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Designing for Design Decision Making

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Designing for Design Decision Making

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This presentation is about helping our clients make the right design decisions. This is important because Design decisions are not the type of decisions they are used to making. That's why they decide on aesthetics, the competition or other non-design criteria.
But ultimately, Design decisions are Business decisions. So helping our clients make the right design decisions is a win/win/win for clients, designers and users. In this presentation I go through 3 business cases where we had to help clients make different types of design decisions.

This presentation is about helping our clients make the right design decisions. This is important because Design decisions are not the type of decisions they are used to making. That's why they decide on aesthetics, the competition or other non-design criteria.
But ultimately, Design decisions are Business decisions. So helping our clients make the right design decisions is a win/win/win for clients, designers and users. In this presentation I go through 3 business cases where we had to help clients make different types of design decisions.

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Designing for Design Decision Making

  1. 1. HOW TO HELP OUR CLIENTS MAKE DESIGN DECISIONS C O N V E Y U X 2 0 1 8 Reduce friction on the road to execution Sol Mesz
  2. 2. Hola! • 15+ years as Product Manager • Partner and Director of Product Strategy at Kambrica, one of the leanding UX consultancies in Argentina. • https://www.linkedin.com/in/ solmesz/
  3. 3. WHY WE NEED TO HELP OUR CLIENTS MAKE DESIGN DECISIONS • The client is always part of the decision making process
  4. 4. WHY WE NEED TO HELP OUR CLIENTS MAKE DESIGN DECISIONS • The client is always part of the decision making process • …but design decisions fall outside of their area of expertise. That’s why they choose based on aesthetics, the competition, their own ideas, their spouses suggestion...
  5. 5. WHY WE NEED TO HELP OUR CLIENTS MAKE DESIGN DECISIONS • The client is always part of the decisión making process • …but the design decisions fall outside of their area of expertise. • And we need to help them choose well because ultimately, design decisions are business decisions.
  6. 6. WHY WE NEED TO HELP OUR CLIENTS MAKE DESIGN DECISIONS • The client is always part of the decisión making process • …but the design decisions fall outside of their area of expertise. • And we need to help them choose well because ultimately, design decisions are business decisions. • Architecting for decision making is a win/win/win for designers, clients and users.
  7. 7. “A decision is a choice between two or more options that involve an irrevocable allocation of resources”
  8. 8. “A decision is a choice between two or more options that involve an irrevocable allocation of resources”
  9. 9. DECISION OUTCOME≠
  10. 10. DECISION OUTCOME≠ BADGOOD
  11. 11. DECISION OUTCOME≠ GOODBAD
  12. 12. DECISION OUTCOME= RESEARCH DECISION TEST
  13. 13. ELEMENTS OF A DECISION DECISION MAKER FRAME ALTERNATIVES DECISION MAKING CRITERIA INFORMATION PREFERENCES
  14. 14. ELEMENTS OF A DECISION DECISION MAKER FRAME ALTERNATIVES DECISION MAKING CRITERIA INFORMATION PREFERENCES
  15. 15. CLIENTS
  16. 16. Focuses on visual impact HOW CAN WE HELP A CLIENT THAT…
  17. 17. The Client • Hires UX but wants UI. He’s after visual impact. • Thinks that UX is the new cool name for Visual Design. • Thinks “good looks” = good usability • His decision-making criteria is based on visual impact, so if UX decisions conflict with UI, UX will lose.
  18. 18. The Project: Redesign of a Project Management System Usability was key: • The previous system was abandoned for being un-usable. It was replaced by XLS. • Usage of new system was key to show ROI. Productivity was key: • Internal users. • Users need to input large amounts of data per Project. • Small window of time to enter projects
  19. 19. Too white Needs design Not disruptive Focus on UX (productivity) F I R S T P R O P O S A L
  20. 20. I like it! Focus on UI (visual impact) S E C O N D P R O P O S A L
  21. 21. Lighter less visual impact, easier to read Heavier more visual impact, harder to read BACKGROUND AND CONTRAST D E S I G N C R I T E R I A BACKGROUND AND CONTRAST
  22. 22. USABILITY VS VISUAL IMPACT D E S I G N D I M E N S I O N Visualimpact Usability
  23. 23. T H E S O L U T I O N • Make the Client part of the design process. • Rationalize the design process: • Define decision-making criteria • Present options mapped to those criteria. When the client focuses on visual impact… This helped the client chose based on design criteria vs “I like it”
  24. 24. Is attached to a specific idea HOW CAN WE HELP A CLIENT THAT…
  25. 25. The Client • He knows what he wants. In fact, he’s attached to his idea. • It is hard to present them with other options. • If the design doesn’t match his idea, it will be rejected.
  26. 26. The Project: Redesign of a records management system • Original design emulated a system designed for a different market. • Underperfomed on key business metrics.
  27. 27. Usability testing RESEARCH INSIGHTS IDEATION PROTOTYPE BUILD THE RIGHT THING BUILD THE THING RIGHT
  28. 28. T O O L S Design Studio Participants: • Product decision makers • IT and Customer support teams • Doctors This allowed the Client to see how users would design the tool. Design ideation vs design performance.
  29. 29. Results Performance of the new design 3 months after launch 123% Adoption Onboarding and use 200% Form completion 160% - 690%
  30. 30. T H E S O L U T I O N • Don’t focus on how design performs. Show how design emerges. • Make the Client part of the design generation process. • Co-design techniques When the client is attached to his idea…
  31. 31. Wants design to solve a product problem HOW CAN WE HELP A CLIENT THAT…
  32. 32. The Client • The client thought he had a design problem, but in fact was a business problem. • This was a case of product definition rather than design decisions.
  33. 33. The Project: Analytics for physical stores • Users were not analytics users. • Made decisions based on experience and sales data not analytics. • As a result, they didn’t have a frame of reference for this type of product. • The challenge was to create a mental model
  34. 34. T O O L S Invert the design process Instead of learning to build… MEASURELEARN BUILD
  35. 35. T O O L S Invert the design process Instead of learning to build… … build to learn. MEASURELEARN BUILD
  36. 36. T O O L S “Design sorting” (a combination of card sorting with fragments of design) This helped: • The user understand the product. • The design and product teams to obtain insights. We used design to facilitate product decisions
  37. 37. T H E S O L U T I O N • Create references • Use visual language • “Use design to discuss design” • Architect for learning + discovery When the product is new and users have no frame of reference…
  38. 38. CONCLUSION
  39. 39. Design the design process MEASURELEARN BUILD Use soft skills before technical skills.
  40. 40. Design the design process Be flexible. Use process as a description, not a prescription. RESEARCH INSIGHTS IDEATION PROTOTYPE BUILD THE RIGHT THING BUILD THE THING RIGHT
  41. 41. Don’t make the design process a black box • Frame the problem • State decision-making criteria. • Involve the Client in the design decision- making process. Visualimpact Usability
  42. 42. Make the Client part of the design ideation process Involve rather than educate.
  43. 43. Design for usability Design for learning, discovery, decision making
  44. 44. Many thanks to… • Santiago Bustelo • Roman Paparella • Team Kambrica • Walter Becerra • Juan Marcos Ortiz • Yamila Martina This presentation wouldn’t have been possible without them.
  45. 45. ¡MUCHAS GRACIAS! Sol Mesz LinkedIn, Medium: Solmesz Also: www.solmesz.com

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