Everyone's (or no one's) favorite redesigned brands, Tropicana and Facebook, came up yet again at this weekend's Y Conference as Liz Danzico, chair of the new Interaction Design MFA program at the School of Visual Arts, focused on the concept of "designing in real time." She thinks redesign recalls are about to get a lot more common as designers are more likely to launch alpha or beta versions of experiences and then monitor user behavior to get feedback.
Tag: Interaction Design
My last column, “Specifying Behavior,” focused on the importance of interaction designers’ taking full responsibility for designing and clearly communicating the behavior of product user interfaces. At the conclusion of the Design Phase for a product release, interaction designers’ provide key design deliverables that play a crucial role in ensuring their solutions to design problems actually get built. These deliverables might take the form of high-fidelity, interactive prototypes; detailed storyboards that show every state of a user interface in sequence; detailed, comprehensive interaction design specifications; or some combination of these. Whatever form they take, producing these interaction design deliverables is a fundamental part of a successful product design process.
Organizations are tenuous phenomena; they can fall apart at any time. To navigate the landscape of organizational culture interaction designers need a set of practical tools, language & knowledge drawn from the world of cultural anthropology. It’s happened to all of us. We walk into what we think is a Web redesign project, only to find we have unwittingly ignited the fires of WW III in our client’s organization. What begins as a simple design project descends – quickly – into an intra-organizational battle, with the unprepared interaction designer caught in the crossfire. What is it about design projects that seem to attract such power struggles? Contrary to what you might think, being stuck in the middle of an internecine battle is actually an opportunity to effect meaningful change on your client’s organization.
For those of us familiar with the strange land that is Washington, DC, it’s tempting to snicker a bit at the sudden star turn of the field of behavioral economics in our nation’s capital. Books like Cass Sunstein and Richard Thaler’s Nudge, Dan Ariely’s Predictably Irrational, and George Akerlof and Robert Shiller’s Animal Spirits are being passed around like samizdat. Human beings, the thinking goes, bear little more than a passing resemblance to the “economic man” of classic econ textbooks. We’re messy creatures, not altogether skilled at maximizing value, or efficiency, or all those other things our self-interest is supposed to drive us to attain.