lift in the metrics that matter to the program.
- 57. E.g., Keep Cup Organisation Metric Business Unit Project Goals Experiment Goals Keep Cup org goal: Reduce the amount of cups going to landfill Product project goal: Experiment with the best type of cups that will be desirable to customers Experiment goal: Understand what factors drive customer uptake of prototype cup, and how they make decisions about usefulness of this cup (e.g., convenience, social status, materials/taste, etc) E.g. Product team: Design a cup that is both usable and aesthetically pleasing to incentivise behaviour change E.g., Partnerships team: Work with cafes to expose the value to the business in selling cups, providing discount, etc
- 58. Example Goal Tree Revenue: $0 Visitors: 0 Revenue Per Visitor: $0 Average Order Value $0 Conversion Rate: 0% Average quantity: 0.00 Average per unit price: $0 Add to Cart Cart Checkout Rate User acquisition: $0 User retention: 0%
- 59. Experimentation Framework - Hypothesis & Ideation IF OPPORTUNITY OR CHALLENGE THEN PREDICTED RESULT BECAUSE RATIONALE PROFESSIONAL HUNCH QUALITATIVE DATA QUANTITATIVE DATA PRIMARY METRIC SECONDARY/MONITORING METRICS TARGET / AUDIENCE
- 60. Bringing your hypotheses to life 60
- 61. For an interface... “How do you decide what colour to pick?” RESEARCH PROTOTYPE MVP RELEASE 2 Define Design Build Customer feedback Define Design Build Define Design Build Customer feedback Customer feedback Define Design Build Customer feedback
- 62. For a service... “How do you manage your health and fitness?” RESEARCH PROTOTYPE MVP RELEASE 2 Define Design Build Customer feedback Define Design Build Define Design Build Customer feedback Customer feedback Define Design Build Customer feedback
- 63. Many ways to prove your hypotheses Paper prototypes or drawings Facebook group, Slack groups VR experience that is roleplayed Role play Visual journey map Poster with pull-off tabs Experience walkthrough Video using phone Creating physical models with craft materials Google Survey or form Puppet show TV or radio commercial Spatial prototype made out of cardboard News article Genie in a bottle app walkthrough Draft Kickstarter page Wireframes for an app Interactive prototype Mock up an space with Lego Guided tour Interview or talk show Landing page or website Workshop Choose your own adventure interaction Meetup Group
- 64. You’ve been rad! Julia Birks Strategic Design Lead, Isobar Twitter @juliabirks Dave Calleja Associate Design Director - Experimentation, Isobar Twitter @davecalleja
- 65. Thank you!