UX Storytellers

Aaron Marcus

Abhay Rautela
Andrea Resmini
Andrew Hinton
UX Storytellers
Andrea Rosenbusch
Cennydd Bowles
Chris Khalil
Connecting the Dots
Clemens Lutsch
Colleen Jones
Daniel Szuc
Dave Malouf
David St. John
David Travis
Deborah J. Mayhew
Eirik Hafver Rønjum
Gennady Osipenko
Harri Kiljander
Henning Brau
James Kalbach
Jan Jursa
James Kelway
Jason Hobbs
Jay Eskenazi
Jiri Mzourek
Ken Beatson
Lennart Nacke
Marianne Sweeny
Mark Hurst Edited by
Martin Belam
Jan Jursa,
Matthieu Mingasson
Olga Revilla Stephen Köver
Patrick Kennedy
and Jutta Grünewald
Paul Kahn
Rob Goris
Robert Skrobe
Sameer Chavan
Simon Griffin
Sudhindra Venkatesha
Sylvie Daumal
Thom Haller
Thomas Memmel
Timothy Keirnan
Umyot Boonmarlart
UX Storytellers
UX Storytellers
Connecting the Dots

Edited by:
Jan Jursa
Stephen Köver
Jutta Grünewald

Book layout by:

Iris Jagow
Jan Jursa
Copyright
All stories © 2010 by their respective authors.

All images © 2010 by the respective authors.
UX Storytellers v1.01
To Our Community
Contents
Acknowledgments xv
Foreword xviii
Chapter 1
Paul Kahn 25
Learning Information Architecture
Jason Hobbs 37
Sex, Drugs and UX
Marianne Sweeny 45
All Who Wander Are Not Lost
Thomas Memmel 61
Watchmakers
Jiri Mzourek 77
UX Goes Viral
Sylvie Daumal 89
What I Know and Don’t Know
Thom Haller 103
Journey into Information Architecture
Jan Jursa 113

Building Arcs with Wall-Hung Urinals
Olga Revilla 127

From Consultancy to Teaching
Sameer Chavan 143

A Journey from Machine Design to Software Design
Ken Beatson 161

UX the Long Way Round
James Kalbach 179

Wine, Women and Song
Chapter 2
Aaron Marcus 197

Almost Dead on Arrival:
A Tale of Police, Danger, and UX Development
Dave Malouf 205

Moving into Non-Linear Iteration
David St. John 223

One Thing, Many Paths
Henning Brau 233
Accepting Star Wars at Work
Mark Hurst 243

A Day at Acme Corp
Timothy Keirnan 249

UX Professional Goes Car Shopping
Sudhindra V. Murthy 265

Design is Problem Solving—In More Ways than One
Gennady Osipenko 283

I Am Feeling Lucky Strike Today
Cennydd Bowles 289

The Stamp
Eirik Hafver Rønjum 297

Cutting Through the Opinions
James Kelway 309

Culture Shock
Andrea Rosenbusch 321

Shaping Spaces
Chris Khalil 333

How to Love and Understand Your Audience
by Probing Them
Martin Belam 349

Using the Right Tool for the Job
Jay Eskenazi 361
How to Avoid Wasting Millions
on Your Product Development
Clemens Lutsch 371

Style of Change
Harri Kiljander 379

Escaping the Waterfall
Deborah J. Mayhew 393

UX Then and Now
Andrew Hinton 407

The Story is the Thing
Chapter 3
Daniel Szuc 419

Three Stories
Andrea Resmini 423

Hundred and Ten
Abhay Rautela 433

Technical Capability is Only Half the Story
Lennart Nacke 449

Broken Soft Drink Machines
Robert Skrobe 465
The Limitations of Good Intentions
David Travis 473

The Fable of the User-Centred Designer
Umyot Boonmarlart 501

Anything Can Be Interactive Media
Colleen Jones 515

A Woman in UX: I’ve Come a Long Way, Baby
Simon Griffin 527

Out of Focus
Patrick Kennedy 549

Seeing Things the Way They Are
Matthieu Mingasson 561

Coevolution
Rob Goris 571

The Wet Cat
Index dcvii
Acknowledgments
I would like to thank all of the authors who have been so kind as to cut
out a big chunk of their precious time in order to contribute their story
to the UX Storytellers book. In alphabetical order, these wonderful men
and women are:
Aaron Marcus, Abhay Rautela, Andrea Resmini, Andrew Hinton, An-

drea Rosenbusch, Cennydd Bowles, Chris Khalil, Clemens Lutsch,
Colleen Jones, Daniel Szuc, Dave Malouf, David St. John, David Travis,
Deborah J. Mayhew, Eirik Hafver Rønjum, Gennady Osipenko, Harri
Kiljander, Henning Brau, James Kalbach, James Kelway, Jason Hobbs,
Jay Eskenazi, Jiri Mzourek, Ken Beatson, Lennart Nacke, Marianne
Sweeny, Mark Hurst, Martin Belam, Matthieu Mingasson, Olga Revilla,
Patrick Kennedy, Paul Kahn, Rob Goris, Robert Skrobe, Sameer Chavan,
Simon Griffin, Sudhindra Venkatesha, Sylvie Daumal, Thom Haller,
Thomas Memmel, Timothy Keirnan and Umyot Boonmarlart.
Furthermore, I would like to thank Stephen Köver, Jutta Grünewald and

Iris Jagow for helping me with this project. Thanks, guys!
I want to take this opportunity to thank everybody for encouraging me

to bring about the UX Storytellers book. It felt good to receive so many
kind words.
Thanks to Sabine Stoessel, Gillian Birch, Gabriele Zenisek, Thomas

Gläser, Simon Schmidt and Grandin Donovan who provided me with
great feedback on an early draft of this book. And a special thank you to
everybody who promotes this book :)
Jan Jursa, Editor in Chief

UX Storytellers
Acknowledgements xv
Foreword
I have a thick notebook in which I write down my fantasy projects—
stuff I’ d love to build or to write some day. There is no date on the first
page, but I think I began writing and drawing ideas in this particular
book around the year 2000. I was working as an Adobe Flash developer
back then, so all the early entries are games and crazy animations and
such.
I guess I had many books like this as a little child, when I used to run
through the winding streets of Mala Strana, right below Petrin hill on
the left bank of the Vltava River. I guess so, but I simply cannot recall
many memories from those early days in Prague.
So let’ s say I was extraordinarily talented, at least as a little child, and

filled page after page of every drawing book that was handed to me.
Yeah, why not?
Those books—if they ever existed—have long since gone missing, like
so many things. On the way from childhood to our first job, we surely
gain a lot of important skills, but we do lose things too. We lose the
ability to observe, to ask when we don’ t understand something, to try
things out and take risks, and to outline even the simplest idea in a
rough sketch. Much later in life, some of us pay someone who promises
to teach us how to draw again.
I don’ t know if the same is true for storytelling, perhaps it is. When
we are young, we have the wildest stories to tell. Then, on the long
path towards a profession, although we don’t lose our interest in them
completely, many of us simply stop telling stories. And yet listening to
stories is so much fun. Sure, but who will be the storyteller if we all just
lean back and listen?
Foreword xviii
Somewhere in my notebook there is a page with “UX Storytellers” writ-
ten on it, together with some rough sketches.
I remember coming home from conferences and recalling the anec-

dotes I had picked up Lord only knows where—over lunch or late at
night in a bar. The kind that start: “Hey, wanna know how I got into
this strange domain of User Experience?” or “This is what I tell my par-
ents, when they ask about my job as an Information Architect ...” (No,
Ma, I am not an architect.) Or “This is what I recently learnt during a
project that went really bad ...”
Yes, these were the kind of stories I wanted to collect. The UX

Storytellers seed was growing in my mind. The idea kept on bug-
ging me, and in June 2009, I simply had to start this little adventure.
Writing it in my book of unfinished projects and half-done dreams had
been a relief, but it didn’t last long. One month earlier, in May 2009,
some friends and I had organised our annual German Information
Architecture (IA) Conference. Again, I had met awesome people and
had listened to their stories. This time, the book had to be done. I ap-
proached Stephen Köver, a friend of mine and also a member of our IA
Conference team.
Coming from London and working as a freelance translator (German-

English), as well as being an IA, would already have made Stephen a
good candidate. What made him a perfect choice though, was our
shared love for words. Stephen is a passionate translator and a true
master of the English language (especially the British variant). Some
time later, Jutta Grünewald joined the editorial team. Graduate psy-
chologist, copywriter and web editor, she always loves a pun, a catchy
headline and an unexpected twist in a story. Last but not least, the
designer Iris Jagow joined the party. Iris and I did the InDesign work
together, however it’ s safe to say that all the good ideas and design de-
cisions came from her.
Foreword xix
I contacted many potential authors, and over the next 10 months, we—
Jutta, Stephen and I—set about collecting and reading stories. Reading
and re-reading them. And re-reading them again. Sending suggestions
back to the authors who were so generous to submit a story for this
book. And so on. Finally, we ended up with 42 extraordinary authors, all
people I admire and look up to. Take a look at their lives, their books,
their blogs, and their achievements. Jaw-dropping, isn’t it? You can’ t
help but be astonished and inspired. Not only are they leading experts
in UX and related fields with strange acronyms, but they are also the
most wonderful people. Please take the time to read and truly listen
to their stories in this book—or in person, if you happen to bump into
them at one of the many conferences that take place around the world
nowadays.
Dear authors: I salute you.
Moreover, a special thank you must be said to all the non-English

speaking authors who had the additional challenge of writing in
English, but kept at it and delivered really marvellous stories. We have
carefully polished their stories while retaining the local flavour—always
wary of reducing them to bland uniformity.
Why are there so few female authors in this book? Well, I can assure
you I honestly tried to contact as many female authors as I could think
of (ok, there was a bottleneck right there). I am all the more grateful for
the contributions of Andrea Rosenbusch (Switzerland), Colleen Jones
(USA), Deborah Mayhew (USA), Marianne Sweeny (USA), Olga Revilla
(Spain) and Sylvie Daumal (France).
This book is available as a free eBook on the UX Storytellers blog

(http://UXStorytellers.blogspot.com). Tell your friends and colleagues
about it, or your students or interns and trainees. Help us spread the
word.
Foreword xx
Please excuse typos or misspellings, but feel free to email them to me.
I’ll update this book from time to time. That’s the beauty of eBooks.
And now, enjoy.
Jan Jursa, Editor in Chief

UX Storytellers
[email protected]
--
Berlin, on a warm September evening in 2010
Foreword xxi
Chapter 1
The White Rabbit put on his spectacles.

“Where shall I begin, please your Majesty?” he asked.
“Begin at the beginning,” the King said gravely,

“and go on till you come to the end: then stop.”
Lewis Carroll
Paul Kahn
Managing Director, Kahn+Associates
Paris, France
Learning
Information
Architecture
First Get a Job
I arrived in Boston in the fall of 1972. I had left my home in the suburbs
of New York City, gone to college in Ohio, and spent the previous 18
months in Kansas. Kansas was virtually like a foreign land to a per-
son from New York City. It was filled with friendly people and endless
space. In Kansas, you can see great distances. Much of the land is flat.
Trees are sparse and grow along the shallow rivers. Highways are wide
and straight. The tallest buildings are silos for storing grain. You can see
large weather patterns that may be hundreds of miles away during the
day and chain lightning leaping across the sky at night.
I had studied literature and wanted to be a writer. More specifically, I

wanted to be a poet. This was not a lucrative career path and I needed
to find a way to support myself. In Kansas, I had been a part-time
graduate student and part-time Elementary School teacher. Now I was
going to a training program in Vermont to get a teaching license. I had
three months to fill. I had not learned the art of creative lying. I didn’t
want to tell an employer that I was going to stay for a year to get a
“regular” job.
A friend suggested I could support myself by driving a taxi. The taxi

fleets owned many cars and hired drivers by the day. The commit-
ment was for one day at a time. The driver earned a percentage of the
Chapter 1 26
Paul Kahn Learning Information Architecture
fare plus tips. There was a taxi garage a short walk from the apartment
where I was staying.
In some major US cities, drivers must pass an examination to prove

they know their way around before they can operate a taxi. In Boston,
Massachusetts, all you needed was a driver’s license and verification
from the Boston Police that you had no police record. I had a driver’s
license, no police record and almost no idea of where things were. And
that’s how I became a Boston cab driver.
I was not a total stranger to Boston. Parts of my family had settled

there a hundred years before. My family drifted south, but some of my
mother’s relatives were still there. So I had visited Boston as a child. I
remembered being impressed by how strangely people drove their cars.
The driving style in New York is aggressive but orderly. People drove
fast and routinely cut in front of each other, filling all available space. In
Boston, drivers followed a different code. They seemed to pay no atten-
tion to traffic signals and frequently made U-turns in the middle of ma-
jor roads, as if the only thing that mattered was where they wanted to
go. Though I had visited the city, I really did not know my way around.
My relatives all lived outside the city center. Most of the pathways I
knew were the routes of a suburban outsider—how to get from one
highway exit to a specific destination and return to the highway.
Then Get Lost

When I started driving the cab, I bought a book of maps. It was the cab
driver’s bible, listing every street in every town. Each map contained the
streets of a single town. In the back, there was an index of road names,
with a code to indicate the town, page and sector of the map. In theory,
a driver could find his way to any address by looking up the street in the
index and finding its coordinates on a map. This was the solution for
the microcosm. But the macrocosm was more difficult to grasp. How
do I get from here to there? Understanding the transition from one
town to the next was the truly difficult problem. Often, I could find the
Chapter 1 27
destination on a map, but could not figure out how to get to the town.
In retrospect, I can see that this was a case of mismatch between infor-
mation organization and the user’s mental model. This particular user
(me) had no mental model of how to get from West Medford to East
Malden or from Downtown Crossing to Broadway in Somerville. The
experienced cabbie had the macrocosm in his head, and used the maps
to fill in the infinite detail. No one had made a book for a cab driver
with good eyes and an empty mind.
If someone got into my cab and knew how to get to where they were
going, we were fine. If they didn’t, it was an adventure.
Boston is one of the oldest American cities. Its urban development has
a distinctly organic side. It began as a group of settlements in the sev-
enteenth century around the curved shoreline of the harbor where the
Mystic and the Charles rivers emptied into the Massachusetts Bay. Each
settlement had grown into a town built along the English model, with a
central commons for grazing animals, a church and buildings for pub-
lic assemblies. The towns were connected by paths suitable for horses
and cattle. By the eighteenth century, the harbor was the commercial
center and became the city. In the nineteenth century, water-powered
industry developed along the rivers and canals. Adjacent towns which
had once been farming communities became factory and warehouse
complexes.
As railroad, trolleys and cars were introduced in the twentieth century,

the pathways that connected the towns were still based on the original
cattle paths. The oldest part of Boston along the harbor became known
as The Hub, because all the inland roads led to this area, forming the
shape of spokes joining at the waterfront. But the resulting pattern
was less hub-and-spoke than a hub-and-spoke-and-web. Every major
road runs at oblique angles to other major roads. Some roads follow
creeks or small rivers, while others simply connect the dots that once
were villages. The Charles River had become a placid lake separating
Chapter 1 28
Boston from the town of Cambridge. In one small part of the growing
city, wetlands were filled to make new real estate. On this virgin terri-
tory, known as Back Bay, the streets were laid out in a perfect grid, with
street names in alphabetical order. To a New Yorker, this seemed like a
reassuring and familiar pattern. To a Bostonian, it was simply a charm-
ing aberration.
The ancient mail roads, eighteenth century public thoroughfares that

joined Boston to the other commercial centers in the south, west and
north, became State Routes joining Boston to nearby cities such as
Providence, Rhode Island, Worchester, Massachusetts or Manchester,
New Hampshire. Many major roads crossed not at intersections but
at rotaries (roundabouts), a distinctly British influence that took root
in old New England. When the traffic was still pulled by horses, each
road was marked by a
carved stone announc- As cars replaced horses, the signs were
ing the number of miles expanded to two bits of information:
to the next major city. As the closest town and the next major
cars replaced horses, the city. In Boston, these pre-highway
signs were expanded to signs had never been replaced.
two bits of information:
the closest town and the next major city. In Boston, these pre-highway
signs had never been replaced. They continued to tell the driver noth-
ing about any of the other nearby towns he might reach if he chose this
exit from the rotary. By the 1970s, anyone driving to another major city
would not use these small roads with traffic lights and stop signs that
passed through each small town. Everyone used the high-speed inter-
state highways system. That entire system, which sliced up old neigh-
borhoods in cities such as Boston, had been created by Eisenhower to
assure the fluid movement of troops across the country. In this case,
the word “slice” was not a metaphor. When the Massachusetts Turnpike
was built, starting from Boston harbor and stretching west, the city
planners dug a canyon that divided the city. This central city was bifur-
cated by a chasm into northern and southern segments.
Chapter 1 29
Listen to the Code Talkers

Ambitious cab drivers filled their day by taking fares from the radio.
Each cab had a two-way radio tuned to the frequency used by the fleet.
From the office, a voice would announce “I need a car at 14 Tremont
going to Cambridge, who’s near Tremont?” and drivers who knew what
they were doing would grab their mike, press the button and announce
“Number 12 for 14 Tremont”, at which point the voice would say “Okay,
Mike, you got it. Who’s on Beacon Hill? Two fares going to Broadway
in Somerville.” I just listened. I wasn’t sure how to get to 14 Tremont
anyway. On the rare occasions when I recognized an address, I wasn’t
fast enough. Mike or Sam or Billy got the fare before I could press the
button. The efficiency of the system was too much for me.
This was my initiation into the world of code talkers. The two-way
radio is a narrow channel of communication, with minimum space
for output and feedback. The radio operator was receiving phone calls
and translating them into the smallest possible verbal message. The
listener was required to take these compressed verbal bits and rapidly
expand them into a calculation of where he was, how long it would take
him to get from here to the fare, and add a judgment as to how long it
would take to get another
fare when he dropped them It was many years before I learned
off. Mike and Sam and that code talking is a basic feature
Billy could do this in a few of person-to-person communication
seconds. and human-computer interaction.
It was many years before I learned that code talking is a basic feature
of person-to-person communication and human-computer interac-
tion. It is a method for compressing two critical elements of sending
and receiving a signal: length and meaning. This is how pilots talk to air
traffic controllers and how CB radio operators converse. A third critical
element is a protocol—the expected sequence in which codes are ex-
changed. The cab driver listens for a request, the radio operator makes
a request, the cab driver responds, the radio operator acknowledges
Chapter 1 30
the response and the transaction is completed. UUCP (Unix to Unix

Communication Protocol) and FTP (File Transfer Protocol), two early
methods for moving data between computers, are basically the same
thing as a radio operator calling cabs to pick up a fare. One machine
sends another machine a request to open a channel. If the other ma-
chine responds with the correct acknowledgement, the first machine
continues, until the finale: end of file sent (EOF) and end of file received
(EOF ACK). It is the perfect system—fast, efficient, unambiguous—
when the mental models of the sender and receiver match; both sides
understand the same code and the same protocol.
If you aren’t familiar with the protocol, you don’t know how to respond.
And if you don’t understand the code, you don’t get the message. I also
wasn’t motivated to learn. By the second week, I just turned the radio
off.
Listen to Your Fare

I didn’t talk much, but I listened. I only drove during daylight hours.
It was better money to drive at night, but I had a hard enough time
recognizing the buildings and the streets during the day. For personal
comfort, I found a few taxi stands where I was likely to pick up a fare
that knew where he or she was going. I waited in front of large depart-
ment stores—people going home from a day of shopping usually know
how to get home. The first move of the morning often determined the
rest of the shift. If I picked up a person arriving at the train station, I
often found myself waiting at the taxi pool of the airport. I read books.
I read the essays in Silence by John Cage while waiting in the taxi pool at
Logan Airport. Cage, the American composer who introduced random
sound (noise) and chance into contemporary music, wrote “If this word
music is sacred and reserved for eighteenth- and nineteenth-century
instruments, we can substitute a more meaningful term: organization
of sound.” I was driving around in a sea of noise and it seemed to have
little or no continuity. I needed to find a way to organize it.
Chapter 1 31
I learned my way around by looking for the pattern. Patterns of infor-

mation tell us where we are, where we are going, and where we should
not go. I learned where to go and where not to go from my own experi-
ence. Not being from Boston, my mind was relatively empty on the top-
ic of local racial stereotypes and tribal agreements. As a cab driver, I saw
parts of the city that I never saw again when I returned to live there for
over a decade. When a person got into my cab, I took them where they
wanted to go. I didn’t know
that I wasn’t supposed to accept Patterns of information tell us
a fare going to the Columbia where we are, where we are going,
Point Housing Project, a high- and where we should not go.
crime area that other drivers
categorically avoided. One day when an African-American woman got
into my cab and told me to take her there, I followed her directions.
When I dropped her off, I looked around and tried to figure out how to
get back to familiar territory. There, rising above the top of the build-
ings in the distance, was the Prudential Center, the tallest building in
the city. I was able to keep this landmark in sight through the wind-
shield as I found my way back to the Hub. When I read Romedi Passini’s
Wayfinding in Architecture many years later, I already knew what he was
talking about.
Being honest about my lack of knowledge did not get me good tips, but
it got me good advice. Once I had told my fare that I didn’t know how
to get to where he wanted to go, he often taught me his favorite short-
cut home. My passengers shared their knowledge about which avenues
to avoid at certain times of day and how to follow service roads along-
side a crowded highway. Boston has a rich tradition of traffic conges-
tion. In those years, it still had many uncontrolled intersections where
traffic from several roads simply converged at entrances to highways,
bridges and tunnels. I listened to my fare’s advice and learned how to
find a little-known crossing of the same river, or a rarely used entrance
to the same highway.
Chapter 1 32
I read Steps Toward an Ecology of the Mind by Gregory Bateson while

waiting for fares in front of Filene’s Department Store. From Bateson,
I learned about cybernetics, feedback loops and the biological defini-
tion of information: a difference that makes a difference. The city was
made up of different kinds of roads, different kinds of intersections,
different kinds of neighborhoods. The Boston traffic network was my
first experience of systems theory. On the street, this was not an ab-
straction. The network itself was the subject. It was a complex, multi-
dimensional man-machine
interface. The machine was From Bateson, I learned about
the combination of the car cybernetics, feedback loops and the
which varied from day to day, biological definition of information:
sometimes with poor brakes, a difference that makes a difference.
leaking windows, and a hole
in the floor; the roads with potholes, blind intersections, turning lanes,
and double-parked cars; the traffic that depending on the time of day,
a baseball game at Fenway Park, and the ever-changing weather. The
state of the network was set in motion when someone tapped on my
window or opened my door to announce where I was going next.
By the time I turned in my last cab, I had learned a small but fundamen-
tal lesson. I had learned how to find my way around a complex network.
I had learned how to observe and internalize patterns, how to build
overviews and routes in my head from previous experience. Six months
later, I returned to Boston and lived there for another decade. By the
time I left, my mind was a rich database of routes from one part of the
network to another. I could anticipate traffic patterns when a Harvard
football game and freezing rain at five o’clock in November meant
to avoid Route 2 and Storrow Drive when driving from Arlington to
Watertown. I could tell the cab driver how to get me from Medford to
Logan Airport at six o’clock on Friday without getting stuck in traffic, by
navigating the back roads of Chelsea.
Chapter 1 33
The day I left to take a job at a computer research institute at Brown

University in Providence, Rhode Island, I was very upset. I remember
thinking: all this special knowledge gone to waste! My brain was full of
information I would never use again.
It was another decade before I realized that nothing had been wasted.
I came to understand that I had learned wayfinding and navigation
systems. My experience in listening to my passengers taught me hu-
mility and empathy. The people moving through the network were
the most important source of knowledge. Getting lost taught me that
I could understand a system I didn’t know by using it. Understanding
was a matter of seeing the patterns in the information. Seeing the pat-
terns requires a fresh and open mind, listening to the users and exam-
ining the data. In 1995, Richard Saul Wurman asked Krzysztof Lenk
for a contribution to his new book. Kris and I had been collaborating
for five years at that point, creating overview diagrams. It was our way
of simplifying information, drawing our clients away from their fixa-
tion on the microcosm of specific features and banners and buttons, to
make them see the larger system. We wanted them to see where all the
electronic neighborhoods connect and the user passes from one district
to another, accomplishing a task. Wurman called his book “Information
Architects”. It was at that point that I understood. I had received my
training in information architecture driving a taxi in Boston.
Chapter 1 34
About the Author

Paul Kahn is a leading international consultant, speaker and author on
information architecture and visualization. His activities in the United
States included director of the Institute for Research in Information
and Scholarship (IRIS) at Brown University, co-founder and president
of Dynamic Diagrams and adjunct professor at the Rhode Island School
of Design. He is managing director of Kahn+Associates in Paris, France
and teaches in several Mastère Multimédia programs in France and
Finland. Since 2005 he has been editor of the annual NEW Magazine,
International Visual and Verbal Communication (www.new-mag.com).
Paul Kahn is co-author (with Krzysztof Lenk) of the book Mapping

Websites (Rotovision).
Web: www.kahnplus.com
Twitter: pauldavidkahn
Facebook: Paul Kahn
Chapter 1 35
Jason Hobbs
Founder Human Experience Design
Johannesburg, South Africa
Sex, Drugs and UX
The truth is, that for the better or worse of my design, I’ve never read a
book about UX. Not in my thirteen years of practicing. I’ve started read-
ing many of the books, but I get a few chapters in and I start looking
elsewhere for the kind of fiction I prefer to spend my time reading. It’s
not that the UX books or their authors aren’t any good, it’s just that—
and how do I put this diplomatically—doing UX is about as much fun
as I can have sober, but reading about UX is duller than watching paint
dry.
I wonder then, is it not just a little hypocritical to expect you to read my

story about UX, when quite frankly, I wouldn’t be likely to do the same
myself. My plan is to try not to write about UX at all, but rather to tell
you sordid stories of sex, drugs and rock ’n’ roll, that will be much more
interesting and entertaining. It would be for me anyway, when I was
younger I wanted to write porn for a living …
The thinking behind this solution gains its inspiration from what my
brother remarked as he handed me Hunter S. Thompson’s Fear and
Loathing in Las Vegas. I was in my early twenties and, although some-
thing of a drinker, I was a clean-living kid in drug terms. My brother is
a fine artist and reading, fiction at least, is not big with him, so when he
handed me the book, I made sure to pay attention to what he said: “I
think for a full six months after reading this book, I couldn’t say no to
drugs.” And that was that, more evidence of a brilliant book an impres-
sionable young man could not ask for. The thing is, my brother’s six
months kind of became my next six years, but there’s no denying it, it is
one good book.
That isn’t quite the effect I’d like to create from you reading this story,
but in my early years of doing this kind of work, UX, I guess there was a
Chapter 1 38
Jason Hobbs Sex, Drugs and UX
Gonzo Journalist, a postcards-from-the-edge, a b-grade wannabe rock

star hoping to express himself through sitemaps. I actually was a b-
grade wannabe singer in a grunge band in the early nineties but some-
how that career path morphed into UX.
If I think of the hell I raised in the agencies I worked in, in retrospect,

I really wonder how I got away with it. All the mornings I came in late,
smelling of booze, the fool leading everyone off to the bar after work,
night after night, bar after bar, Johannesburg, Cape Town, London. I
guess something about agency culture lets you get away with this.
The delayed-response hangover arrives at about noon, just as you think

you’ve finally managed to avoid it all together. Actually, you were shoot-
ing gold tequila and smoking joints with your friends until three in the
morning, in the middle of a big project, at a pool bar trying to get into
the pants of the oh-so-cute new junior designer, and you’ll stay a bit
drunk and high until noon the next day, even if you managed to get
two hours sleep. When the delayed-response hangover does kick in, it
does so with a vengeance. Your monitor makes you nauseous, the air
conditioning closes in and constricts your breathing, you develop beads
of sweat below your hairline, your bones ache and your muscles feel
like jelly. And like a total and utter fool, I sincerely believed, every single
time this happened, that a toasted bacon, egg and cheese sandwich
would magically make it all better. I’d rise from my work station and
like a scarecrow in a strong wind stumble my way to the canteen, cor-
ner café, local greasy-spoon (depending on the agency, city or country)
past all the other people studiously working.
Be it the grease, time passing, or the nap in the toilet, I would finally
settle down in the late afternoon to get some work done. I look up from
my desk, my monitor and pad and there is total calm. Some eletronica
is flowing through me from headphones and as if by magic there are
pages and pages of hand drawn designs all around me: thumbnails
of interfaces, annotations, mini sitemaps explaining where the little
Chapter 1 39
drawings of interfaces sit in the structure, a line joining a box with an

idea for a navigation device, task-flow boxes and lists of the things I
imagine my users will want, con-
tent ideas, special offers, down- This is the magic of design and
load calls to action, accelerated creativity: the receding of things
paths to purchase. as you drift off, unaware of time
and notes and ideas and your
I breathe out, at peace. I feel as true Da Vincian genius.
though all this occurred in that
one breath, but three hours have passed. This is the magic of design
and creativity: the receding of things as you drift off, unaware of time,
temperature, or the movement of people around you, unaware almost
of page after page, of drawings and notes and ideas and your true Da
Vincian genius. Fantastic. LET’S GO DRINK!
At around eleven one morning (an hour before the delayed-response

hangover kicks in) my project manager taps me on the shoulder. I take
off my headphones (now playing: Underworld, album: Beaucoup Fish,
heard: 1572 times), swivel around to face her, and she asks if I’ve come
up with the five suggestions for names for the brand and CI intranet
we’re creating for a large local investment bank.
“Sure. Sure,” I say, “When’s the meeting?”
“At twelve,” She says.
“Here or at the client?” I ask.
“Here,” She says. She smirks, turns and walks away.
Fuck. I totally forgot. I wheel over to my graphic designer and beg her
for help. In order for you to appreciate what is humorous in this, you’ll
need to know, 1. That the bank’s primary colour in their brand and
corporate identity is green, 2. That in South Africa, marijuana is sold in
Chapter 1 40
clear plastic bags that seal at the top (the bags are acquired from banks
when coins or notes are provided at the teller) and that the street term
for weed purchased in these bags is a “banky” (like: “Score for me a
banky of Durban Poison hey China?”) and 3. We’d been smoking a lot of
marijuana out of these bankies until early that very morning.
An hour later, my graphic designer and I push a printed A4 page across

the large boardroom table towards our client with five name ideas on
it. Two of them are, “The Big Green Banky” and “Growing Green.” Lord
knows how but we weren’t fired and they went for “Growing Green”
and like a child whose secret hiding place for sweets never got discov-
ered all through childhood, so do we treasure our big green bankies …
and growing green.
Oh, and then there are the women, all the gorgeous, marvelous, smart,
creative, sexy girls who I’ve worked with, and tried to seduce, and failed
trying to do so. On only a handful of occasions have I succeeded and
once I even fell in love. Something special happens when you work in a
team over days, months and years. You share a lot and you show a lot,
your good ideas and your dismal ones. Then, all of a sudden, there’s
this thing happening. You find yourselves standing up for one another
against clients rejecting your designs, project managers berating you
for missing a deadline, or rallying troops to follow your shared sugges-
tion to go to a particular bar for Friday evening drinks. One thing leads
to another. Late nights working together become late nights drinking
together and the next thing you know you’re hiding behind the back of
a couch in the office ‘chill out space’ half naked at seven in the morning
because the managing director has come in early and you thought it
would be kinky to have sex at the office.
These are good times. These are times to cherish.
Then it all changed. One day I had the smart idea to put some of the
wireframes I’d designed in front of some of the people at work (the
Chapter 1 41
secretary, the tea person … ). I’d read about this in an article about guer-
rilla usability testing and I thought I’d give it a try. I discovered that a
different kind of creative magic occurs when you expose your designs
to users. You start to see yourself in the design; you start to see yourself
from above, from the outside.
Unknown to me then, I think I discovered that a different kind of
something fundamental shift- creative magic occurs when you
ed in me, both as a designer expose your designs to users. You
and as a person by doing this. start to see yourself in the design;
All the late nights and women you start to see yourself from
and drinks and parties and
above, from the outside.
drugs and havoc wreaking
very slowly, almost imperceptibly, started to become a little less impor-
tant. In considering users and other people a little more, I found myself
thinking beyond myself and with it the slow death of my bohemian-
artist persona.
Since then, I have become progressively more boring in my personal

life. It did, however, take another four odd years of bohemian agency
misbehaving for me to cut it out all together. So it was a slippery slope,
but one I clung to with all my strength for as long as I possibly could.
When I now lecture students on UX design, I try to share with them

something of a paradox I see in user-centered design. I try to stress a
kind of tension between the designer’s ego and the removed, distanced
input we receive from users during testing, for instance. The thing
is, your users will never design a gob-smackingly-brilliant-interface-
driven-experience. They may notice something, pull a face, make an
observation or point out the obvious, which will begin a chain reac-
tion of insights, ideas, new models, new navigation, new behaviour or
structure that you realize and ultimately become the gob-smackingly-
brilliant-interface-driven-experience. But hear me now: it’s you doing
the designing, not the user.
Chapter 1 42
So long live Hunter S. Thompson. Long live the Gonzo Journalist. Long
live the b-grade wannabe rock ’n’ roll star creeping into your design.
The designer’s ego matters. Loving your design, fighting for it, staying
up late, night after night for it, trying to improve project after proj-
ect for it matters. I sincerely believe that without this ego, you won’t
amount to much of a designer. But then you wont getting trashed every
night either, however it’s a fun excuse for a life stage while you busy
yourself stumbling through the series of realizations that users matter,
research matters, process matters, good client service matters, project
management matters, other people matter, so you’ve got to respect it
all.
Chapter 1 43
About the Author

Jason Hobbs runs jh-01 / Human Experience Design, a design consul-
tancy in Johannesburg, South Africa. Over the past 13 years his work
in user experience design has spanned commercial, non-profit, arts
and culture and civic projects. He frequently presents at international
conferences, is a published author on UX design, mentors, lectures and
actively works to grow the local community of practice in South Africa
through the SA UX Forum.
Jason is an Affiliated Researcher at the University of Johannesburg’s

Research Centre Visual Identities in Art and Design.
Web: www.jh-01.com
Facebook: Jason Hobbs
Chapter 1 44
Marianne Sweeny
Information Design Expert
Seattle, USA
All Who Wander
Are Not Lost
I’m pretty sure that Jerry Garcia was not talking about career devel-
opment when he came up with the line that is the title of this story.
However, it describes my career in information architecture, how I got
here and why I am so passionate about search. Information is so vast
and takes on so many forms; it defies singular description or contain-
ment. Some find it directly. Others take a more circuitous route as they
deviate from their original quest to pursue more interesting paths. One
path leads to instant gratification and the other can lead to sequential
illumination. It is this ephemeral side of information that seduced me.
I now see that I was an information architect long before the term
existed. I was always arranging things, from stuffed animals to comic
books. When I was younger, I wanted to be a traditional architect. I was
crushed to find out that this career choice involved a lot of mathemat-
ics, not my core competency. In fact, I freely admit to being math pho-
bic to this day.
So, I said goodbye to designing buildings and hello to Hollywood.

That’s right: I went from architecture to a brief stop at academic ad-
ministration before ending up at the movies for 16 years. This was not
as much of a stretch as you might think. Movies are constructs just like
buildings and made up of components that represent a unified whole.
There is an artistic element that is bounded by a framework. People “ex-
perience” movies and consume and incorporate them, just like informa-
tion. Movies are collaborative, at least the good ones are.
Chapter 1 46
Marianne Sweeny All Who Wander Are Not Lost
Hollywood
I started my movie career with a one-year fellowship at the American
Film Institute (AFI). The time was the late 1970s and films could not get
much better. “Annie Hall,” “Star Wars,” “Apocalypse Now” and “Raging
Bull” were setting the tone. The movie-goer’s—the “user’s”—taste had
changed and so must the process of finding and making movies. Out
went the Old Guard and in came a much younger executive staff at the
studios, fresh from war-ending protests at Ivy League universities to
studio properties where excess was so pervasive it was the rule instead
of the exception.
At AFI, I studied with other professionals hoping to get further into the
film business. Unfortunately, that is not what AFI was about. Their pur-
pose was to educate through a conservatory model and finding work
after the fellowship was not part of the curriculum. Getting the first
job is always the hardest, and in Hollywood, it actually relied on luck
and a flexible moral framework more than intellect or preparedness.
Somehow, I was able to put the right combination together and secure
a position as the assistant to a television producer.
My career began in earnest when a friend at AFI photocopied the

Director’s address book for me. The Director was a very well established
film industry executive and he had the home addresses of everyone who
was anyone in Hollywood. This enabled me to bypass the administra-
tive watchdogs at the office and send my plaintive inquiries directly
to the highly influential individual’s home address. I landed the job of
Paula Weinstein’s assistant while she served as the first woman presi-
dent of a major motion picture studio, United Artists. I had the best
seat possible to observe how big studio movies were made. During
Paula’s tenure, United Artists started or released “Yentl,” “Swing Shift,”
“Poltergeist,” “Rocky III” and some others that do not bear mentioning.
I finished my career as the Vice President of Development for Renfield,
the production company formed by Joe Dante and Mike Finnell
(“Gremlins,” “The Howling”).
Chapter 1 47
The core function of my job was to find material to make into movies,
and involved two critical activities, reading and eating out. I proved
to be accomplished at both. I would read everything I could get my
hands on: scripts, books (old,
new and yet-to-be published), The core function of my job was to
magazines, newspaper articles, find material to make into movies,
comic books, trading cards, and involved two critical activities,
and other movies, anything reading and eating out. I proved to
that could inspire a movie. I be accomplished at both.
also ate out a lot, breakfast,
lunch and dinner meetings with agents, writers, executives and other
producers. I would also have writers come in to tell me stories (also
known as pitches) in the hopes of getting paid to write them.
Storytelling is a form of information transfer. Stories have a message

that is essential to convey, a presentation that makes them appealing,
a structure that makes sense to the listener. In my specific role, I had
to “discover” information (stories or scripts) and then repurpose them
with structure (three acts for theater releases and five acts for television)
according to best practices of dramatic construction (crisis, conflict and
denouement). I was working with the writers to build the framework of
a film so that the director, crew and actors could make this framework
come to life on the screen.
We all practice a form of personal information architecture from our

bookshelves, computer hard drives and work spaces. Everything has a
place that makes sense to us and where we can find it time and again.
For me, one can claim the profession of information architecture when
one is able to apply this ability to organize personal information in a
way that makes sense to a large user base. I developed movies that made
sense to me and to a large segment of “users” who want to go to the
movies. It was not until I found information architecture many years
later that I realized I had been practicing it in Hollywood and just did
not know it by that name.
Chapter 1 48
All good things must come to an end and sometimes not-so-good

things too. My time in the movie land dream factory ended in 1993
when I relocated to the Pacific Northwest to work on something more
tangible and meaningful. My first stop was as the creative director for
business products at a commercial film agency in Seattle. The idea was
to produce an instructional media package on job loss for companies
experiencing downsizing. This package included a workbook and a
30-minute documentary-style film on the methods of coping with grief
and loss.
Again, I applied information architecture to this task. I gathered in-

formation on the various stages of grief and applied additional infor-
mation on practical methods to get through unemployment to find
another job. The project went so far over budget due to directorial
insanity that the entire company was laid off, and try as I might, I could
not find a position in Seattle where the core job skills were eating out,
talking on the phone and reading. The technology sector was hiring
Hollywood expats to work on CD-ROM role-playing games. This was
familiar and seemed like something I could do. There was one minor
problem; I did not know anything about technology. Up to this point,
my experience with computers was limited to a love-hate relationship
with DOS.
Introduction to Software
The Software Product Management certificate program at the
University of Washington came to my rescue. I am eternally grateful
to my fellow students, who patiently helped me through the course of
studies. As bad luck would have it, by the time I finished the program,
the gaming industry caught wise to the hazards of hiring Hollywood
veterans for story development, and that was no longer a viable career
option. While I had broken my addiction to eating out, I still had to eat.
A temporary job with MediaPassage, a media software startup,

turned to full-time, and I ended up with a practical application of the
Chapter 1 49
certificate I had just earned. The product was advertising software that
ran on top of Excel and allowed users to estimate how much a news-
paper print campaign would cost. I started out as a gopher that did
everything. As the company grew, I migrated into data integrity and
became responsible for collecting the data that populated the program.
I learned a lot about software development, database construction and
operation, sales, customer support and the Web.
In 1997, the Web was just starting down the tortuous path of com-
mercialism. SEO was in its infancy, with lots of trickster methods that
refuse to die to this day. AltaVista, from Digital Equipment Company,
ruled the search world, with Northern Lights and Copernicus right
behind. Jim Allchin won the war of attention at Microsoft and hobbled
the company with box software in the infancy of the game-changing
Web. It was at this time that I stumbled on the early concepts of struc-
turing information, with the discovery of Richard Saul Wurman’s book
Information Architects. I was sold on the idea that I could build things
and not be good at math. I scoured the Web and read everything on in-
formation architecture that I could find.
I left MediaPassage when it became apparent that the 25-year-old from

Florida State University would be managing the website instead of the
40 year old from Hollywood with a deep fascination with the exotic
field of IA. I hung out my IA shingle and found some early converts to
the concept of structuring information for discovery. My first job was
for a local telecommunications company that was promoting a new
telecommuting service offering. They had a very large pile of supportive
articles and research that they wanted to convert to a more consum-
able and searchable form for the sales force. I transferred the articles
to an Excel spreadsheet, created a taxonomy that the sales force would
understand, and then tagged and categorized the content. If someone
needed a citation on the ROI of telecommuting, they could go to this
resource and find a number of quotes and article citations. This was the
first time I felt like a real information architect.
Chapter 1 50
I also got a crash course in the economics of consulting. You work.

You send invoice. You wait. You send second invoice and wait more.
Lesson learned in six short months, and I took up a contract position
at Microsoft. If you have a broad imagination, my role as a Content
Coordinator had some components of information architecture. At
least it was a steady paycheck and working on the Web.
Inside the Borg

In all my professional life to this point, I have not worked with a strang-
er cast of characters. The team was made up largely of contractors at
a peer level. There were tyrannical propeller-heads and an office mate
who spent most of her time day trading tens of thousands of dollars in
tech stocks. The manager was too absorbed in planning exotic vaca-
tions to get involved. I called them Team Titanic. A friend once told me
that I was very good at “leaving the circus when only the clowns were
left.” It seemed this was the case at Team Titanic, and I made my way to
the lifeboats after six months.
The agency representative swore that the new team was different, and
indeed they were. My job title was Web Producer. The hiring manager
was most interested in my IA background and wanted someone who
would bring best practices in to the multiple redesigns of the Microsoft
Servers and Tools product websites. She concluded that I would be a
good fit for the job after my on-the-spot navigation redesign ideas for
one of her sites. In the Workforce 2000 initiative, I accepted a full-
time position with the team. I decided to deepen my knowledge of IA
through study as well as practice. I attended my first IA/Design con-
ference, the Landscape of Design, put on by the now defunct Chicago
Institute of Design, in 2002. Marc Rettig gave an inspiring talk on infor-
mation architecture.
The good times did not survive the first of frequent team reorgani-
zations. The last one brought in senior management whose idea of
information architecture was one-for-all-and-all-for-one navigation
Chapter 1 51
across all of the product sites regardless of functionality or user-base.

A personality conflict with the new Director of the group signaled the
end of my career with the team. An interim manager encouraged me to
apply to the Master of Library and Information Science program at the
University of Washington. He believed that this would make me more
marketable to other teams at Microsoft. Unfortunately, the Director of
my group made it clear that no search team would have use for some-
one with a “library degree,” and did everything in his power to make
that opinion a reality. So, the only direction my career as an IA special-
izing in search could take would be outside of Microsoft.
At one of the IA Summits, Jesse James Garrett asked in his presenta-

tion: “How would it feel to have a brand worse than Microsoft?” to
which I answered (a bit too loudly), “Nice.” While Microsoft receives a
lot of criticism, I found the IA “street cred” solid. It just needed some
evangelization. With a colleague, I started the Microsoft Information
Architects, an online community, to discuss IA that grew to 300 cross-
discipline members worldwide. In 2007, Microsoft started sending pre-
sentations to the IA conferences.
Agency Life
I left Microsoft to go to work as an IA at Ascentium, a technology agen-
cy based in the Pacific Northwest. Ascentium was building out a digital
marketing division and was in need of IAs to design the websites. This
was the first time I held a job with the title of IA. In my interviews, I
mentioned my specialization in search.
In an agency, you are expected to contribute to the profitability by “pay-

ing for yourself” through billable hours. It is not an environment to be
seen being idle. So, while waiting for IA work, I started building a search
practice that included search engine optimization, paid-search and en-
terprise search configuration. All of my time and attention was soon de-
voted to search, as clients began specially calling it out as a deliverable.
Chapter 1 52
I have always seen search as inextricably tied to information architec-

ture. User behavior towards information directly impacts how they find
it and what they use to find it. Common sense would dictate that the
user experience should drive
the development of search I have always seen search as
systems that would result in inextricably tied to information
perfect search. At the 2006 architecture. User behavior towards
IA Summit, I represented information directly impacts how
Microsoft with a poster ses- they find it and what they use
sion on Next Generation
to find it.
Search. The goal was to vi-
sualize how search engines progressed from simple pattern-matching
mechanisms to context-sensitive mediators, or as Larry Page, co-found-
er of Google, describes them, “reference librarians with a complete mas-
tery of the entire corpus of human knowledge.”
Evolution of Search
My thinking coalesced further at the 2007 IA Summit, with a presenta-
tion that directly tied IA and search engine optimization (SEO) togeth-
er. Search engines respond positively to structure. By creating a core
foundation of metadata to describe the goods or services, and structur-
ing the site, content and linking structures to support this core meta-
data, the search engines are more likely to perceive the site as being
highly relevant to searches on core metadata and related concepts. My
presentation was a “call to action” for information architects to design
sites that were available to search technology as well as users.
Search and IA
In the movies, things are easily found online. The users actually use the
Web site’s navigation, and search engines work great in the movies. Not
so in the real world. In the real world, users visit a myriad of websites in
any given day. In 1997, there were 200 million Web pages. By 2005, this
had grown to 11.5 billion. In 2009, Google claimed to have discovered
Chapter 1 53
1 trillion Web pages and to have over 126 billion of them in the Google
index.
This information explosion takes the navigation that was so painfully

crafted out of the scope of the user’s attention, because they are focused
on the center of the page before they drift to the site search box or pogo
back to the search engine results
and click the link to the next likely Users visit so many sites that
candidate. Mark Hurst refers to this they do not have the cognitive
as the Page Paradigm1 and George bandwidth to figure out each
Furnes refers to it as Effective View navigation schema.
Navigation2. Users visit so many
sites that they do not have the cognitive bandwidth to figure out each
navigation schema. They want to find what they are looking for and
move on. It is no wonder that search has become the dominant way-
finding method.
The engineers have done their best, with dramatic advancements in

relevance algorithms that focus on page topic and quality, and reward
computation over mediation.
Topic-Sensitive PageRank is context-sensitive relevance ranking based

on a set of “vectors” and not just incoming links. It is a “birds of a feath-
er flock together” pre-query calculation based on the context of terms
used in the document, in the history of queries, and in the behavior
of the user submitting the query, which is reported to use the Open
Directory for a loose ontology.
HITS (hyperlink-induced topic search), developed by Jon Kleinberg at

Cornell, is a link-based algorithm that reveals the emergence of “au-
thority” resources on a particular topic, and affords more weight to
1. http://www.goodexperience.com/2004/02/the-page-paradigm.php
2. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.83.8242&re
p=rep1&type=pdf
Chapter 1 54
links from authority resources. Hubs are navigation pages that focus on
authority pages for a certain topic.
So, game over as IA loses, search wins and we should all become inter-
action and experience designers? Not so fast. There is still time for us to
claim our place at the search table, and rightfully so. As IAs, we repre-
sent the human experience in search. Instead of the tireless discussions
on what IA is, or who is better, IA or UX, we should become a partner
in developing more user-centric search technology. The pointy-heads
need to join forces with the propeller-heads in building search systems
that facilitate a better understanding of the spatial relationships of in-
formation spaces3. It is time for us to reclaim our place at the informa-
tion-seeking table, and our approach should be strategic.
Structure can be an aphrodisiac. Search engines like structure and per-

ceive it as a human indication of relevance. If something stored in the
garage attic is less important than something stored over the coffee ma-
chine in the kitchen, then a page buried deep in the site structure must
be less important than something closer to the home page. Right? Well,
that’s how the search engine sees it. So, use distance in the structure
to reinforce context and relationship. Extend the structure to the page
itself. Search engines read pages like we read newspapers. They reward
the content at the top of the page with more weight. Does the big Flash
or Silverlight application really have to be there? Then annotate the
darn thing with meaningful text.
Use navigation to build relational content models that play to the topic-
sensitive page ranking. Develop link components that encourage the
user to explore related concepts or break off to explore new directions.
Relational content modeling focuses on what the user may want to see
next, not what the business unit may want them to see next.
3. Digital Ground: Architecture, Pervasive Computing, and

Environmental Knowing by Malcolm McCollough
Chapter 1 55
Links are valued as human-mediated relationships. Break free from the

site or enterprise organizational constraints to produce views around
a specific topic. Create a link-based relationship model of relevance by
designating authority resources on your sites as well as hub pages. Use
your authority or high-ranking pages to transport users to related areas
of the site. Search engines now reward off-site links as much as those
that point to the site. So, freely send users to useful authority resources
outside of the domain. They will come back because all who wander are
not lost. This thoughtful approach to relationship building is rewarded
with higher placement in the search engine results.
The fold is dead. Even Jakob Nielsen said so4. So, let us bury the mini-
mal content structures that have been the order of the day so that all
of the messaging could be viewed above the now dead fold (an ironic
carry over from the truly dead, in the case of newspapers, or dying, in
the case of book publishing). It is true that humans do not like to read
from a computer screen for long periods of time. However, humans are
crafty and have developed coping mechanisms for this, such as: scroll-
ing, printing out pages, bookmarking the page, emailing the URL to
themselves, etc.
Search engines DO read (in a manner of speaking) and use the loca-
tion of text on the page as a core element in relevance calculation. For
search engines, real estate “above the fold” does have some meaning,
based on human behavior as seen in the Newspaper Model. Content
components found in the upper quadrants are weighted more for rel-
evance than those placed at the bottom of the page. Design page struc-
tures in such a way that the most important content is elevated to the
top of the page and supported by additional content made available to
user and search engine.
Search engines do not have eyes, ears or opposable thumbs. So, all of
the stunning Flash or Silverlight applications, sound accompaniments,
4. http://www.boxesandarrows.com/view/blasting-the-myth-of
Chapter 1 56
buttons and such are not visible to the search engines that users will
employ to find them. As guardians of the experience for all users, I
believe that it is our responsibility to ensure that what we design is
accessible to all, including the search engines that we use to find in-
formation. To accomplish this for rich media, it is critical to present
annotative text for the search engines to use in indexing the content.
As for videos; the search engines are now using speech to text transfer
technologies as well as on the page annotation to find videos that are
relevant to the search terms. So, if you don’t want a machine to “figure
out what is being said,” design a page structure that allows for either a
thumbnail synopsis or publish a video sitemap.xml configuration file so
that a human editor can contribute to the search engine’s calculation of
meaning and relevance.
The major search engine companies employ many interaction designers

to make sure that the picture around the plain white box has the right
detail, that the buttons are still correctly labeled or that the single col-
umn of results looks like the other engine’s single column of results but
in a different way. The Interaction Design Association listserv discus-
sion on Doug Bowman’s departure from Google5 is a fascinating treatise
on designers and engineers working together.
Until information architects get a place at the search engine design

table, we must work from the outside. We should pay as much atten-
tion to how our users find our site as to how they find their way around
our site, often using a site search engine that works the same way as the
one that brought them to the site in the first place. We should design
site and page structures that leverage the technology for the good of
our users.
Search is a fundamental part of information architecture because we

build our sites to be used and discovery is essential for use. Search
optimization, whether for general Web search engines, public-facing
5. http://www.ixda.org/discuss.php?post=40237
Chapter 1 57
site search or intranet search, is a core component of wayfinding. The

methodologies presented here work across all forms of search, tacitly
through participation in the design of search systems, and explicitly by
creating revealing site and page structures with contextually-related
pathways through our sites.
Until we are able to claim a place at the system design table or Larry
Page’s vision of “perfect search” comes to pass, that will have to do. I
have more confidence in the former than in the latter because I believe
that IAs think better than machines.
Chapter 1 58
About the Author

Marianne Sweeny is a recognized expert in the information design field
and a member of Ambient Insight’s Advisory Board. Formerly with
Microsoft Corporation from 1999 to 2006, Marianne pioneered devel-
opment and implementation of numerous search optimization and
information architecture improvements on www.microsoft.com, one of
the largest and most complex Web sites in the world. In 2002, her work
was recognized with the Divisional Vision Award.
An accomplished presenter and leader, Marianne has shared her knowl-

edge of information systems at the American Society of Information
Science and Technology, Puget Sound SIGCHI, and numerous
seminars. She is also an active member of Information Architecture
Institute, Content Management Professionals, and Women in Digital
Journalism. During her employment at Microsoft, Marianne started
Microsoft Information Architects, a cross-discipline, global community
of practice with over 300 members.
In L.A., from 1980 to 1993, Marianne acquired and developed content

for feature film and television projects for Paramount Pictures, Warner
Brothers, Universal Pictures, and Walt Disney Productions. She cre-
ated script analysis and production suitability reports, and supervised
a studio story department with a staff of 14. In 1979, Marianne was a
Producing Fellow at the American Film Institute.
Marianne Sweeny lives in the Greater Seattle Area.
Chapter 1 59
Thomas Memmel
Business Unit Manager
Zuerich, Switzerland
Watchmakers
Since 1876, all the sons of the Memmel family have become watchmak-
ers, goldsmiths or dispensing opticians. From an early age, I was raised
to be a successor in our family business. However, I am all fingers and
thumbs as regards a skilled trade. Of course, I tried to make up for my
lack of talent at craftsmanship. As a teenager, for example, I spent the
Easter holidays in an internship as a fitter and welder in a ball bearing
factory. It was very exciting and informative; however, I did not turn
into a talented fine motor skills person. I think it became clear about
then that I would not become a master watchmaker.
As a twelve year old, I already thought that my Commodore 64 was way

more exciting than welded joints and tools. I was already enthusiastic
about microprocessors as a three year old. My parents tried in vain to
get me rid of my pacifier and my cuddly blanket. Their tricks didn’t
work until my Mum offered me a calculator as a bribe. She had set the
course for the rest of my life.
About 25 years later, I left the University of Constance with a PhD in

usability computer science. I was the first graduate in this field and the
press reported in 2009 about my three-cycle Bologna Process academic
career in Constance. I never lost sight, however, of more than 100 years
of family tradition. Despite studying computer science instead of taking
the examination for the master craftsman certificate, I was able to com-
bine the arts of watchmaking and goldsmithing with the modern age.
Today, I work as a usability engineering consultant in Switzerland and
have been selling watches and jewellery over the Internet throughout
the world for 10 years.
Chapter 1 62
Thomas Memmel Watchmakers
This is my very personal user experience as a student of human-com-

puter interaction, and as an executable prototype of a new generation
of my family.
Schweinfurt
Just before the turn of the millennium, the boom of the new economy
had also reached my Bavarian hometown of Schweinfurt. Meanwhile,
I had moved into my first apartment and was doing community ser-
vice (the alternative to compulsory military service) in a nursing home.
Helping people dressed in white scrubs left many formative impres-
sions. At the time, I didn’t know that I would later be helping people
interact with computers. Similarly, little did I know that sometimes it
would feel like being a plastic surgeon, merely in a different industry.
If I hadn’t already have been enthusiastic about computer science, I

would have been the moment I plugged in my first 56k modem in my
apartment, and my Apple PowerMac dialled into the endless spaces of
the World Wide Web. Shortly afterwards, we invited my parents over
to surf on the internet and philosophized about the idea of provid-
ing information about or even selling watches and jewellery over the
Internet. The interactive experience of the Internet on this occasion
was beneficial to their openness in regard to this medium later on.
A few months later, after working double shifts, I had saved enough for
an online shop. After I finished working at the nursing home, I moved
on to our family business. I sat in the watchmaker’s workshop where I
had installed a PC workstation, only I set up an online shop instead of
repairing watches. In retrospect, this spatial synergy of tradition and
the modern age set the stage for the future of our business.
At the beginning of the online project, I also had the support of a small
agency. However, I quickly started to develop more and more of my
own ideas, which would have been too expensive to implement by a
third party. Thus, I started with web programming, five years after
Chapter 1 63
writing my first lines of code on the C64 in BASIC. I collected and im-
plemented requirements from the sales people in the shop. I researched
the information that was relevant for a customer before buying and
tried to reproduce these criteria on the Internet. Without me noticing,
a solid IT value chain was established, and I learned more and more
about the exciting watch and jewellery industry.
Shortly after the opening of our online shop in June 1999, I sold my first
watch over the Internet. It was a radio clock by Junghans and was the
beginning of an entrepreneurial change that would gain momentum
from year to year. Selling this first watch over the Internet also marked
a change in my life. Hardly a day would pass without me programming,
configuring and optimizing the shop. The customer was king in the on-
line shop, and for a few years I was the troublemaker in a still very con-
servative industry that was not yet ready for online business.
Still, during the same year, we were reviewed by a trade journal and
compared with other shops; emphasis was placed on ease of use and
the site’s navigation. Ah! More than anything, ease of use at this time
meant foolproof to me. For example, the pictorial user guides that I was
writing for my father needed to be foolproof, in order for him to be able
to use his DVD player. “Press the button at the top right of the device
to turn it on. Insert an empty DVD. Switch the TV to the AV channel.
When the DVD player is turned on, you will now see a blue screen with
the logo of the manufacturer.” Most of my user guides were several
pages long, even when I was just describing simple tasks. In compari-
son, the manufacturer’s user guide was like shorthand and in no way
sufficient to explain how to use a DVD player to the aging fathers of
this world.
Today, I know that my family’s requirements formed my desire for user-

oriented description and action. Even in my present professional life, I
write a user guide every now and then. At some point, everything seems
to come full circle.
Chapter 1 64
At the end of the 1999, it was time to begin my studies. In October

1999, I enrolled at the University of Constance at Lake Constance in
Germany for the new Information Engineering Bachelor and Master
Degree programme. In advanced human-computer interaction studies,
customers and users took centre stage. The graduates would mediate
between business and IT and develop customer-oriented software. That
fitted very well with my previous experience and so I packed my belong-
ings for the move from Schweinfurt to Constance.
The Usability Drummer

In Constance, I quickly learned that website development constitutes
only a small part of computer science. From that point on, I agonized
through basic lectures such as theoretical computer science, maths for
computer scientists and some other topics for which I couldn’t build a
mental model for a long time. However, I really enjoyed Java program-
ming. After all, learning object-oriented programming is very useful as
an introduction to many languages, including JavaScript, Action Script
and PHP.
Whatever I learned at university, I could immediately use to improve

the watch and jewellery online shop. I think my first Adobe Flash movie
was an animated clock for the start page. Later on, I developed or
adapted several other animations in Flash, such as product slide shows.
The work on my own shop system was also groundbreaking for me with
regard to return on investment of usability engineering methods. Many
activities for improving interactive behaviour, the navigation or product
descriptions were directly reflected in the success of the business. Thus
usability was double the fun and the outlook for financing my studies
were good. Thanks to the income of the online shop, I was also able to
assemble a very valuable library of technical literature that has proven
to be useful to date.
I was happy that I was already able to engage in user and customer-ori-
ented work outside of university. We didn’t cover the user of software
Chapter 1 65
until the end of basic studies. The top priority was development. Back
then, sarcastic people argued that this would be exactly the same in
many projects to come.
When we finally started learning about usability, we were really excited.

The human-computer interaction professor was a tall, charismatic
man who knew how to inspire his
audience. He always convinced He also showed me that as a
his listeners with his astounding usability expert, one should not
knowledge and thus dictated the be a spectator but should strive
rhythm of technical discussions. to play in the band.
In my opinion, he is the usability
drummer of Baden-Württemberg. He also showed me that as a usability
expert, one should not be a spectator but should strive to play in the
band.
Despite the significance of usability today, often it only gets a backstage

pass. It’s not up there with an instrument on stage, where the hits are
performed. Usability engineers are often the roadies rather than the
stars, ensuring that at least the visual customer experience is correct.
In my two years of advanced studies, I finally attended my first usability

seminar, during which I was occupied with the design of embedded sys-
tems. This topic led me to Munich in 2001.
The Usability Enlightenment

For my term paper about embedded systems, I contacted the develop-
ment manager of an automobile manufacturer, who invited me for an
interview. As the task demanded, I was well prepared and expected an
exciting and educational talk about the genesis of a user-oriented car
communication system. However, usability engineering processes, such
as the then popular Mayhew lifecycle, were unknown to the car manu-
facturer. Unfortunately, the car was defective and one couldn’t test
the system. Finally, the development expert declared that neither time
Chapter 1 66
nor money sufficed to complete the system with optimal operational

quality.
The world then discovered the rest of the story in various test reports
and forums. The car’s buyers were not able to use the system, whose
main functions were hidden deep within the navigational structure. If
one wanted to program a radio channel during a trip, for example, one
was confronted with an entirely new customer experience—not neces-
sarily a pleasant one. The manufacturer had developed the system with-
out keeping the requirements of his target group in mind.
Personally, the interview was a big disappointment at first. Were all the
success stories and slogans of the usability engineering gurus nothing
but smoke and mirrors? Fortunately, not every company burned their
user requirements in high-octane fuel and eight cylinders. A few years
later, I wrote my first technical article on the topic of agile methods,
aiming to establish principles and practices whereby usability projects
could be conducted successfully, even under challenging circumstances.
Interestingly, the client was a car manufacturer that supposedly wanted

to draw timely conclusions from the mistakes of others for his own
product development. Even today, negative experiences and reporting
encourage me to think about new methods and processes.
After another visit to Munich, infotainment systems and automotive

usability engineering would become my main focus for half a decade.
Munich—Beer, Pretzels and User-Centred Design

We Franconians are hearty and friendly people and therefore I decided
to continue my stay in Munich in order to give my Bavarian kindred a
little hand in the matter of usability. After gaining my bachelor’s degree,
I left Constance and Baden-Württemberg, once again to work as a user
interface developer for a big technology corporation.
Chapter 1 67
Once there, I got into a development project for a multi-modal mobile

device. A lot of usability engineering experts were working at this com-
pany, most of them even had a PhD. That really blew me away and I
learned a lot during this period; among other things, that good commu-
nication in the team (at meetings in the beer garden) is very profitable
for the success of a project.
In addition, we had a very interdisciplinary team. While a colleague

and I programmed in Java and Flash, other developers were building
voice recognition and output in C++. Two designers helped us with the
configuration of the user interface. The systematic integration of vari-
ous experts in the development process, as well as appropriate tools
to achieve this, is a point to remember and is uppermost in my mind.
Normally, the representatives of each species work with their own
tools. Designers use image editing and
layout tools; usability experts build The future belongs to tools
paper prototypes and draw storyboards; that provide an integrated
developers model with UML and write platform, but still offer
code. Most of the time, a common specific views to experts.
thread of means of expression is miss-
ing and therefore media disruption causes many misunderstandings,
longer consolidation periods and ultimately, higher project costs. The
future belongs to tools that provide an integrated platform, but still
offer specific views to experts.
One day, my phone rang in Munich. It was the usability drummer from
Constance. I was to become one of two front men in a usability band.
The concert promoter was one of the big players in the automotive in-
dustry who wanted to gain customers with user-oriented software in
the future. Initially, the whole customer lifecycle would be supported
through new concepts for digital distribution, within the scope of
close industry cooperation. This was to be a full position as a research
assistant during my Master’s course, with the prospect of continu-
ing in a PhD position, financed by the automobile industry. It was the
Chapter 1 68
opportunity of my life. I could already see my name on a plaque in the

hallway of a big corporation and I accepted immediately. It was the
most important path I had taken in my life to date and the beginning of
a long-lasting friendship with the aforementioned usability drummer.
So I speeded up in Munich so as to finish the project faster, which

worked out pretty well. Later, a report was aired on commercial televi-
sion about our mobile talking purchase advisor. At this point in time, I
had left Munich and its Beer Festival behind, including the aesthetically
pleasing dirndl. Instead, I shared my office with a very good friend at
the department of human-computer interaction, started my Master’s
studies and worked more than 80 hours a month as a research assistant
and usability consultant for the automobile industry. I was very proud
and happy—usability seemed to have become a good and successful
path for me.
Usability Turbo Boost

Michael Knight and the Foundation for Law and Government were the
ethical values of my youth. The miraculous KITT is to date an unful-
filled childhood dream; a
black Pontiac Firebird Trans A black Pontiac Firebird Trans Am
Am with turbo boost, super with turbo boost, super pursuit mode
pursuit mode and perfectly and perfectly designed dashboard is
designed dashboard is the the user-centred product innovation
user-centred product in- of the millennium for me. KITT was
novation of the millen-
the iPhone of the 80s.
nium for me. KITT was the
iPhone of the 80s. From my point of view, no car manufacturer ever de-
veloped a more beautiful arrangement of controls. Did Michael Knight
know about user experience?
Now I had the opportunity to work for an automobile manufacturer

and integrate some of my Knight Rider fantasies into real products.
From 2005 onwards, from out of Lake Constance, we had won over
Chapter 1 69
several car manufacturers as cooperation partners and customers, who

let us develop new control concepts for digital distribution channels,
car configurators, car communication systems and even rear seat enter-
tainment systems.
The diversity of the projects and the methods, which were key to the
success of the project, turned me over the years into someone Agilistas
would call a “generalist specialist”. This species is also known in collo-
quial language as a jack-of-all-trades. This means that usability seldom
comes on its own. I still live and work according to this philosophy and
I am furthermore trying to think outside the box of human-computer
interaction through continuing education in areas such as develop-
ment, requirements engineering and project management. This leads
to a better understanding of the point of view of other fields and addi-
tionally allows a usability expert to considerably better integrate diverse
stakeholders.
Singapore
With the results of our work, we went on a usability world confer-
ence tour. Then I made a pit stop in Singapore for six months, where
I worked in the IT management of an automobile manufacturer. This
position came about through a—by this time—long-time industry co-
operation. Despite the crisis in the automobile industry, I had received
a fantastic opportunity for a stay abroad. The position wasn’t directly
linked to usability, however it was all the more about business processes
and software development. As project manager, I gained insight into
these important areas that usually also strongly influence usability proj-
ects. I am still trying to show ways to connect those disciplines with
usability engineering for a reason. Integrated approaches, which con-
solidate all three disciplines, are still rare.
One day, word got out in the tower building of the automobile group
that I managed the online business of my family from Singapore. Before
I could refuse, I got involved in two intranet projects as well and my
Chapter 1 70
Asian colleagues named me the Internet Magician. The comparison

of my work to magic is one I still come across frequently today. User
interface design is perceived as obscure mumbo jumbo by many. In the
end, however, this is quite inspiring. Maybe it would not be such a bad
idea to open up my own circus with my painfully learned tricks at some
point. After all, other magicians got wealthy and married a super model.
However, I decided to return to Constance to advance my academic
career.
Who Turned Back the Clock?

After my return from Singapore, I started my dissertation about user
interface specifications of interactive systems. During this last part of
my career, I was also accompanied by the automobile industry. Several
automobile manufacturers realized at this time that text specifications
were no longer sufficient for successfully developing the ever more de-
manding software systems in a vehicle, as well as those in automotive
engineering and selling. Thus, I designed an interdisciplinary specifica-
tions method, based on UI prototyping, and developed a tool to support
a specifications process driven by usability. After finishing my disserta-
tion, this work was published in 2009 as a book with the title “User in-
terface specification for interactive software systems”.
Those last years in Constance were full of fruitful experiences, innova-

tive ideas and human maturing processes. My doctoral supervisor has
been and remains my close confidant, coach and friend. I don’t know if
I will ever learn again so much about myself and my profession as dur-
ing this formative time.
For a while, I entertained the idea of staying at the university. A good

friend of mine did this and became a young professor. However, I al-
ways really enjoyed the diverse projects of the automobile industry and
the different internships always inspired me to work as a consultant. I
therefore started to look for a job as a consultant at the end of my time
in Constance.
Chapter 1 71
Expatriate
In the meantime, my girlfriend had moved in and commuted to work
in Switzerland. The proximity of Constance to Zurich and the beauty of
Switzerland moved a few companies located in the east of Switzerland
that were interested in usability to the top of my wish list. A very skilled
recruiter helped me to sharpen my profile and choose the right posi-
tions to apply for. I was lucky to be able to closely review a larger selec-
tion of attractive employers. I was also positively surprised at how well
developed the job market for usability experts had become in the mean-
time. A few years ago, the profile of a usability expert was hazy for many
companies.
Due to lots of years in the e-commerce business, I was naturally also

interested in appropriate positions in other companies. After all, I was
already able to connect usability and e-commerce, be it in my own com-
pany or in the automobile industry, for which we had designed new
websites from Constance. Actually, I also found some very good posi-
tions, however in the end I went for a stronger emphasis on usability.
The upside of the job search experience is the lesson that one probably
never does anything to no purpose in life. Before, I often questioned
how the setup of an online shop for our own family business would
be judged by a third party. I was very happy about the respect and the
recognition. I can only recommend holding on to your own projects
and gathering experience accordingly. Very likely it will pay off in most
cases.
Record Deal
Many interviews were in some ways still symptomatic of the job de-
scription of a usability engineer. Many interviewers refused to believe at
first that, as a usability expert, I was able to write source code. Many a
time, the conversation was simultaneously an attempt at clarification of
the interdisciplinary and diverse nature of the field of human-computer
interaction. Admittedly, it is difficult to conceive a functioning mental
Chapter 1 72
model of the skills of a usability engineer, considering the many differ-

ent terms. What exactly is the difference between a usability engineer
and an interaction designer? And what does a GUI developer actually
do? Try to explain this to your mother. Then you will understand the
confusion of the HR officer.
In fact only 10% of usability experts come from computer sciences as

per recent industry reports. That is rather few, and therefore it takes
a bit of convincing when one is asked about one’s programming skills.
Given that one is asked about them at all. But don’t be afraid; experi-
ence with development does not turn a usability expert into an alien,
but into a valuable associate along the IT value chain.
Besides, the profile of a generalist specialist does apply to a lot of usabil-

ity professionals that I know:
“A generalizing specialist is more than just a generalist. A general-

ist is a jack-of-all-trades but a master of none, whereas a gener-
alizing specialist is a jack-of-all-trades and master of a few. Big
difference. A team of generalists can easily flounder because none
of them have the skills to get things done. Similarly, a general-
izing specialist is more than just a specialist. A specialist is nar-
rowly focused on a single topic, making them very effective at that
topic but not at others. Specialists will often be blind to the is-
sues which other specialists focus on, and as a result will struggle
to work with those other specialists effectively. People who are
generalizing specialists are in the sweet spot between the two ex-
tremes of being either just a specialist or just a generalist, enjoy-
ing the benefits of both but not suffering from their drawbacks.”
(Scott Ambler)
I think that a lot of people who dedicate themselves to usability and

user experience, bring with them an incredible openness and a big in-
terest in other fields. It may be true that one’s variability is sometimes
Chapter 1 73
in one’s way. Many companies prefer a pure specialist, which is reflected

rather clearly in many job descriptions. But ultimately, there exists a ap-
propriate usability band for most of us by now.
I finally signed a record deal with a consulting and services company

in Switzerland at the end of 2008. There I record my new songs in the
test studio as a usability expert or duet with my colleagues at lectures
and conferences. I am even allowed to sing Java, if I want to. Otherwise,
I also appear as a conductor in courses. The bridge to Asia still ex-
ists for me; I hold certification courses in requirements engineering
in Malaysia. In the meantime, I also play other instruments as well as
being a methodical drummer—sometimes even at the same time.
In the past, all-round entertainers have appeared on public televi-

sion with approximately 20 instruments attached around their waist.
Usability experts know the art of a one-man show only too well. One
dictates the methodical rhythm with the feet, plays the business organ
left-handed and a single-handed guitar solo for the development de-
partment with the right hand. As a piper, we try to play the tune of a
whole gaggle of stakeholders. Nice usability projects are like a polonaise
of technical experts and end-users.
Self-winding Automatic Clockwork

The beauty of usability engineering is that there is, in fact, always
something to do. Bad control concepts will probably never become ex-
tinct. Always stay on the move and wind yourself up with the help of
new projects. This way, you ensure that your methodical clock move-
ment never runs slow, that you are not missing out on a new develop-
ment and that you always stay ahead of your time.
Apropos: Did you know that there are now even wristwatches with a
touch display? Or that there are watches that display the time as binary
code? User experience is everywhere and confronts us with many faces.
If you’re not already on board, check your time. It is 5 to 12 for the era
Chapter 1 74
in which software and products were no fun. From now on, everything
will change.
Usability and user experience drastically formed and influenced my life

for the last 10 years. I am looking forward to the future of this fantastic,
successful and emotionalizing field, which is inspiring more and more
people.
Time is in favour of user experience and of a career as a technical ex-

pert. Watchmakers are also very welcome as career changers.
Chapter 1 75
About the Author

Dr. Thomas Memmel was a research assistant at the University of
Constance at the chair for human-computer interaction. He holds a
BSc (2002) and MSc (2005) in Computer Science. He was involved in
a DaimlerChrysler AG funded PhD program and has previously taken
part in other national and international HCI related projects with
a special focus on automotive information systems engineering. In
2009, Thomas Memmel started working for Zuehlke Engineering in
Switzerland as Usability Engineering Consultant and Requirements
Engineering Trainer. Since summer 2010, he manages a business
unit specialized in client technology and user-centered software
development.
Web: www.usability-architect.com
Xing: www.xing.com/profile/Thomas_Memmel
Chapter 1 76
Jiri Mzourek
Senior Manager of User Experience
Prague, Czech Republic
UX Goes Viral
Warning—UX May Be Contagious
Yep, I’ve been infected, and if you continue reading this story, you run
the risk of becoming a little infected, too. Or you may realize that you
already have been, or that you would like to be, at least. Did I mention
that you’re proceeding at your own risk? Please reconsider. There is no
way back.
Beware Of the Symptoms

So you’re still reading? Great! But I did warn you. Do you remem-
ber your first cigarette? The first time you had sex? Your first taste
of foie gras? The first person you fired or the first time you got fired?
It changed your life, didn’t it? Nothing was ever the same again. You
started to look at things a little bit differently. And there was no way to
get back. Get back your virginity, your innocence. It’s the same with this
disease. Once you’ve got it, there’s no one who can help you to get back.
The symptoms, as with most diseases, vary slightly in each individual.

Some people may contract the disease faster, in others it takes longer,
some people are born with it to some extent, and some people are (how
fortunate for them, but unfortunate for us) totally immune to it.
So what am I talking about? Easy to guess, right? This is not a collection

of horror stories, it’s a collection of user experience (UX) stories. I’m
talking about how those infected by UX look at the world around them
through a user experience “filter”.
I realized that UX plays a big role in many of my decisions; the kind of

car I’m going to drive, the hi-fi equipment I’m going to purchase, etc.
These days, whenever I use anything, I evaluate it more or less from a
UX point of view. I found out that I was “different”, simply by talking to
Chapter 1 78
Jiri Mzourek UX Goes Viral
friends in the pub and elsewhere, and to people around me from other
fields. Some of them prefer mainstream products (“everyone else has it,
so it must be good”) and some of them prefer those products with the
most features, but hardly anyone said that they picked a product just
because it was easy to use, for example.
This story is about how I caught this “disease”, what it’s like to have it
and about my everyday “struggle” with it.
How I contracted UX
My original background is deeply technical. I studied at a technical
high school in Prague, with a focus on telecommunications, where we
learned how to design and layout wiring (this was during the pre-cell
phone era) and so on. We also did some coding (mainly very low-level)
and hardware design (very often on a single chip level).
After that, I studied at the Czech Technical University in Prague, from

where I graduated with a masters degree in software engineering. I ob-
viously went through a lot of courses, focusing on programming and
IT administration, low-level and high-level, but we also had mandatory
classes in higher mathematics, physics, etc. We also had the opportu-
nity to attend courses in other disciplines, like psychology, anatomy
and physiology, rhetoric, and economics, which I considered highly
welcome excursions to entirely different worlds. I have to admit that
we learned very little about UX. I would say that the only contact I had
with UX—but it was special—was when I worked on a project for BIS
(Blind Information System), which was focused on users with visual im-
pairments. This experience turned out to become very important later
in my professional career.
Later, in tune with my university studies, I was employed as a devel-

oper, which allowed me to stay in touch with the real world. During the
last year of my university studies (this was in 2000, the Internet bubble
was about to burst and every IT company was growing like crazy), I
Chapter 1 79
took a unique opportunity and got a part-time job at the recently estab-
lished Prague branch of Sun Microsystems. Since I had about five years’
experience as a developer and knew the whole development cycle, I was
put in charge of forming the “User Interface (UI) Team”—a team whose
mission was to implement the UI of the Net Beans IDE (NetBeans
is what IT geeks call an Integrated Development Environment, in
short, an application that provides facilities for developers to develop
software).
Please remember that at this point I was still more or less an “innocent”
as far as UX was concerned. I didn’t even know that things such as us-
ability evaluation, user-centered design, etc., existed; we were only re-
sponsible for coding.
As it turned out, one of our first assignments was very unique—to make
NetBeans Section 508 compliant. In human-friendly language: There is
a law in the US called Section 508 describing how an application should
support the needs of people with visual, motor and other impairments.
It took us about a year to complete the job, and it was an outstanding
experience. The basic knowledge I had acquired during my university
project for BIS came in quite handy. In addition, we learned to look at
UX from disabled people’s point of view, since we were cooperating
with them and were using their tools. A great eye-opener! And this was
one of the first projects of its size at Sun.
Besides, we were also playing the role of a proxy, liaising between the
design team that was located in California and the engineering team
located in Prague. After a while, our team and the management began
to realize what seems obvious now: Firstly, things work out best when
both designers and developers collaborate. Secondly, if you are respon-
sible for the design, as well as its implementation, you tend to opti-
mize your designs in order to make them easier to implement. Thus
we made an earnest attempt to take over full responsibility for design,
too. Because we decided that we wanted to learn from the industry’s
Chapter 1 80
best, we went on training courses with Cooper, NN/g, InContext, Jeff

Johnson, and others.
After a few more years, we reached a point where our team in Prague
became the general UX team. This involved hiring and mentoring
the junior members, eventually to grow the team and attain a criti-
cal mass of people with appropriate abilities. The objective seemed to
be straightforward, but it wasn’t—I will come back to this point later.
Ours was the first and only “full-featured” UX team that Sun had out-
side the U.S., consisting of a local manager (me), interaction designers,
visual designers and user researchers. Over the years, we have gathered
experience with all kinds of applications, focused on enterprise (e.g.,
SOA), developers (developer tools), designers (Java FX-related tools), the
end-user (email, calendar, IM), admins (middleware), and web 2.0 and
mobile (Java ME). We didn’t just provide standard “UX services” alone,
we sometimes also helped with HTML/CSS coding and search engine
optimization.
So, what’s up?
So far the disease seems quite harmless, right? You’ve read more than
1,000 words and I still haven’t got to the point. I apologize, but I felt
that you needed to know a bit of the background.
Anyway, here we go:
I heard about this “UX disease” for the first time, when Alan Cooper was
talking about it and when I was chatting with other folks from his team
at the training course. I thought it was so cool! They explained how UX
has impacted more or less their entire everyday life: When they reach
an elevator, they immediately notice usability issues with the controls,
when they do an evaluation of their new car, they do so mainly from
the usability point of view … and they were right. Many professions are
like that; you start noticing things from your professional perspective
Chapter 1 81
that other people simply don’t see. Take, for example, my wife, who
is a linguist; when she reads anything, whether it’s a newspaper or a
book, she notices even the slightest mistakes, such as misspellings,
style issues, etc., which I would simply overlook. Or if you are a hair
stylist, you would notice more things about people’s hair when you
look at them than anybody else would.
That’s pretty normal. But with UX, it’s different. Everyone struggles
when they are forced to use a poorly-designed application or appli-
ance, e.g., a washing machine. But we, the UX experts are able to
put a name to it! Even worse, unlike ‘normal users’, if we aren’t able
to use an application or device properly, we don’t blame ourselves,
as the rest of the population would. Instead, we put all the blame
directly on those who designed or manufactured it, and our pa-
tience threshold for bad de-
signs is much lower than that It was so much easier when I was
of the average user. That’s still clueless about UX, just taking
exactly the point here—the things as they were, and if some-
number of choices available thing went wrong, I simply
to us suddenly becomes very blamed myself.
limited. Sometimes we have
no choice at all, for example, when renting a car on a business trip
or buying gifts. Having to use something which is unusable is so
annoying, but one has to make do. It was so much easier when I
was still clueless about UX, just taking things as they were, and if
something went wrong, I simply blamed myself. But as I mentioned
before, there is no way back.
I’ve picked a few examples from my daily life that help to illustrate
the problem.
1. Our microwave. We received it as a wedding gift, which is

something that’s very hard to refuse. So what’s wrong with
this one? I have no idea what the designer’s intended uses
Chapter 1 82
were, but we use it mostly for heating up food. So I would expect

it to have a UI optimized for this application.
Wrong, ours doesn’t. It has three buttons of the same size in a

row. What are their functions? The left button is power on/off,
the middle button is to set the clock, the right one is a timer. In
other words, while we use the left one about once a month, the
middle one only twice a year (to switch between summer and
winter time), we need the right button several times a day. So why
should they be the same size and at the same height? Let’s look at
the icons now, are they descriptive, self-explanatory? I remember
confusing the middle one and the right one lots of times, simply
because the icons are not very meaningful.
2. A no-name alarm clock. It cost next to nothing, around three

Euros, but it has two cool features: Firstly, it is radio-controlled
and shows the precise time to the second. Secondly, it is capable
of measuring the ambient temperature. We’ve had it for years and
never got around replacing it. For the purpose that we are using
it, it’s just fine. The only thing is, when our son plays with it (he
is only two and a half), he pushes all the buttons, occasionally
turning the alarm on, which is by default set to 7 a.m. This is ok,
because we don’t sleep longer anyway. But when it starts beep-
ing, we just don’t know how to turn it off again! There is a large
button at the top, but it’s a pause button, so when you press it, it
stops beeping for about a minute and then starts again! The only
workaround is to remove the batteries …
3. My office telephone. Seriously, it’s not much of a surprise that I

want to use my phone mainly for making phone calls. Why do
nearly all office phones have dozens of buttons that you will never
use, while the buttons you would use the most, seem of minor
importance or simply don’t exist at all? A shortcut, for example,
to forward calls from your extension to your cell phone? What I
Chapter 1 83
“like best” about my office phone: In the center of its number

pad, there are two large buttons with arrows. My immediate
assumption was that they are used for general navigation, for
example, to navigate in the telephone directory. But no, the
arrow buttons are used to switch between different menu lev-
els. That’s all. To navigate, you can use a small button found
in the second level menu, and it only works as a “next” selec-
tor. So when you accidentally press it eight times instead of
seven times to call up an entry in the directory, you have to
start all over again. Great.
I hope you can now understand my pain and that of others of our
profession, with the same mindset.
Starting a Pandemic
So, are there any ways out of this predicament? I think there are
two escape routes:
1. Isolate us to avoid spreading the discontent.
2. Do the opposite, help spread the disease and make it so com-

mon that the push-back from end-users will increase in
strength and also infect the producers, so that they will stop
designing such crap.
As you can imagine now, I and a few other folks here in Prague have
been working hard on the second solution for the last few years.
Why working hard? Because here we are basically starting from
zero.
When we were planning to expand our local UX team about six

years ago, we ended up with two possible sources of new employ-
ees. One was recommendations—someone knew someone who
would be a good designer. The other was graduates; because we had
Chapter 1 84
a cooperation agreement with the local university, we were able to pick

talented students. But in both cases, these new hires started more or
less from scratch. It took at least one year of training and mentoring be-
fore they became more productive. When we contacted local recruiting
agencies, they didn’t have a clue who or what we were looking for.
Even now, the situation is far from ideal. Just to give you an idea—as re-
cently as October 2009, when we presented very basic topics from our
field, such as usability testing, at WebExpo (the biggest local conference
focused on web development, technologies, and design), the informa-
tion was a complete surprise for the majority of people in the audience!
Web design is a “local term” referring to visual design or search engine
optimization. Web agencies are mainly experts in PHP, MySQL, or
Google Analytics. But hardly any of them have recognized that it might
be useful to talk to users from the target audience, to run interviews,
focus groups or conduct usability testing. To some extent, this is a
chicken and egg problem. Partly, local companies are not willing to pay
for UX services or to employ UX experts because they don’t see their
value, or perhaps they’ve never even heard of UX, and even if there were
a demand for UX services at this point, it would be extremely difficult
to get someone local to do the job.
Back to our topic now. As I mentioned before, we had a coopera-

tion with the largest local technical university, the Czech Technical
University in Prague (CTUP). In 2003, I was looking for other local UX
professionals. Because I couldn’t find any, I got in touch with the local
university I had graduated from, since they were teaching at least some
basic UX-related courses. At the same time, we had a space problem in
the old Sun Microsystems building—there were no facilities to conduct
usability studies. I conceived the idea of establishing a usability lab on
the university campus. Thanks to Sun, we were able to build the first
usability lab in the Czech Republic in 2004 (which, by the way, was
opened by the Czech IT minister) that delivers usability testing know-
how to anyone who’s interested. Soon, the university started to use the
Chapter 1 85
lab for their teaching and made UX part of the curriculum. Today, lab
utilization is close to 100% and we also run joint Sun – CTUP projects,
focused on usability testing, prototyping, or simple web design. We’ve
finally reached the point where the established UX department that was
started in September 2008 has come round full circle to user experience
and computer graphics.
It was in 2005 that I first heard of the World Usability Day—it’s similar
to No Smoking Day, but it’s directed against anything unusable. When
we received the buy-in from our management, our Sun UX team and
CTUP jointly organized a local event. We rented a small local theatre
with about 70 seats and prepared a program of introductory talks on
usability. The speakers were from Sun and from the university. The
entrance was free. We were very pleasantly surprised by the attention
we got—the event was “sold out” in a few days. Motivated by this suc-
cess, we decided to start actively promoting the field through a local
chapter of the Special Interest Group in Computer Human Interaction
(SIGCHI). The local chapter of ACM (Association for Computing
Machinery) SIGCHI, the largest professional association in the world in
our field, was established in 1998. Until 2006, it was mainly focused on
the organization of specialized professional events and lectures. After
the success of Prague World Usability Day 20051, we began to organize
local SIGCHI meetings for the interested public. The first meeting
was held on March 23, 2006. Since then, there have been many meet-
ings with speakers from companies such as Sun Microsystems, Adobe,
Microsoft, IBM and Google, and individuals such as Aaron Marcus,
another doyen from our field. The next milestone was establishing the
non-profit organization “Občanského sdružení Prague Association for
Computing Machinery Special Interest Group on Computer-Human
Interaction” or Prague ACM SIGCHI2, on January 8, 2008. At present
I’m in charge of this chapter.
1. Prague World Usability Day: http://www.wud.cz

2. Prague ACM SIGCHI: http://www.sigchi.cz
Chapter 1 86
So are we making good progress? I think so. The last Prague World
Usability Day (which now takes place every year) saw more than 250
visitors. As already mentioned, the university has established a depart-
ment dedicated to our field, the number of SIGCHI members is still
growing, and we are being invited more and more often to give a speech
about UX at local conferences. Also, in our company, we have reached
the point where we have become a truly international team, based in
Prague but cooperating with colleagues in the U.S., who are also man-
aged by me. Still, we realize that we have a long way to go.
Join the Mission?

Let’s summarize the lessons learned. What can you do if you find your-
self in a similar situation and would like to spread the virus and become
a UX rebel in your country?
1. Connect with a local university. Focus on the new generation.
2. Evangelize, evangelize, evangelize—anytime, anywhere.
3. Establish a platform where people can meet. This could be a

virtual community, social networking or it could just be regular
real-life meetings in a pub. The main point is to meet like minds,
and to get to know, support and learn from each other. Get con-
nected, you’re welcome to hook up with us, we’ll be pleased to
support you.
I have no idea where all this is going to end. But you, dear reader, have
no choice, if you’ve been infected by UX. You’ve been warned. What you
can do to save your soul? Spread the word, proselytize people around
you.
Chapter 1 87
About the Author

Jiri Mzourek works at Sun Microsystems as the Senior Manager of User
Experience. He is responsible for an international team focused mainly
on developer products. He built the local Sun user experience team
from scratch.
He evangelizes UX in the Czech Republic: Jiri initiated and managed

the creation of the first local usability lab and he coordinates the co-
operation between Czech Technical University in Prague and Sun
Microsystems to produce the local World Usability Day conference. He
is also in charge of a local ACM SIGCHI chapter.
Web: www.mzourek.org
Twitter: mzourek
Linkedin: http://cz.linkedin.com/in/jirimzourek
Chapter 1 88
Sylvie Daumal
Information Architect at Duke Razorfish
Paris, France
What I Know and
Don’t Know
Digital stories have nothing to do with technology. Computer and
virtual worlds are nothing if not deeply human; that is probably why
I enjoy working in UX (User Experience) design. It is all about people,
their mindsets and behaviours, which mean there is always an element
of surprise—there is always something new to learn, something you do
not know.
When Digital Was Called Multimedia

In 1994, I was working at a publishing house in the illustrated books
department. As a publishing manager my role was to conceive books,
propose them to the publishing committee and, if they were accepted,
take care of the editorial work and production. My main topic was na-
ture. The CD-ROM was just emerging and I was very interested in this
new medium. I took my first steps in the digital world when I conceived
my first project—a nature CD-ROM and although it was not accepted
by the committee I think in retrospect that was a good thing.
At that time, digital was called multimedia. MILIA was the big event
in this brand new field. This international fair took place in Cannes,
France. I was there in January 1995 when people were wondering which
format would win the market battle, CD-ROM or CD-I although you
could still count the existing titles on the fingers of two hands—the
market was essentially all potential. Walking through the alleys there,
we were surrounded by stands mainly occupied by publishers, the
ones who, we thought, would be the first to create and publish digital
products. We didn’t realise that just as it wasn’t auto body manufac-
Chapter 1 90
Sylvie Daumal What I Know and Don’t Know
turers who invented or produced automobiles, nor would traditional

publishers be the pioneers of digital publishing.
I met people there who were involved in multimedia and several

months later, after I became a freelancer, they asked me to work on a
CD-ROM (my first one). I was in charge of formalising the storyboard
from a text written by an expert. The subject was Picasso’s life and
work. His son, Claude, used to come and visit us on a regular basis,
both to validate the work and also help to address issues we were fac-
ing—like finding the right person from whom to procure a good slide of
a painting. In terms of content, the product was really neat. However,
the scenario was a strange combination of brochure and TV-show, two
models we were familiar with. The main paradigm was the page, and
we added animated transitions in-between pages.
At that time, we didn’t know the design patterns we could have fallen
back on. Indeed we were ignorant of the very concept of ‘design pat-
terns’. It was a period when the Pompidou Centre was hosting many
conferences on multimedia. Bob (Robert) Stein had just founded The
Voyager Company, a CD-ROM publishing house, and had set up an
office in Paris. He was a regular speaker at these meetings, along with
others whose names I have forgotten. All of them were questioning
the new media and the way the user handled it. How could we make
the user understand dimensions, sizes of objects? How to make them
understand where they were and where to go next, or even how to go
back? Back then, we were not thinking about user centred design, but
we were obviously facing questions: how to present the content and
allow people to browse through it. Some creators were influenced by
books systems, others by software. I remember one guy who created
a CD-ROM as an interactive movie: the user didn’t have a back but-
ton but an “Undo”. If they wanted to go ahead they had to use a “Do”
button.
Chapter 1 91
In one of the projects presented, the screen hosted a menu shaped as a

flat map: each section was represented by a room. The main menu was
shaped like an architectural plan and the room was highlighted to show
where the user was.
Everyone in charge of conceiving CD-ROMs had difficulty with naviga-

tion. How to communicate to the user as to how to access the content?
Should we use numbers as in books? We also tried to create some im-
mersive experiences.
Although it might sound weird now, at the time we felt we were invent-
ing something new; and somehow we had, or at least the medium al-
lowed us to create something we had never seen before. I remember a
CD-ROM dedicated to Mozart’s Quartet in C Major K465 (Dissonance),
which made you understand the music in an incredible way. You could
play a piece of music as many times as you wanted and see on the
screen the corresponding music score. You could also, if you wanted,
have an expert’s explanation or answer a music quiz game at the end to
test your musical ear. Manipulating different media such as sounds, im-
ages and games was completely new.
Dynamic Brochure-like Internet

When I began working for web projects in 2000, I somehow believed it
would not be too different from my former job at a publishing house as
a CD-ROM scriptwriter. How wrong could I have been?
After years as a freelancer I was an employee again. I had been hired by

a multimedia agency to work on content-heavy websites for museums
and festivals. If some pages were created statically, using Dreamweaver,
most of the content (exhibitions, shows, conferences and so on) had to
be updated through an interface a non-technician could handle. At the
beginning, it was simply some sort of native phpMyAdmin. You could
add, modify or delete text in a table, but you couldn’t upload pictures.
Chapter 1 92
You had to do it through ftp and type the name of the file in the table
afterwards.
The second versions were ordered very shortly after the first ones and
the developers began to create CMS better adapted to the size of the
content, which was growing rapidly. We spent a lot of time with the cli-
ent, imagining and discussing how things should work on the front-end
(sitemap, templates, navigation and menu), but they never asked any-
thing about the back-end, nor did we. The developers created it all on
their own, sometimes taking decisions based not on the comfort of the
user, but on their convenience. Little by little, problems became obvi-
ous: the back-end performance was not user-friendly and the way the
system worked was not intuitive at all. We had to spend time creating
documentation and we had to organise training sessions and produce
documents that people could rely upon. When I had to add content to
the website myself, I experienced how painful it could sometimes be.
In 2004, I began teaching website conception at the Sorbonne. The

good thing about teaching is that it makes you re-visit your own prac-
tices and go back one step in order to see the big picture.
Now I realised I was beginning to face some strange requests from cli-
ents regarding user behaviour, needs and expectations. Most strikingly
were reports of comments such as, “How do I go back?” or “My grand-
mother wouldn’t like this.”
Developers who were working with me told me about the user-centric

approach: it was the answer to questions I had faced for years with-
out satisfactory responses. I understood that the user was the key and
began diving deeper into the user-centred design world via the web.
Chapter 1 93
Discovering User-Centered Design

I bought some books and began devouring them: The Polar Bear and
Ambient Findability, The Design of Everyday Things, The Elements of User
Experience, Don’t Make Me Think, Designing Web Navigation and so many
more. I read Nielsen’s blog and stories on Boxes and Arrows. I spent
time setting my Netvibes page to make sure I received all the possible
RSS news more or less related to IA (Information Architecture).
I was discovering a brand new world; there were people around who
wanted to design websites to help people find what they were looking
for. I took inspiration from the way they thought, the way they worked.
I began to adopt the same methodology. Each time I faced some prob-
lem while conceiving a website, I used some method borrowed from
information architecture. I organised card-sorting sessions and I tested
labels to be sure they were self-explanatory.
I remember an incredible card-sorting session for a website’s project

aimed at young people. The team was wondering whether categories
like school, culture, art and sports would be relevant at the first level of
navigation. We learned that in fact young people differentiate chiefly
between activities they practice on a regular basis (like sports training
every Wednesday) and one-off events they attend (like a concert), not
between culture and sports. So we used Activities and Going Out as the
first level of navigation. It was a great lesson for me as I was really expe-
riencing the “I am not the user” adage. Even if I could have pretended
to be a kid and tried to think as one, it would not have worked as I was
a grown-up. It demonstrated that discovering the user’s mental model
can be a real journey.
At that time, I also subscribed to the discussion lists of the Information

Architecture Institute and the Interaction Design Association. I re-
member one of the first mails I received being from Peter Morville, he
invited everyone to somewhere in Australia where he was attending a
summit. It was astonishing to have this in MY inbox, suddenly I was
Chapter 1 94
part of it. I read with great attention all the mails from the lists. One
day, I answered a question myself for the first time and once in a while
repeated it afterwards. It was then that I realised I really wanted to be
full-time information architect and get rid of some production-related
tasks that I didn’t like anymore.
While I was introducing more and more of the UCD approach into my
work, I was also wondering whether my practice was really appropriate
or not; since I was a self-educated information architect I was not sure I
was completely legitimate. I really had to be sure of my thought process
and I couldn’t get this certainty alone.
I decided I had to observe and learn from other professionals. I looked

for work experience opportunities and sent applications to some presti-
gious companies. In Europe the BBC had probably the best reputation,
mainly because of Margaret Hanley who built the team there. I applied
to the BBC work experience programme and had the incredible luck
to be accepted and I spent two weeks working with and learning from
Karen Loasby, my own special “guru”.
Springtime in London
In France, there are plenty of jokes about how much it rains in
London, despite the fact that the weather’s not much different in Paris.
However, I cannot think back to June 2007 without remembering the
rain. At that time of year, I thought I would enjoy visiting floral parks
and gardens, but actually, during the couple weeks I worked at the BBC
it rained virtually all day every day. Not the ideal weather for enjoying
British gardens!
Karen Loasby welcomed me to the BBC, in fact she was the first infor-
mation architect I had ever met. I worked on several projects under her
direction and she introduced me to the many IAs who were working for
the mobile site or for interactive TV. I attended conferences and presen-
tations, saw many projects at different stages, first steps in PowerPoint,
Chapter 1 95
wireframes in Illustrator, prototypes for usability testing. Everything I

saw was fascinating; I was like a kid opening Christmas presents.
I really loved the time I spent there. The work of IAs who were smart,
subtle and impactful showed me the way forward. The work experi-
ence, whilst humbling, gave me confidence in my IA skills and all the
self-education I had acquired. I realised that all my reading had been
very useful and I used it for research projects. My previous experience
also proved perfectly relevant.
I gained the certainty that I definitively wanted to work in this new

field. Once I got back to Paris I met different people including some
from Duke Razorfish and very shortly afterwards I was hired as an in-
formation architect.
Pioneer IA
When I arrived at Duke Razorfish, I was the first information architect
in the agency. Duke had recently been bought by Razorfish and Duke’s
managers had been to the United States to meet Razorfish’s people.
They had discovered information architecture at this occasion and de-
cided to introduce the discipline to the agency.
This meant that, in 2007, nobody at Duke knew what my job was and
most people misinterpreted my role. None of the books I had previ-
ously read on IA prepared me
for this environment. During During the first year, I learned how
the first year, I learned how to change my colleagues’ mindsets
to change my colleagues’ as well as adapt my practices to
mindsets as well as adapt my better fit their expectations.
practices to better fit their
expectations. I organised many different presentations, some for the
whole staff and some for specific groups such as account managers or
project managers.
Chapter 1 96
In the projects I was involved in I concentrated my efforts on the users

and collected everything I could about their needs and expectations
(primary or secondary research, depending on the available documents).
I was the only one doing this and thus brought something really new to
the teams. I also worked on content, creating content inventories.
I tried to focus also on the specific problems that only an information

architect can address, i.e. those related to users, journeys and informa-
tion findability. Once, I made a recommendation, with the help of a
web analyst, to improve the search engine on one of our clients’ web-
sites. I proposed a thesaurus and some change in the parameters. All
of this (the approach, the collaboration, the way of solving problems)
was completely new for the team, even though some of them had been
working on the web for years.
I explained the user-centred approach again and again and I organized

several formal presentations. I also asked to change the company’s
methodology to take information architecture into account. I took
every possible opportunity (small meetings, face-to-face discussion) to
give information in a less formal way.
For my part, I also adapted my practice to the company, changing some

deliverables to better fit existing habits, those of the agency and those
of the clients as well. I proposed to re-think how teams co-operated
and was quite proud of some results we achieved. I demonstrated that
IA doesn’t equal boring portal websites, but can add value in immersive
projects, created in Flash, with video content and innovating navigation
systems.
I had the chance to work with the new business team on pitches
for new clients. This offered me the opportunity to propose a UCD
methodology from scratch. We won some of these clients and I thus
had some very challenging projects I could work on from the very
beginning.
Chapter 1 97
The main lesson I learnt from this experience is to always keep an open
mind. It isn’t worth fighting with your colleagues, it is far more efficient
to listen to them and change things to better meet their needs.
European Community and Ambassador

Since my subscription to the IA Institute and my work at the BBC, I
had always wanted to attend an international IA event in order to meet
new people and to exchange and share ideas with other IAs. I wanted
to attend the EuroIA summit in 2007, but I couldn’t afford to go to
Barcelona, so in 2008, I was determined to attend the 4th summit in
Amsterdam. I asked Duke to send me there and I convinced another in-
formation architect from Ogilvy Paris to attend as well. I didn’t know it
at the time, but we were the only French people at the event.
I arrived in town late in the evening the day before and, on the morn-
ing, walked 15 minutes to reach the theatre where the summit was tak-
ing place. It was a sunny morning and while I was walking along the
canal, I was wondering what I would find there. It was my first visit to
the Netherlands and the streets looked exactly as I had imagined them.
My hope was merely to learn something from intelligent, talented pro-

fessionals, but the reality far outstripped my expectations. People there
were really open-minded and willing to talk to people they had never
met before. The best times were probably those spent in the hall, in the
corridor, during the breaks, lunch times and evenings, having drinks
and dinner together. I met some brilliant, community-minded people,
all willing to create a strong and efficient network in Europe.
After two days in Amsterdam, I felt proud to belong to such a commu-

nity, it was as if I had acquired a whole new group of friends. Eric Reiss
asked me to be the national ambassador of the EuroIA conference, and
I was surprised, honoured and delighted to accept. I returned to France
filled with an almost evangelical zeal for creating a more active local
group.
Chapter 1 98
I organised my first UX meeting in Paris at the beginning of the follow-

ing December.
From IA to UX
As I worked on various projects at Duke Razorfish, I kept looking for
information about my job through discussion lists, blogs and web mag-
azines. I heard about service design thanks to Sylvain Cottong, from
Luxembourg, who came to attend my first UX Paris group meeting.
Once again, I used my autodidactic approach and implemented some

of the IDEO techniques, such as shadowing or fly-on-the-wall, to get to
know user behaviour better. I exchanged and worked with UX profes-
sionals at Razorfish in the United States and learned a lot from their
experience.
I have also become very interested in content strategy, which shares a

lot with my former job at a publishing house. I also got involved in de-
fining tone of voice. Little by little, my work has become more diverse
as well as more global, related to the very premises of websites. In ef-
fect, I gradually shifted from IA to UX, which is what I do today.
Looking back, I am most grateful to the people who influenced my ca-

reer. Even now, whenever I begin a new project, just after the kick-off
meeting, I can hear Karen Loasby leaning over my shoulder and ask-
ing “What do we know? What don’t we know?” I’ll probably hear these
words until the day I retire.
I am also grateful to the many others who have written the great books
which are my references, given the conferences that have nourished my
work, published their stories online or answered my questions through
discussion lists and groups. Belonging to such a helpful and intelligent
community means I am always willing to give a little back. Put simply,
working to offer users a better experience gives me a sense of great hap-
Chapter 1 99
piness, a sense which only intensifies the more I learn about human
beings.
And there’s always more to learn.
Chapter 1 100
About the Author

Sylvie Daumal is an Information Architect at Duke Razorfish in Paris.
She is involved in European-scaled digital projects, takes care of the

overall user experience according to a holistic approach and deals with
content strategy, user journeys and interactions as well as business
issues.
Sylvie also gives UCD courses at CELSA, a graduate School within the
University of Paris Sorbonne and at Sciences Po Paris University.
Chapter 1 101
Thom Haller
User Advocate at Info.Design
Washington, USA
Journey into
Information
Architecture
I wasn’t born an information architect. I couldn’t even figure out what I
was going to do when I grew up.
I thought, somehow, a career would materialize in a dream—that I

would wake one morning and say, “I’m going to be a management train-
ee!” I felt it was only a matter of time before I would don a dark suit,
surround myself with facts and figures, and hammer out business deci-
sions that were good for the organization.
But this urge never struck. Instead, I took job inventory tests and wrote
descriptions of classes I liked and didn’t like.
My career advisor returned one book-length inventory with the com-

ment, “Excellent inventory, but obviously you don’t know what you are
going to do.” By the time I completed college and graduate school, I de-
cided I had failed at the ONE THING I was supposed to get out of my
education: I still didn’t know what I wanted to do when I grew up.
Nonetheless, armed with an education and a desire to do … well …

something, I packed my 1977 yellow Hornet hatchback and headed for
Washington, D.C., where I found a dumping ground for people like
me—college graduates who didn’t know what they wanted to do when
they grow up.
Chapter 1 104
Thom Haller Journey into Information Architecture
In the early 1980s, when I moved to D.C., the U.S. government had
started contracting professional services to small corporations.
Washington quickly became riddled with these “Beltway bandits”—
most of them identified by acronyms and initialisms. In 12 years, I
worked my way through the alphabet: ETI. CTA. SSI. CCI.
During this time, personal computers moved into the workplace, where
they were used primarily to crunch numbers and develop print prod-
ucts. Those of us in government contracting soon used computers to
support efforts. It’s a kind of government-speak for providing profes-
sional services. Contractors support efforts by completing tasks and
submitting deliverables.
I was young, idealistic, and ready to help my companies support efforts!

So, in support of EPA Contract 68.01.7030, FEMA Contract EMW-
5-C2075, and multiagency Contracts OPM-89-76 and OPM-87-9037, I
became absorbed by preparing deliverables—providing reams of paper
for federal agencies.
“You know all that work you did for us?” a government contracting of-
ficer later asked me. “We had to hire a contractor to come in and tell us
what we had.”
What was I doing? I liked my work—using principles of rhetoric I had

learned in school. Like Aristotle and many of his followers, I believe
information can be crafted differently depending on whom it is for and
what they need. I was motivated by my passionate belief that end-users
of information matter.
An Information Architect
Spring 1995. A colleague and I share a few words between professional
conference sessions. “I don’t get it,” I said. “I’m a writer and rhetorician,
but I like presenting the information graphically so others can use it.
Maybe I’m a data stylist.”
Chapter 1 105
“Oh, no,” he responded. “You’re an information architect.” That was the

first time I ever heard that word.
Information architect. I liked the sound (kinda cool). And I liked the
image: I envisioned structure. I was fond of structure. In my job, I en-
joyed shaping documents and products so they made sense to others.
For fun, I’d spend hours looking at ways visual designers clarified com-
plex data.
“That’s a much better title than data stylist.”
My colleague directed me to the writing of Richard Saul Wurman,

who coined the term. Within a week, I had inhaled Wurman’s book
Information Anxiety. I found a lot I liked.
Wurman asks us to build understanding businesses—organizations de-

voted to making information accessible and comprehensible. He chal-
lenges us to identify new ways to interpret data and build new models
for making it usable and understandable.
He asks us to “re-educate the people who generate information to im-

prove its performance.” That advice mattered to me.
That was me: Information structurer. Builder of products that help

people get things done. Educator. (Well, in my heart. I’d begun teaching
part-time, but I still spent most of
my workday creating deliverables.) How could someone with
gusto in his soul spend his days
By the time I discovered surrounded by mauve decor,
Information Anxiety, I’d worked busily preparing deliverables?
for almost 12 years in a three-foot
by five-foot cubicle surrounded by federal workers, tasked with sup-
porting efforts.
Chapter 1 106
“How,” I wondered, “could someone with gusto in his soul spend his
days surrounded by mauve decor, busily preparing deliverables? How
could I work with people who don’t respect understanding but instead
do things because they’ve always been done a certain way?” I needed an
escape plan.
I sought advice from a former boss. “How do I get out of a mauve cubi-
cle? How do I find something I truly believe in? How can I work in some
way that really makes a difference?”
She directed me to a lifework class. “It’s 10 weeks. It’s cheap. You’ll love
it.”
Most of us in the class were government contractors. During the first

week, we talked about our jobs. During the second week, we took time
to dream about what we would be doing if we could do anything—no
limitations; only dreaming. In weeks three through eight, we examined
our pasts and reviewed our goals.
In week nine, I quit my job.
I hadn’t planned to quit my job, exactly. But I was part of a team dis-
missed because of a contractual meltdown. My contractor boss offered
to find me another role. “Perhaps,” he said in all seriousness, “you could
work for Norm.” Would you like that?”
I reflected on what I had learned in lifework class. I was searching for

work I loved. I felt in my heart that I wanted to enable others to find
their way through information, and I believed in Wurman’s call for in-
formation businesses that emphasized supporting others. I also knew I
wanted to teach.
So when my boss said, “You can keep a job with us if you want to work
for Norm,” I thought, “I wouldn’t love to work for Norm. I have to find
Chapter 1 107
work I love—right now.” So I quit, and I officially became a full-time in-

formation architect.
Of course, in 1995, there were some difficulties. For example, almost no

one knew what an information architect was.
An User’s Advocate
“WHAT HAVE YOU DONE!!!!!”
I screamed at myself soon after leaving my job. (I had been raised in

a small town in a protective environment, raised to accept a good job
with a good corporation.) Instead, I had quit my job to enter a field that
didn’t exist.
So I questioned my decision with shrill, terror-stricken howls. I repeat-

ed, “WHAT HAVE YOU DONE!!!!” as I tried to see leaving my job as a
positive move into independent consultancy.
“WHAT ARE YOU GOING TO DO????”
I also heard that message in my head, but I decided it must be the voice
of my mother, who had often expressed concerns about the work I
would do. What would I do? I could still type, and write, and create de-
liverables. Why, I could even find another job.
“WHAT ARE YOU GOING TO BE????”
That question had pestered me for years. Somewhere along the way I
had come to believe that people are their occupations.
You ARE a fireman.
You ARE a lawyer.
Chapter 1 108
Can someone really BE an information architect? I felt I could.
I’ve always been slightly belligerent—the kind of guy who asks “Why?”
far beyond the point where it’s considered cute. Whyness has always
pervaded my professional self.
“Why is it,” I wondered, “that writers, people with tangible skills, can-
not make their value understandable to corporate America? Why is
business so content to deliver documents-from-hell to their custom-
ers and users? Why don’t users complain? Why do they accept what
they are given? Why are they so passive when information has so much
possibility?
I left the mauve cubicle just as electronic communication began to

change our lives. In my first month on my own, I visited a former col-
league. “Let me show you this,” he marveled. “It’s called a home page.”
At that time, I was tempted to become a communication product de-

veloper—especially as salaries for product builders were growing—but I
couldn’t quite go there. My interest did not lie in developing products.
I needed to follow a gut feeling that I should spread a message: Good
information structure matters to people. You can structure information
so people can find what they want, use it, and appreciate the experi-
ence. I became evangelical, and I began to teach more. I became an ad-
vocate for improving users’ understanding.
I appreciate the opportunity to work with others who envision clear

structure, fight for plain language, and devise ways to help humans.
I treasure moments of discovery when a student or client suddenly
sees the light. I recall a facilitating session where I worked with a team
exploring ways to put content online. I could tell one attendee was be-
coming frustrated when suddenly he exploded, “Oh, I get it—people
don’t want to sift through reams of detail to get to the information they
want!”
Chapter 1 109
A Teacher
Last semester I was introducing myself to my class on information ar-
chitecture and the user experience. Now beginning its 12th year, the
class is a place where Washington-area students can gather and explore
the field.
“I don’t always call myself an information architect,” I told students at

the beginning of class. Several stared at me in surprise.
“As information architects, we explore labels.” I offered. “If the label re-
fers to the specific analyses performed by user-experience professionals,
then the label doesn’t fit me.” (I’m no longer in the deliverable business.)
“But when the label is used to refer to someone who believes in making
the complex clear, then you’ll find I embrace the term passionately.”
I’ve now spent 15 years embracing, questioning, avoiding, and accept-

ing the label “information architect.” Fortunately, I remain passionate
about my work. I like teaching people to see—helping folks better un-
derstand the implications of information structure, sharing strategies
for helping others, and experiencing the inherent possibilities of good
information architecture.
It’s the kind of work I always wanted to do when I grew up.
Chapter 1 110
About the Author

Thom Haller, teacher, speaker, writer, and user advocate—teaches prin-
ciples of performance-based information architecture and usability.
Since 1998, Thom has taught classes on architecting usable Web and
Intranet sites. As a teacher, Thom enables students to structure infor-
mation so people can find it, use it, and appreciate the experience. A
noted speaker and facilitator, Thom is funny, passionate, and inclusive.
He creates change in organizations, infusing his optimism and showing
how we can make the complex clear.
For ten years (1998-2008), Thom led the information architecture con-
sultancy, Info.Design, Inc. He also served as Executive Director for the
Center for Plain Language.
Web: www.thomhaller.com
Twitter: thomhaller
Chapter 1 111
Jan Jursa
Information Architect
T-Systems Multimedia Solutions
Berlin, Germany
Building Arcs with
Wall-Hung Urinals
I’m no longer quite sure whether it was the summer of ‘99 or 2000, but
I still remember exactly that we were sitting in an old pub in Frankfurt.
I was just in the final throes of my biology studies, my thesis was almost
finished and I had been accepted to do doctoral research in Toronto.
I was virtually on my way over, and my buddies and I had come

together to celebrate my departure. A friend gave me a map of Toronto
that evening; I still have it, but I never made it to Toronto. Instead, I
moved to Berlin and became an information architect.
This is my short story of how I kept falling forward until I stopped,

looked back and connected the dots.
Frankfurt With Attitude

In 1999, I was working on my thesis at the renowned Max Planck
Institute (MPI) for Biophysics in Frankfurt. I was studying microbiology
and genetics and had decided to write my thesis somewhere or other
than at the Goethe University—which did seriously offend some of my
professors. To them it seemed like the university and its labs wouldn’t
be good enough for me. This, of course, was exactly what I was thinking
back then.
It was quite an effort to get accepted at the MPI but I simply wanted to
work with the best and learn from the best. There is a certain price you
have to pay if you cultivate such an attitude. Facing annoyed academics
during your oral examination, for example.
Chapter 1 114
Jan Jursa Building Arcs with Wall-Hung Urinals
Nevertheless, six months later I dumped all of it: great colleagues, inter-
esting studies, and the institute with its famous name.
When I started to work at MPI, I had only a vague idea of the World
Wide Web, let alone the Internet. Naturally, all of us already had e-mail
and we used search engines such as Yahoo or Northern Light, but the
Internet was still nowhere near as omnipresent as it is today.
We had computers to help us with our daily lab work, image processing
and research. The junior staff already had computer experience through
games such as Monkey Island, Day of the Tentacle or Myst (games that I
now have installed on my Nokia.)
For the subject of my thesis, I had chosen a membrane protein called

P2X7; I no longer know anything about it. In retrospect, the most im-
portant things I learned at that time in a high security laboratory in
Frankfurt were how to skim through scientific articles—and Photoshop.
Even nowadays hardly a day goes by without me using Photoshop. It

is a good tool to quickly compose images, to visualize a mood, or to
sketch ideas. It requires no great effort to become acquainted with the
software, and after a little practice, one has achieved a skill level that
Alan Cooper1 calls perpetual intermediate. Not a beginner anymore, but
stuck at a skill-level where you only know how to get around, doing the
stuff you always do, but you can’t be called an expert, though you prob-
ably think your skills rock like hell.
Adobe Photoshop was the first complex program with which I was
able to watch myself improving and, as a consequence, realize how my
demands on the program changed (something called the coevolution
of tasks and artefacts2). In his seminal book Usability Engineering Jakob
1. The Inmates Are Running the Asylum, by Alan Cooper

2. Carroll and Rosson, 1991, Deliberated evolution: Stalking the View
Chapter 1 115
Nielsen writes “Users will not stay the same. Using the system changes
the users, and as they change they will use the system in new ways.”
Years later, I learned that usable software should accompany a user’s
progress, enabling one to work efficiently at any level of proficiency3.
Efficiency and effectiveness are important attributes of usability.
Anyway, one day I handed in my thesis and all my studies were done. I
felt unexpectedly free. All at once, the path I had planned seemed to be
just one of many options, with alternatives as yet unknown. The good
thing is, if you don’t know where
you are going, any road will get If everything is open to challenge,
you there. Or was this part of it is best to start with yourself.
the problem? After all the time
at university, after all the years of education during which one learns
to follow well-trodden paths and supply spoon-fed answers, I suddenly
had the freedom to ask questions.
Well, if everything is open to challenge, it is best to start with yourself.

Was I really going to become a biologist? Me? Seriously? Having left my
lab with its clean rooms and sterile atmosphere I began breathing the
dirty city air again.
The problem was I’ve been touting about leaving Frankfurt for quite a
while. There was no way I could pull out now and simply stay where I
was—in my flat, near my gym and close friends. With Toronto I did her-
ald a phat destination though. Now I had to come up with something
similar. It felt impossible to settle with less. Bloody attitude.
Matcher in design space. Human-Computer Interaction 6)

3. In Design is the Problem, Nathan Shedroff puts it as follows: “Superior
systems should allow both novices and experts to work at their differ-
ent paces, providing tools for each to work at their level of proficiency.”
Chapter 1 116
I began looking for a new city. Where do you start with a task like this?
Well, I did start with “A”. Atlanta, Austin, Amsterdam ... Amsterdam!
Definitely a great city. What else was there? Barcelona, Berlin ... Berlin!
Hey, I even happened to speak the language. That was it. I decided to
move to Berlin and become ... err, well ... someone.
Flash
At school, I was editor in chief of the school magazine, drew comics and
wrote short stories. When I mentioned to a school friend in Frankfurt
that I had ended my career as a biologist, but didn’t yet know what to
do instead, he reminded me of my “creative schooldays” and suggested
I’d learn Macromedia Flash4. He himself had just dropped out of medi-
cal school to work as a Flash developer—instead of becoming a suc-
cessful surgeon, like his father and grandfather. (Actually, this led to
his parents kicking him out of home, which led to his girlfriend leaving
him, which led to a serious drinking problem, which led to some more
very bad habits. But in the end, he got everything sorted out and be-
came a successful Flash and PHP developer.)
His deductive logic did sound pretty sensible to me. I installed a 30-
day trial of Flash 4 and began to familiarize myself with this animation
software. A month later we were having a barbecue at some friend’s
backyard and I was practicing my new role as Flash “expert”. We had
cider and sausages. The latter was hanging out my mouth when I offi-
cially proclaimed I was going to Berlin to work as a Flash developer. My
friends were surprised, to say the least. Since the banger didn’t enhance
my pronunciation they assured themselves: “sorry, did you say Fresh or
Flesh?”
It was just 10 years after Berlin had become the new capital of a reunit-
ed Germany. Heretofore, I had never been to Berlin myself. In a faraway
4. Back then Flash was still owned by Macromedia. It’s Adobe Flash
nowadays.
Chapter 1 117
place called Silicon Valley, a bubble was bursting, and here in Frankfurt
some drunken biologists were making fun of me.
It was definitely time to move on.
Berlin
One morning, I threw my things in a rental car and drove off. I put my
Sinatra tape in and cranked up the audio. Start spreadin’ the news, I’m
leaving today. Why Berlin, again? Well, it’s the capital. I figured If I can
make it there, I’ll make it anywhere.
Luck favours the prepared mind, said Louis Pasteur and I am also very
reluctant to turn up somewhere unprepared. Prior to my departure
from Frankfurt, I had specifically approached a few people from Berlin
in an online forum, so as not to be completely alone in the city. I had
applied for various jobs and had bought two new books about Flash.
Barely a week in Berlin, I got an internship as a Flash developer in a

small up-and-coming agency. As the payment for a position like this is
generally not very high, I also worked on weekends, doing night shifts
in a nursing home. During the day, I animated digital stories, and at
night, I listened to stories told by old people. It was actually a pleasant
combination. The elderly are often outstanding storytellers.
A few months later, I was a full-time Flash designer and had left my
nursing home job and all those sweet grannies behind. Well, that’s how
it is when you’re on a journey. You face new people and turn away from
old friends.
At that time, Flash was only found on websites, somehow embedded

in HTML. I learned HTML in order to do a better job. At some point, I
realized that HTML was very closely associated with something called
CSS, and that it would look bad if I had no idea about it. So I learned
CSS as well. Meanwhile, Flash really started gaining ground, and its
Chapter 1 118
strange proprietary programming language was replaced by JavaScript.

So I learned JavaScript, too.
What is it they say? It’s not rocket science. These are all languages and
programs that are not incredibly difficult to understand. Hey, even an
ex-biologist can learn them. Seriously: how hard can that be? It’s just
one step after another, and sooner or later, you look back and think,
“Wow, did I get this far already?”
Usability
I had now been at the agency for three years. We had grown from 20 to
120 employees and I had become a front-end developer and no longer
merely their Flash monkey. Don’t get me wrong. I did love my job. I was
part of the Berlin Flash developer community. I had great colleagues
and a good boss—and there was always something new to learn: where
HTML and JavaScript are concerned, accessibility is not far away, espe-
cially when creating web pages for government bodies like we did back
then.
I got to know the subject and began to advise clients on accessibility.

It is only at a stone’s throw from accessibility to usability—and even
back then everyone thought usability was just great. At least in theory.
Although we didn’t exactly know what it meant in the context of web-
design, everyone thought highly of it—even the clients. Oh yes. And
all those websites—how much better they sold when they came with
build-in usability.
I started to get my head around the topic and read everything I could
find about it on the Web. The good thing about usability is that there
are guidelines to which one can refer to. By guidelines, I mean interna-
tional industry standards—we’re talking big guns here. I don’t mean a
top ten list that some blogger has hacked together to fulfil his weekly
link baiting quota. No, I’m talking about long texts with titles such as:
“Human-centred design processes for interactive systems” (ISO 13407),
Chapter 1 119
“Ergonomics of human-system interaction—Part 110: Dialogue princi-

ples” (ISO 9241-110) or “Ergonomics of human-system interaction—Part
151: Guidance on World Wide Web user interfaces” (ISO 9241-151).
These documents are absolutely worth reading, but they’re as dry as

they sound. I went to borrow them from a library.
A young librarian pointed to an old computer. “You’ll find everything

you are looking for in there,” she said.
I sat down in front of an awful monitor and stared helplessly at the

complicated user interface of the software. After ten minutes of unsuc-
cessful clicking around, I stood up resignedly and walked back to the
information desk.
“Could you help me, please? I don’t know what to do; I’d like to borrow
some usability standards, but I can’t use the program to find those stan-
dards ...”
“Oh. I’m afraid I can’t help you.” She shrugged her shoulders with indif-
ference. “I don’t know how it works, either. Try reading the manual.”
So I went back to the workstation and read the yellowed manual. At

one of the tables nearby, an old Turkish man sat reading a thick book.
The title on the cover said “HTML 4” in big, bold letters. I watched him
for a few minutes, intrigued. Then I reminded myself why I was here,
and turned to the manual.
Reading the manual really did help (who would have guessed?). I clicked
my way through the complex web of queries, alerts and meaningless
icons, and indeed, I was soon done.
“Finished already? Did you get it to work?” asked the librarian in

disbelief.
Chapter 1 120
“Yes,” I said and smiled. “It worked like a charm.”
I looked at her encouragingly and waited for a moment—was there per-

haps something she wanted to ask? But she had already returned to the
magazine she was reading. Consequently, I left and took my knowledge
with me.
One of the ISO standards I was looking for was the aforementioned
13407. In the evening, I was lying in bed, leafing through the pages,
when suddenly I looked at illustrations of urinals. “Those usability stan-
dards are even stranger than I thought,” I said to myself and leafed for-
ward. There were urinals everywhere. Almost on every page! “Wow, this
author must be really obsessed with those urinals,” I thought.
I realized my girlfriend was looking over my shoulder to see what I was

reading when she asked: „Are we getting a new bathroom, honey?”.
I flipped the document and looked closely at the cover. I had wanted a
copy of the ISO 13407 standard “Human-centred design processes for
interactive systems”, but instead, I had taken home the industry stan-
dard “Wall-hung urinals—Functional requirements and test methods”
(German version EN 13407).
Wow, that was a surprise! Sure, there is a certain human-centred aspect

around urinals and they probably can even count as interactive systems,
but somehow I couldn’t help but think I had taken the wrong document
home.
I looked at my girlfriend. “The urinal business is a tough one, but the

wall-hung ones do sell pretty well.” She looked at me in disbelieve.
“I bet we could make a living selling those to tourists visiting Berlin.

They could have images of places of interest printed on top of them,” I
suggested.
Chapter 1 121
She stared at me. “This is definitely the worst idea you had—this week.
This will never work. You will lose everything and we will have to live
on the street and eat junk like rats. Is that your plan, darling?”
“Aren’t you a little bit too pessimistic?” I asked and tried to score by cit-
ing Clint Eastwood: “If you think it’s going to rain, it will!”
She shrugged her shoulders “Predicting rain doesn’t count, building

arcs does.”5 She turned around, signalling the end of the discussion.
I remember staying up that night for quite some time. How could there
be two completely different standards with the same number? Slowly I
began reading. Hey, did you know that Europe has basically three types
of wall-hung urinals, and that they must be able to bear a load of one
kilonewton for one hour?
Information Architecture
On the lookout for conferences, I stumbled across TED and Richard
Saul Wurman. I was fascinated. In the evening I told my girlfriend
about it. She said, “Wurman? Wait a minute, I’ve got something for
you.” She went into the study of our small apartment and came back
with Richard Saul Wurman’s book, Information Anxiety 2. “Everywhere
I go, this girl is already there” I thought to myself. But I didn’t say
anything.
Richard Saul Wurman: here was someone who was devoted to making
complex things simple. Someone who said “The only way to communi-
cate is to understand what it is like not to understand.” I was intrigued.
I wanted to learn more about information architecture. I bought the

“polar bear” book by Lou Rosenfeld and Peter Morville. I read About
Face, by Alan Cooper and books with amusing titles, such as Don’t
5. “I violated the Noah rule: Predicting rain doesn’t count; building arks
does.“ (Warren Buffet)
Chapter 1 122
Make Me Think, Women, Fire and Dangerous Things and The Inmates
are Running the Asylum.” In Eric Reiss’ book6, I read about information
scent for the first time, and Erik Jonsson’s book explained why people
lose their way7. This was not dry reading. No, this was amazing stuff
and I wanted more of it.
In the end of 2004, I began once more to study: library and information
science. My friends shook their heads again. Why would a front-end de-
veloper care about dusty books? By that time, however, I had lost inter-
est in front-end development. No, interest is the wrong word; I had lost
my enthusiasm.
I began preaching the “Do IT with an Information Architect”8 gospel

in our office. But you know it’s pretty hard to get rid of a label. In our
company I was the front-end guy. It’s impossible to change roles with-
out a top-down by-in. A JavaScript developer who can do Flash and
CSS and even knows about accessibility is worth its weight in gold. I
did understand the business side of things. But fact was, my focus had
changed and first signs appeared on the horizon that there would not
be a vacancy for an information architect anytime soon. Not in that
company at least. I was looking for IA jobs but I didn’t get many. So I
looked elsewhere. There is always something to do for an information
architect—especially in the open source community or at communities
such as the Information Architecture Institute9.
6. Practical Information Architecture by Eric Reiss

7. Inner Navigation, by Erik Jonsson
8. See my DIWAIA Blog: http://diwaia.blogspot.com
9. The Information Architecture Institute (IAI) is a global organization
that supports individuals and organizations specializing in the design and
construction of shared information environments. (http://iainstitute.org/en/
about/our_mission.php)
Chapter 1 123
Seth Godin writes in his book Tribes: “It turns out that the people who
like their job the most, are also the ones who are doing the best work.
Making the greatest impact and changing the most”.
In 2006, I completed my studies and received a Master of Arts in

Library and Information Science. “Another pointless degree!” my
friends laughed. Who knows, maybe they had a point. But I believe a
degree is only pointless if you genuinely consider it to be the end of ev-
erything rather than the beginning of something.
“My next project will be whatever occurs to me” said Richard Saul
Wurman in an interview, and went on, “Anything you do should come
from your age, your ignorance, your curiosity. Think differently at dif-
ferent ages. “
Ignorant and curious? That’s me, or as the actor and comedian Steven
Wright once said: “Curiosity killed the cat, but for a while I was a
suspect.”
Though I’ve always preferred the journey to the destination, I’ve always
been quite reluctant to travel unprepared. “Invest in preparedness, not
in prediction”, advises author Nassim Nicholas Taleb10 and that’s what I
did.
Learning about genetics and organic information processing, learn-

ing Flash and HTML and CSS and JavaScript, having done accessibility
consulting and building websites adherent to usability standards and
having studied library and information science, I finally felt ready to
work full-time as an information architect. The more I had learned, the
more I realized what I didn’t know. I understood what it is like not to
understand.
10. The Black Swan by Nassim Nicholas Taleb
Chapter 1 124
In 2007 I felt my time had come. Again. It was time to move on. I want-
ed to help build our German IA and UX community. I wanted to meet
and connect with new people and learn from them as much as I could.
It was time to ram some piers into the ground and start building arcs.
Chapter 1 125
About the Author

Born in Prague, Jan Jursa has grown up in Germany and lives now in
Berlin. He works as an Information Architect for T-Systems Multimedia
Solutions, one of the leading companies for web-based solutions in
Germany.
Jan is a co-organizer of the German IA Conference (http://iakonferenz.

org) and Country Ambassador for the EuroIA Summit (http://www.eu-
roia.org). He is also the co-organizer of the Berlin IA Cocktail Hour and
the first European IA BarCamp called InfoCamp Berlin 2008.
Web: http://about.me/jan.jursa
Twitter: IATV
Chapter 1 126
Olga Revilla
Founder and UX Manager at Itákora
Madrid, Spain
From Consultancy
to Teaching
I had been invited to teach User Centred Design (UCD) at a university.
Being a 32-year-old User Experience (UX) consultant with a work ex-
perience of ten years, should be a great background for transmitting
my know-how to 19-year-old Design students. Suddenly, I realized that
most of my knowledge in the field has come from non-university meth-
ods: jobs, blogs, Internet references, books, etc.; all not very scientific
stuff for teaching at the university. So I started to research what was
taught in other places about UCD and found that very little was done
at universities. (Or public information was very difficult to find.) Then
I turned to the places where I had learned and noticed that this disci-
pline (I still don’t consider it a ‘science’) is mostly done by non-scientific
professionals of design, librarianship, engineering and hundreds of
other different backgrounds and profiles that had all given their “two
cents worth” based on their experience. So here are my “two cents
worth” based on my experience, what I learned and what I teach on my
courses.
Courses and More Courses

I grew up in Alcalá de Henares; a little city close to Madrid, Spain, so
when I started the Journalism Degree in Madrid, I couldn’t believe
there were so many people in the class that it was difficult to even find
a seat. Besides, the syllabuses were so antiquated that teachers merely
repeated their old, moth-eaten notes. My marks were not very good
that time, probably because I spent most of the classes in the computer
room, a place where you could try that new thing called ‘the Internet’.
It was 1996: I forgave the bandwidth (you could try a search at Altavista,
read a book page, and were still waiting for the results), and the limited
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Olga Revilla From Consultancy to Teaching
amount and diversity of content available. So, while my teachers were

insisting on some stupid stuff about Gutenberg, I was discovering the
real communication revolution on my own.
So here is the first thing I want to teach: critical self-reflection. Think by

yourself; do not let others decide what is interesting, even if they are
university professors.
As time went by, I saw clearly that my future was not going to be as a
journalist, but as an Internet-things-maker. I now cannot remember
how I did it, but I got a scholarship at a prestigious design institute. I
had previously taken some courses in Photoshop and Freehand at the
college, but this part-time, demanding Design Master taught me how
multidisciplinary a designer should be: programming, networks, sound
and so forth, although I did not see myself becoming a specialist in
any of them. When you have to manage a group of people it is critical
to know a little bit about your co-workers tasks. Therefore the second
message for my students is: learn the basics of related disciplines, as you
will find it easier to bear them in mind when you work in a group.
Despite my disappointment with that old-fashioned Journalism Degree,

I finished it and some years later I started taking e-learning doctoral
courses in Multimedia Engineering. This was my first contact with e-
learning. The first thing I learnt is that it is pretty easy to give up when
you learn through the Internet, especially if you don’t get the appro-
priate support. The lack of communication with teachers and other
students is not a barrier, it is the Chinese wall. Suitable content and
self-determination will lead me to read my PhD thesis hopefully in 2011,
which is eight years on from the beginning. The third competence I
would like my students to develop is: Perseverance, if the goal deserves it.
I could go on about my courses for much longer, but I will close this
section with my second master, also through a scholarship. This time
I was offered a Master in Ergonomics. Classes ran for a year, Friday
Chapter 1 129
evenings and Saturday all day. Actually, it was not a real Master in
Ergonomics, but in Workplace Risks Prevention, with three special-
izations: Ergonomics, Security and Health. Since in Spain there is no
university degree for Ergonomics, this was the closest way to study it
with an official certificate. I finally got the Ergonomics and Security
diplomas, and ruled out Health because I didn’t like at all the chemis-
try lessons, nor did I want to work in that field. Indeed, I didn’t want
to be a Risk Prevention Specialist either, I just wanted to learn about
Ergonomics to know how to design better products. Despite this great
effort of learning many rules, I learned very little about what I wanted,
namely, why these rules were like they were. Maybe I should have tried
to look for that knowledge abroad, but I preferred to waste one year on
this course just because it was held nearby. So my fourth piece of advice
is: Grab the knowledge wherever it is.
Jobs and More Jobs

As you will have noticed by now, I am a restless person and this shows
in my life as well. As far as I can remember, I always worked in two
or three places at the same time. In fact, I got once rejected for that
reason, because they did not believe that I had been able to do all the
things I had written in my resume. In order not to bore you, I will select
the most relevant jobs and group them into three categories: product
selling, design and 100% UX.
Product Selling
My first job opportunity was at a hardware and software trade fair,
specifically at a stand for video-games. I taught the users how to play.
There were some islands with different games, and I was in charge of
the island with a racing-cars game and a graphic adventure one. I was
still at the university and did not know much about the multimedia
market. They gave us a half-day training on their products. The com-
pany was at the top of the market, so people came to the stand very
quickly. The favourite was the racing-cars island and I had to control
how long people played the game and not to show them how it worked.
Chapter 1 130
They learned it instantly. On the other hand, nobody in the seven days
showed any interest in the graphic adventure game. The company
recognised this issue and they never launched it. Which was a pity, as
I tried it for testing and it looked really nice: fine graphics, good story
and so on. On the other hand, the car game had the poorest graphics,
but better acceptance. I learned that sacrificing a quality product in order
to promote the profitable one is daily bread.
During the summer holidays I worked in several places to get some cash
for travelling. One of the jobs I will never forget is as tele-operator for
different companies. My first call centre experience was in a big tele-
communication company, receiving orders and complaints, as well as
jokes. The week after I joined, the company launched the first Internet
flat rate in Spain, and calls skyrocketed. I was lucky to have received
a one-week training, because during that week many, many new col-
leagues joined, getting only a 3-hour course. The intranet we managed
was really difficult to use, and I did not want to be in their shoes, and,
even worse, in the customers’ shoes. Besides, we were encouraged to
spend as little time as possible on each call. Therefore, the service qual-
ity drastically dropped. At first, calls were 85% orders and 15% com-
plaints. Then, 50% orders, 50% complaints. Finally, 40% orders and 60%
complaints about the bad service, many of them people who had not
been told the complete information on the product—just because the
company considered it a waste of time. I learned that quality involves
time, which entails time to listen and talk to the customer, and time to
train the staff.
Design
I finished at the university on June 15, 2001 and started to work just
seven days later. Flash 5 was on vogue, and an e-learning company
needed many graphic designers to develop their courses. I was taught
Flash 4 in my Multimedia Master, so I passed the entrance exam easily.
But then, when faced with the white screen, I found out that I had no
idea about graphic design. I could use the tools easily, but my sense and
Chapter 1 131
sensibility for art was missing. Fortunately, I was a stagier and at the be-
ginning, copy-and-paste was my first duty. During the 13 months I was
there, I received several courses on learnability and simplicity in design;
I accumulated tasks and gained experience in design from the begin-
ning to the final product. I was supposed to be a Flash designer, but I
also was doing Information Architecture, a concept I had previously not
even heard of.
It was a really nice job but the Internet crash made the company tee-
ter, many co-workers were fired, and everybody started to abandon
the ship. Six months after I left, the company shut down. It was a pity.
Bandwidth in Spain was not ready at that time for the challenges of
e-learning. Besides, e-learning was still taking small inroads into com-
panies, but I learned that art was not the most important thing in graphic
design, but communication. Good for me, as I still have problems identi-
fying the best colour-matches, but not to identify what my users need.
I joined a website-making company. When I say “website-maker”, that

was my job, because it was just the boss and I, no one else. He con-
tacted the customers and obtained the projects, and I developed them.
“The webmaster”, was how I was introduced. I learned all the tasks in
the process, and found out that planning the websites was really more
interesting than fighting against PERL. But the best thing about this
company was the very different kinds of projects we did: newspapers,
marketplaces, intranets, extranets, public websites, and so forth. I fo-
cused on usability issues of small websites, and realized that I really
wanted to work in that field. I was OK at my job, but if I wanted to get
deeper in UX, change was a must.
So my real UX experience starts here.
100% UX
Maybe this sounds familiar to you: a big company buys an expensive
intranet. One year later, they realize it is not being used by anyone in
Chapter 1 132
the company. Someone has to justify the expense, so a group of people

gets hired to enhance the software. Two years after that decision, the
intranet has become an essential part of the company. I was part of that
group. I was hired to do graphic design stuff, but I took advantage of my
knowledge in usability to improve the intranet and measure improve-
ments. Contextual inquiry and guerrilla techniques were the norm, and
I learned everything from reading books and websites, as nobody taught
that stuff at that time. I did not even know the name of the techniques,
just researched and proposed changes. However this was my first ex-
perience in working in a team, like a gear assembly where everyone
depended on someone else. Every decision, even the most insignificant
one, had a repercussion on my co-workers’ tasks and times. I could not
just ask for everything users needed, but only realistic things, to adjust the
budget, resources and time. At first it was frustrating not to be able to do
everything, and even to think that what we were doing was insufficient
to raise the intranet from the dead. Nevertheless a gradual improve-
ment was made day by day, and when we did the first-year report and
summarized what we had done, we became aware of the big changes in
the intranet by comparing screenshots from the initial point to the cur-
rent one—it was really amazing.
Design work was finished by the time I was offered a new job. The proj-
ect was more interesting, and I felt change was mandatory the day I
wondered if I had to learn UNIX to do a better job.
So I joined a great corporation to re-design one of the biggest public

websites in Spain. My duties were a little bit of everything with a strong
focus on accessibility. For a year,
I worked with a great team and a You cannot be at all the meetings
great client, but the law in Spain where your design is going to be
is: politics are slow. Although judged, so your design should
we did it as fast as possible, any speak for itself.
proposal or design had to be ap-
proved by at least five people. You cannot be at all the meetings where
Chapter 1 133
your design is going to be judged, so your design should speak for itself
and any decision should be accompanied by the reasons for taking that
decision. Technical knowledge is mandatory, but also strong communica-
tion skills are needed, both written and spoken. One year after leaving, the
re-design was published.
Meanwhile, I got my second job for a big corporation—so huge; that in

the NDA I signed I was almost forbidden to say I was working for them.
Many people say “Wow, you’ve worked for ‘The Company’” and ask
for more information about what it was like. I feel that I deceive them
when I say I worked for a consultancy firm. I never actually stepped
into the famous headquarters as my job was purely mechanical on “The
Company” online interface. Indeed, the interface was so poor that the
mechanical job became full of repetitive stress pain. I proposed some
changes in the interface to improve it, but “The Company’s” response
was zero. Deceived by this behaviour and with pain in my hands, I re-
duced my involvement to the minimum until the end of the project. I
learnt not to be impressed by the name of a company you are working for;
they are just another group of people looking for money. Instead look for
good projects, no matter what company.
My next job was for a small company, where I thought the same was not
going to happen again—and I was right. In this company it was quality
over quantity, and we even got free cake on Fridays! I was hired to pro-
vide support on accessibility for some big companies, but I also did my
best information architecture and usability reports there. I had finally
escaped from the technical issues and even the code, and was complete-
ly focused on user experience, as I had always wanted. But numbers
were not good, and we, four co-workers and I, knew it for sure the day
we were fired. Maybe I was too idealistic about that “user experience”
stuff, putting the user in the centre of everything. The last jobs showed
me the importance of profitability for every company, no matter what
size. So with that clearly in mind I faced my job search differently. My
priority is still working on interesting projects about user experience,
Chapter 1 134
but from that moment on, I became a freelance professional. It has its
pros and cons, like the certitude of being completely alone, but it also
has the reward of being free to accept or reject projects.
And that’s the way I have worked until now.
Breaking the Fourth Wall For the First Time

About three years after starting to work as a designer for different com-
panies, I was offered my first opportunity to become a teacher. A friend
of mine was teaching Multimedia and needed a couple of weeks for
personal issues, so she recommended me to cover for her. At first I was
really frightened about what kind of questions I was going to be asked.
I was still a junior and I did not attend meetings without the support of
a senior consultant. But this time there wasn’t a net. It was going to be
five days of Mambo CMS use.
I studied a lot, prepared some nice PowerPoint slides and downloaded

a video-tutorial from YouTube with the same lesson I was going to give.
When I got into the classroom, the students were checking their email.
“They have good internet skills” I quickly figured out, “they are going
to be a hard audience.” I introduced myself and asked them to do the
same. Their profiles were very different: from 50-year-old housewives
to 19-year-old chemistry university students. “Maybe they are too differ-
ent for this course” I thought. Then I started my presentation. “Mambo
is a system to manage contents on your websites”. Suddenly, the first
hand rose. “Do we have to know how to code?” Strange question as in
the syllabus of the course, no coding skills were asked. “No, don’t worry
about coding, it is not needed.” I continued my speech, “We use Mambo
to create complex websites with no need of coding.” Another person
raised her hand: “But you have just said that it is for managing content
on websites, not for creating websites.” Another person pointed out
“But to create websites you need to code a lot!” A third person took part
“I don’t want to code, it is very difficult!” Damn! What kind of students
did I have? A rebellion after two sentences? I stopped the lesson and
Chapter 1 135
asked them why they attended that course and what they expected of
it. It was then that I realized that their knowledge about the Internet
was worse than I had previously considered. And they were scared.
More than me, probably. Apart from emailing and googling, they knew
nothing about the Internet. I was really surprised by their response. So
I relaxed and calmed them down. I gave one third of the lessons I had
prepared, but fulfilled all their expectations.
This first experience in teaching taught me to know your users as early

as possible, so you can adapt your actions, contents and speech from the
beginning. Because they are probably different from you.
Once I had overcome my fear, I decided to give personal lessons on

design. I had time and needed some extra cash. I put adverts on several
websites and the calls came at once. I selected five students and started
the lessons. They were very different (Photoshop, HTML, Flash etc.) but
their main goal was to pass an exam. In fact, they didn’t want to learn,
but to pass an exam. They already had the books and tutorials, but
wanted someone make it easier, because “books have many words; they
are very difficult.” Although my fees were not low, those people were
willing to pay for things that they could obtain for free with just a little
of interest. In other words: people will pay you, if you can make their life
easier.
Some years later I thought it was time to give back some knowledge
to the Design community. Most of the things I know now come from
library books, courses with scholarships and free tutorials on the
Internet. I proposed to organize a free course on usability with the
Cadius group in Madrid—Cadius is a Spanish speaking community
of professionals from the fields of interaction design, usability and
information architecture. About 30 people told me they wanted to col-
laborate in the organization, but finally only a bunch of them kept their
word. We joined a non-profit conference series about science that is
held in Madrid every year. We did this conference for two consecutive
Chapter 1 136
years and had a great time. In the second year we changed the focus of
the lectures, in order not to repeat ourselves. The third year everybody
was very busy (I was the very first one) and stopped organising confer-
ences. We did it just because we wanted to, no money was involved, but
it rewarded us with far more than we had given. For example, review-
ing the videos recorded at the conferences, I found myself repeating a
pet word. Although I have practiced at home, and my script was rid of
this word, I could count more than 20 uses in just five minutes! Beside
that I had changed some examples on the fly, and I still do not know
why. Maybe I was too nervous to follow the script or had not practised
enough. Anyway, people were happy and learned a little bit about User
Experience. Probably they did not spot the pet word or the change in
the examples. They really appreciated our effort. This taught me that it
does not matter if you make little mistakes if the overall satisfaction is
good. People forgive little lapses, especially when things are good, free and
presented with enthusiasm.
So, here I was, able to speak about UX in front of other professional

colleagues and university professors, as well as people who know noth-
ing and have low expectations. So the next step could only be in one
direction—try it abroad. It can be very easy to say but not to do. I was
a young Spanish girl, with some UX skills and some contacts in the
Spanish community. But I knew hardly anything about people abroad.
The only thing I was sure of was that I had to speak English. I had taken
lessons for years, but when I started at the university, I gave them up to
enrol in French lessons. Ten years later, I needed to speak English again
and I found it very difficult! A Spaniards’ level of English is traditionally
quite poor. Only written skills are learnt in school, and the oral part is
practically symbolic, so I downloaded tons of English movies (thanks
P2P!). First it was really difficult to follow the storyline, even with sub-
titles, and five years later, I still need them sometimes.
My first international conference was in Beijing in 2007, but only as a

delegate. There, I realized that my spoken English was not so bad; in
Chapter 1 137
fact it was much better than that of some of the lecturers. So I plucked
up courage and tried my first shot. The conference was in Austria, and I
spoke about my doctoral research. I felt terribly nervous, but I knew the
subject, had practised a lot and had some slides to support my speech in
case I was blocked. But one thing happened that I couldn’t foresee. My
low-cost flight had landed so quickly that my ears were blocked; I could
not hear anything for three days unless it was shouted! The worst thing
was that I noticed it during the question time of my presentation. So I
gave my lecture with few language difficulties, but when people raised
their hands to ask questions, I entered into panic mode. I could not un-
derstand a word they said and continuously asked them to repeat their
question in a clearer way! I became more and more nervous and finally
had to leave the platform without answering anyone, feeling like an
idiot. But, at the same time, I felt liberated as it could not get any worse.
This was the worst scenario I have ever imagined in communicating in
English. So from that moment on, everything could only get better. I
got rid of my complex and practised my English diligently. There is still
plenty of room for improvement, but if I hadn’t dared that first time, I
would probably have missed a lot of opportunities, including writing this
text now.
So, What Do I Teach Now?

Until now, I have enunciated some big value statements, but nothing
about the content of the course. If you are reading this book you will
probably know all the lessons, but here is how my background affects
my teaching. I have summarized it into four big concepts.
It’s Your Life, It’s Your Decision

With the Bologna reform, exams are not the way to evaluate. In my
case, the students have to work throughout the semester at the rede-
sign of a product with the UCD methodology. Although attendance
is requested at the university, I let the students do what they want. To
keep them at the class, my lectures are like a “Lost” episode—much in-
Chapter 1 138
formation, in an amusing way, but if they miss one, they will probably
have problems to understand the whole subject.
To solve this potential issue, I mix the UCD theory and practice with an
introduction about different, related disciplines, like information archi-
tecture, usability or ergonomics. If they miss one lesson, they have my
slideshows on the e-learning platform and I provide basic bibliography,
links and videos.
I can be flexible with the attendance, but I am not with their deliver-
ables, as it is the only way to evaluate them. Probably those who attend
will get better scores, but it is their choice.
Open Your Horizon

To complement my explanations, I use YouTube, comics or visits to ar-
chaeological museums. Knowledge is not only in Wikipedia. Books at
the old library are also recommended as a source.
Also, I insist that my students have to try to speak English. No matter

what their level or their mistakes, it is better to try as early as possible.
Knowledge is available out there, and we cannot close our minds just
because it is not in a formal way or in our own language. They have to
dare, so they will not miss any opportunity.
You Are a Communicator

Design work is 50% communication (what you want to say) and 50%
art (how you say it). There are plenty of subjects in the grade about art,
so I focus on the first one. Moreover, 50% of our time is design and the
other 50% is convincing others that your design is good, so I try to im-
prove their communication skills both in oral presentations and written
deliverables.
As you can imagine, simplicity, ease and user needs are stressed in the
syllabus, and their redesign must reflect these concepts. Beside, all the
Chapter 1 139
deliverables related to the redesign must also follow these guidelines, as

I want them to kill the myth of “Usability professionals make un-usable
documentation”, from the very beginning.
Design Is a Profession
User Experience is not only about the user, but also about how compa-
nies benefit through design. Organizations, even charity associations,
want to maximize the productivity of their actions. So the designer
must also look for that profit, both for the company you are working
for, and for the client of that company.
To get this, they must learn to:
1. Adjust the budget, resources and time to the reality; do not try to
implement everything users, or clients, want or need. Be realistic.
2. Calculate (and communicate) the profitability of your design.
3. Consider sacrificing a quality product in order to promote a prof-

itable one.
4. If you want a quality product, it will take time (and time is money,
so return to point 1).
I know this may hurt the artist’s heart we have inside us, but this is
what the real world is like.
Chapter 1 140
About the Author

Olga Revilla holds a Degree in Journalism and a Master in Multimedia
and Internet. Besides, she is a Graduate in Ergonomics and now she‘s
researching on her PhD in Multimedia Engineering.
Meanwhile she manages the UX department of an Engineering

Company and has her own business ‘Itákora’ where Olga thinks, de-
signs, tests and audits interfaces.
In her spare time Olga plays basketball, draws and takes long walks with
her dog.
Web: www.itakora.com
Twitter: itakora
Linkedin: http://www.linkedin.com/in/itakora
Chapter 1 141
Sameer Chavan
Chief Interaction Designer and Researcher
Seoul, South Korea
A Journey from
Machine Design to
Software Design
How It Began
I come from Sangli, a small town in central India, famous for sugar
manufacturing and a large temple of Lord Ganesha. My family and I
lived in sugar factory campus housing until I completed my engineer-
ing degree. I used to sit on the back of big trucks loaded with sugar
cane, chewing on the sweet canes. My father worked as a chief engineer
for, then, Asia’s largest sugar factory for 30 years, until his retirement. I
cannot imagine working for the same company for three decades. I cer-
tainly can’t.
In 1991, mechanical engineering was the favorite course at every en-

gineering college in India, and it was the subject I chose for my 4-year
bachelor degree, too. A mechanical engineer himself, my father always
urged me to improve my skills in managing big machines and shop
floor workers. During my internship at the Cummins Company, I was
fascinated by the unbelievably huge diesel engines manufactured for
ships and mining haul trucks.
The 1990s were the era of mechanical engineering; this was every
student’s aspiration in India. Unlike the multiple solutions of Human-
Computer Interaction (HCI), mechanical design aims to identify the
single optimum solution that is efficient, low-cost and easy to manufac-
ture. In software design, you can afford to make mistakes and then re-
lease a patch to fix it. In mechanical engineering, however, a design flaw
Chapter 1 144
Sameer Chavan A Journey from Machine Design to Software Design
can result in huge costs, for example, of replacing a metal die and modi-
fying manufacturing lines. Or in other words, you cannot release a car
without a steering wheel and say it will be available in the next version.
During my engineering course, I learned how to design car compo-

nents, such as gearboxes, transmissions, and pumps, following well-
established mechanical design
principles. These were based on You cannot release a car with-
the idea that “form follows func- out a steering wheel and say
tion”, just like early design think- it will be available in the next
ing at the German Bauhaus design version.
school. As a mechanical engineer,
I have always believed in the beauty of engineering-based design. It’s
no-nonsense design. Look at fighter aircraft, for instance; their shape is
determined purely by function, but at the same time, they are machines
of real beauty.
Software engineering history started comparatively recently; it has been

around since maybe 1940, or less than 75 years. Mechanical engineering,
however, emerged way back, in the time of Archimedes (287-212 BC),
with Heron of Alexandria deeply influencing mechanics. Software engi-
neering still has a long way to go.
Automobiles: Field of Glamour

After completing my mechanical engineering course in 1995, I was cam-
pus picked by a famous Automotive Company, who primarily manu-
factured SUVs for the civilian market and the military in India. The
company was located in the beautiful city of Nashik, some 400 km from
my hometown. Nashik is surrounded by lush green mountains and is
famous for its vineyards and wine making—the Napa Valley of India.
The epic Ramayana mentions Lord Rama’s visit to Nashik, and there are
many Rama temples in the area.
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Being fascinated with design, I opted for the R&D department. I worked
at the CAD center, where I first encountered high-end, 21-inch colour
SGI & HP workstations. Using 3D modeling software such as CATIA
and IDEAS, I made 3D engineering models of automobile parts and per-
formed CAE (computer-aided engineering) stress analyses. At the same
time, I used computers with black-and-white 15-inch monitors, working
with dBASE and FoxPro via a command-line interface—no mouse.
A year later, we got our first colour monitors and Microsoft Office-
equipped desktop computers. Each team shared just one computer and
we used to line up to see what Word, Excel and PowerPoint were about.
I remember being highly fascinated with MS Word’s formatting capa-
bilities, compared with my old WordStar program. We got special train-
ing in MS Office but we still had no idea which program to use for what
task. Because we liked Excel, most of our documents were spreadsheets.
Nobody talked about usability back then, as we had assumed that we
were the ones who lacked the skills. No one talked about ease of use;
instead we tried to adapt ourselves to the software.
Another interesting point to mention is that we didn’t have email mes-

saging at this automotive company. However, we did have inbox and
outbox trays. We wrote notes on pieces of paper and the office boy used
to deliver them to different people every day, according to the names on
the notes. We could also send an attachment, such as a brochure, with
the document itself. It’s what I call “physical and tangible email”. We
were able to communicate with each other and work together in those
days, so I sometimes wonder about how the arrival of email has really
affected our lives. It has made everyone busy and waste a lot of poten-
tially productive time with typing and reading. Sometimes I feel there is
over-communication in general.
At the end of my second year at this company, I was shifted from CAD
to prototyping in a management position. This is where I fulfilled my
father’s dream, heading a team of 12 sheet metal craftsmen in an R&D
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prototyping shop. We made concept SUVs (prototype trucks) based

on design sketches. It was the first time I really wondered where the
design sketches came from and who had created them. What kind of
skills did such people have? Were they engineers, architects, artists or
painters? Then I found out about industrial design and the top design
college in India, the Industrial Design Centre (IDC), Indian Institute
of Technology (IIT), in Mumbai. Because I liked to sketch out my ideas
too, I decided to leave a good job and pursue further education in
design.
Adapt Engineering Design For Human Use: Industrial Design!

In 1997, I enrolled for a two-year Master’s course in industrial design at
IIT Mumbai. Mumbai City is the financial capital of India and is also fa-
mous as a location for many Bollywood movies. The city is a mixture of
LA and Washington, but the city architecture is British Victorian style.
Compared with software design, industrial design was very popular

in India and it resulted in good placements for students with compa-
nies such as Tata Motors, Philips, Suzuki, etc. Software companies like
Microsoft, Yahoo, IBM, and Oracle didn’t recruit HCI designers in India
at that time, probably because nobody knew about HCI in Indian in-
dustry and schools then. Being a mechanical engineer and having previ-
ously worked in automobile R&D, I opted for industrial design with the
goal of going back to an automotive company as a car designer. I loved
cars. Many design trends were set in automobiles rather than the com-
puter industry. It was more glamorous and visible than HCI.
It was at the Industrial Design School that I first heard of the internet
and email. We used TELNET to send college emails. Email was a DOS
program back then, with no graphical interface, just text and attach-
ments. The Internet was very slow and images were banned. It is so
weird to remember how we surfed the web without images, just text.
What was the reason for the image ban? Most students were trying to
view pictures, download movies and play games, however bandwidth
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was limited and expensive. Today, this is history. Everyone has their
own laptop and network connection. In those days, search engines like
Yahoo or AltaVista were very popular, and by the end of 1999, we all had
free email accounts with Yahoo and Hotmail.
Designing Bikes in Italy

Just after completing my Master’s thesis in industrial design in India, I
was given the chance to work in Italy at Centro Stile Piaggio, designing
scooters. Piaggio itself is located in Pontedera, close to Pisa.
It was my first time outside India. It was good to work with the Italian
designer of the Vespa ET4. I realized that everyone was a hardcore in-
dustrial designer there, that is to say, purely design-oriented and not
technology-savvy. The designers didn’t use computer software for 3D
modeling and engineering. They worked with pen and paper only. In
India, a designer does everything.
In Italy, we used to debate each curve of a scooter sketch, think about

each and every line and why it should be that way. Haha, I learned to
be more detail-oriented. I began to realize that design is my passion. I
came to see that everyone in Italy is a designer and art lover. The waiter
in my hotel made wooden key chains; he gave me one as a gift.
My First Website
I came back to India and joined India’s top Scooter company in Pune
as an industrial designer. Pune is like Detroit. There are three big au-
tomobile companies here. It is also called the Cambridge of India as it
has many colleges. At the scooter company, I created designs for bikes
and three-wheeled rickshaws. For the first time, I used the Power Mac
and SGI workstations. I noticed that on the Mac, in order to remove a
floppy disk, I needed to drag the floppy icon and drop it on the trash-
can. I was afraid to do so because I thought this would delete all my
contents on that disk. This is one example of bad metaphors that Apple
had used.
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Metaphors are great if used in the right way. We humans always relate
our past learnings to new situations and objects; we generate precon-
ceived notions of how things work. They form our mental model of
every object we see. Our experiences from the physical world can be
used to speed up the learning curve and accelerate interaction with
software interfaces, but not all physical metaphors may make sense
or may be applicable to the software world. The main reason is that
software cannot convey various properties such as the sense of weight,
smell, or touch from the physical world. We have managed to imple-
ment sound, for example we use the metaphor of an SLR camera shut-
ter sound for digital cameras. But keypads on touch screen mobile
phones are still in early stage, though I know many mobile companies
are working to create a tactile effect for keypads on touch screens using
vibrations or static currents. Another unusable metaphor I always see
is rotating the volume knob using a mouse on a lot of mp3 player soft-
ware. This is difficult to realize using current input techniques. A sim-
ple slider is always better for volume settings.
At our Scooter company, designers had exclusive access to internet. I

started wondering how websites were made and decided to learn more.
Yes, and HTML. I bought a few books on HTML, the Internet, and Web
Design. The next question that arose was where to get a domain name
from. Back then, ‘Network Solutions Inc’ was the only company that
registered domains in India. By that time I had also received my first
credit card, so in an attempt to check if the card worked online, I regis-
tered my domain, sameerchavan.com, in 1999.
My website had a black background colour. As the internet speed was

slow, the site first showed a blank black page. My friends were worried
whether the url they called up was my site or some porn because most
porn sites had black backgrounds, even back then. When they told me
about this, I immediately changed the background to white. When I up-
dated my site, I had to take my files on 1.44 MB floppies to a cyber cafe
to upload them to a server. And to upload 1MB of files, I had to take a
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cup of tea somewhere and come back later to the internet cafe. It took
that long.
From Industrial- to Interaction Design

One of my friends (an industrial designer) from our team at Scooter
Company got a job in a software company as a human factors engineer.
We all wondered what that meant and what the heck he would do in
an IT company without JAVA or C++. He explained to us that he would
be reviewing websites and giving his expert opinion. This is called a
heuristic review. So that’s what it was! And he was paid four times the
salary compared with what we received at Bajaj Auto. This was the
most amazing part. And believe me, within eight months,three more
industrial designers joined IT or software companies with some fancy
designations.
This was also the time of the Y2K problem and the dotcom boom.
Everyone in Silicon Valley with a business plan had started up a ven-
ture-funded company with a sales office in the US and a development
office in India. It was the time when so many software companies
began coming to India and they needed people to work on the front
end, whether you called it interaction design or visual design. The in-
dustrial designers were the most obvious choice to get hired, because
India didn’t have interaction design or HCI or HF courses at that time.
Since we had studied ergonomics, visual design, cognitive psychology
and user research, we were getting hired by these companies. And yes,
at four to five times the salary. I visited the popular IT job fairs in 1999
and 2000 and was horrified to see how 4,000 to 5,000 candidates lined
up in front of hotels where these IT companies would interview them
and give them on-the-spot offers. My heart didn’t agree with joining the
queue of those 5,000 candidates. I felt I was not that desperate.
I applied directly to a Telecom IT company and fortunately got hired as

one of the founding HCI team members. We all were industrial design-
ers and our head was also an industrial designer who was working in IT
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networking. He had spent most of his career in the software industry

rather than practicing industrial design. He had realized that an HCI
department was needed in his company and had convinced his manage-
ment to set up this HCI team. So we were hired and that’s how I came
to the HCI field.
What to Call It—HCI, User Experience Or Usability?

Back in those days, “Human Computer Interaction” or HCI sounded
more like engineering and it was an interesting term. It conjured up
images of some sort of robotic science. It was respectable. I have seen
in different companies that the department name is somehow related
to its relevance to the company. For example, at this Telecom IT com-
pany, we called ourselves the ”User Interactions Group”, because we
were trying to explain what we did, namely ‘designing user interactions’.
At PLM, the next technology-oriented company I worked for, the HCI
team was called ”Usability Engineering Group”, as it placed us on a
par with other engineering teams. Engineers were highly valued there.
At Enterprise Web Company, the HCI team was designing the overall
experience in CRM, HR, Financial applications. So it was referred to
as the ”User Experience Group”. Also, at an internet company we de-
cided to call ourselves the “User Experience team”, as it was all about
users’ internet experience. Most Indian service companies used terms
like ”Customer Experience Group”, “User Experience Management” or
”Unified Experience and Knowledge Solutions”. Maybe they want to
impress their client first. Here in Korea, where I am right now, at a large
telecommunications company, we call it HCI again, as it is a technolo-
gy-oriented company. It will be interesting to see how different compa-
nies coin different names for departments to justify their existence and
to align them with the company business. As far as UX job titles go, that
is another big story ...
User-Centered Design: What’s the Fuss?

In the last five to eight years, I have noticed that many product design
firms have started calling themselves “user-centered product design”
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firms or they boldly write “user-centered design” on their website. Why

this sudden change in strategy? Was it be because they never thought
of users while designing before? Or, if you don’t mention UCD, does
that mean, you are not following a user-centered design process? This
strikes me as very strange. Industrial
or mechanical design has always been If you don’t mention UCD,
design for the user. It was only the does that mean, you are not
software industry that started out as following a user-centered
technology-oriented business first and design process?
user-oriented next. As the technology
side became saturated and matured, the same folks who at first were
into technology now began to shout “user first” and to popularize UCD.
Now the situation presents itself like this: If others don’t talk about
UCD, they are considered bad designers or bad design companies. I
think that UX has become a buzzword used by companies trying mainly
to differentiate from their competitors.
Evangelizing Usability
As a member of the founding HCI team of this Telecom IT company,
I didn’t have much of an idea of what usability really was, nor did our
team. But we were all familiar with the industrial design process, its
methods and techniques. So we started reading lots of books on HCI.
The most famous ones were Jakob Nielson’s Usability Engineering
and Alan Cooper’s About Face. We then called ourselves the “User
Interactions Design Group” (UID). The engineers in the company
also had no idea what our team was and what we were doing, so we
started to conduct trainings. We taught software developers about
heuristics, GUI form design and user research. In case you haven’t no-
ticed, Pressman did not include much about usability in his Software
Engineering book. I wonder why software engineering didn’t emphasize
usability. They do mention use-cases and requirement gathering in the
book, but there is no section on UI standards.
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We gave away free copies of HCI books to different development teams.

We even held competitions to spot the design problem. Slowly, the de-
velopment teams started asking us for actual visual design and images.
So we had to hire visual designers. In India, people with education in
BFA (Bachelor in Fine Art) would take up software Graphic designer
roles. Back then, their educational course didn’t included software engi-
neering and UX . So these people where less conversant with UCD. We
had to train the graphic designers to think in terms of usability. Later,
we also found that the development team was not able to code based on
our visual specifications. So we had to hire a few UI developers. They
were experts in optimizing HTML, CSS, JavaScript, etc. So our HCI
department grew from a bunch of interaction designers to also include
graphic designers and UI developers. Later, we even hired usability en-
gineers to do user testing. A HCI team in a company should be a mix of
people with different skills and educations.
No One Pays For Usability

This Telecom IT company was a software service provider where a
deal was closed by the sales team, and they never factored in usability
as time and money. It was always really just about understanding cli-
ent requirements and then proceeding directly to the development
stage. Where was the time for interaction design, usability testing
and research? Moreover, clients were not ready to pay for this ‘service’
separately. Historically, product companies had HCI teams. Service
providers were focused on high profit margins with minimum time
and resources, so we never had a proper usability lab or a user research
team. But we did manage to do a little bit of both. The scene has
changed now, as service companies do plan for separate budgets and
resources. Why? Because the HCI teams in India have put a great effort
into convincing first their management and then their clients that user
experience does not come by accident. It is not something you do at
the end of a process or in your spare time. You need to design for better
experience right from the beginning. And it does not come free. Also,
because of many websites such as flight and hotel booking sites, as well
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as Google and Yahoo, users now understand what good design is. They
can compare and tell whether your design is good or bad. Clients, too,
have realized this. Competition is tight. All this has led to the develop-
ment of HCI teams in Indian IT service companies. On the other hand,
HCI was not that difficult to realize at product companies. The HCI
teams in US product companies insisted on setting up HCI teams in
their Indian subsidiaries. When I stared in 1999, only two or three com-
panies had UI teams. But now, in 2010, every company has a separate
UI team.
Everyone Knows Usability

In 2002, I started working for PLM. They already had a good HCI team
in the US and I was the first UX designer to be hired in India. The inter-
viewing manager asked me whether I knew what the abbreviation UCD
meant. Wow! That was it. I was hired. The hiring manager was so glad
that I knew UCD. Ha!
We had a proper usability lab and also remote usability testing equip-
ment. I did my first ethnographic study (contextual enquiry) in
Cambridge, UK at a client’s location. I observed shop floor engineers
entering part numbers into our system. I saw how they multitasked
using other software, as our product lacked some features. It was also
the first time I was part of a remote usability team. My manager was
also a UPA chapter head in Minneapolis, and that’s how I came to know
about UPA and SIGCHI.
Enterprise Web Applications

In 2004, I began working for this US top Enterprise Web Application
company; I was the first person they hired in India. I was instrumental
in setting up their HCI team and the first usability lab forIndia. I moni-
tored the construction of the lab from ordering ergonomic chairs to
buying a one-way mirror. The setting up of our team coincided with
the move to a new building and we made sure that the usability lab was
on the ground floor and easily accessible as soon as you entered the
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building. Firstly, we wanted to show everyone who came to visit our

company that we did user testing and secondly, we didn’t want to have
test participants walking around the building too much.
I was quite amazed to see how our Web UI standards team had put
every task flow, whether for financials, HRMS or CRM, into one design
pattern with defined tabs, action buttons and a work area. Having a
standards-based design for an enterprise suite is very important. There
were many development teams across the globe developing applications
on the enterprise web application server. As a UX team, we wanted to
make sure that they followed a standard design pattern, so the user ex-
perience is consistent for those users who use many of our applications
at the same time. In general, users should not have to relearn every-
thing all the time.
I gave a presentation on standards-based UI design at an Indian UX

conference in Bangalore (Easy04). Among the audience ,who came from
service industry , some had difficulty in understanding why UI stan-
dards are required. They worked on projects with different clients and
delivered the code directly. I had to explained that a product company
needs to have UI standards as they have a family of products, which
they enhance every year. This is also helpful for multi-location UI teams
who work on the same product.
Internet—the Age of E-Commerce

In 2007, I joined India’s top internet portal as Vice President of User
Experience. I headed a team of web designers. Yes, now in India you can
find VP UX positions. Back in 2001, there were only UI Designer posi-
tions. This aforementioned internet company has a top job site, a mar-
riage site and real estate websites. It is the Yahoo of India.
The company had four separate teams: web design, product manage-
ment, development and sales. When I joined this company, I saw that
most of the Interaction designs were decided by the product manager,
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and the web designers were just implementing the decisions. The prod-
uct manager took all the decisions regarding the functions, the layout,
page interactions, buttons, colour schemes and every text on the site.
They were really smart guys. But I thought this process could be im-
proved and some responsibilities could be shared with UX teams This
way product managers focus more on customers, market studie and
sales plans—and the UX team focuses on design. It took some time for
this transition. But finally it did happen.
I reported to the CEO and was able to convince him that we needed
people from different backgrounds in my HCI team. I hired good de-
signers from top Indian design schools and companies and made sure
they had different interests and skills. I didn’t wanted a UI designer
doing usability testing of his own design and influencing usability test
participants. I didn’t want a graphic designer spending time on interac-
tion flows and vice-versa. I didn’t want all my UX designers sitting in
front of Dreamweaver doing HTML.
So now I had visual designers, interaction designers and usability en-

gineers doing their specialized tasks. I transformed our team of 15 web
designers to a 40-member User Experience team. We started doing
user interviews and contextual inquiries. I took my usability engineers
to recruiters where we saw how they used our job site and how re-
cruiters maintained their own résumé database. The UX team also did
some joint user research together with the Product Manager. Earlier
design decisions were taken on the basis of the likes and dislikes of the
Indivisuals. But then, we started usability tests and showed which de-
sign users actually preferred. I trained our content writers to write for
e-commerce sites and web applications.
HCI Conferences in India

Being a usability evangelist, I started to host local community UX
meetings when I worked at Enterprise Web Application at Hyderabad.
We invited HCI folks from other companies and provided a platform
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for knowledge sharing. Initially, Hyderabad was like the Silicon Valley
of India, until it was overtaken by Bangalore. Microsoft, Oracle, CA,
Google, IBM, Accenture and other global players have development
centers in Hyderabad.
I told my VP UX about my ‘evangelist’ activities. He asked me why I

didn’t do this formally and set up a UPA chapter. I attended the UPA
Denver conference (2004) and proposed a UPA Hyderabad chapter. It
was approved and we went live with our website upahyderabad.org. We
did the first and the only UPA HCI salary survey available until now for
India. I also proposed a reduction in UPA membership fees for develop-
ing countries like India like in ACM SIGCHI policy.
I had met the Director of World Usability Day (WUD) and we started
doing a few WUDs in India. The HCI community in India was very
small then—may be less than 500 folks—but currently, we have good
WUD conferences in India. One of them is usabilitymatters.org
There are now peer-reviewed paper submission conferences in India,

conducted at an international level. However, only the speakers are in-
ternational, and there are no attendees from the international commu-
nity. Unfortunately, I have not seen Indian UX conferences continuing
every year. Most conferences simply fade away after four to five years.
This is because the founding team members are no longer together to
continue organizing the conference. None of the UX conferences have
elected bodies; they are all one-man shows. I hope if we have elected
members, new members could get a chance to organize conferences
and then conferences may continue year after year.
We hope to have UPA and CHI conferences sometime in India.
Mobile Design in Seoul

Currently, I work in Seoul with a large electronics company focused on
mobile phone design. There are many things I am learning right now
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about the culture and the way they practice usability in Korea. Here,
it’s all about technology. I have not seen any usability communities
or forums. Nor have I seen any kind of knowledge sharing among the
companies or even within the same company. This may be because it’s
a small country and a highly competitive market that is divided among
two or three strong players. There is lot of emphasis on benchmarking
and competitior study in HCI design. Its difficult to convience new de-
signs unless someone has already implemented it in another country.
I’ve read that big multinational companies have failed to adjust quickly
enough to the tastes of South Korean consumers, so companies like
Wal-Mart, Nokia, Nestlé and Google had to wrap up their business
pretty soon.
Here, no one uses Google maps, eBay or Facebook. They have their own
local version of every product and perhaps they are better than the in-
ternational ones. What I like here is the fast pace of innovation and the
very fast Internet connection.
Everything is perfectly designed, from roads to electronics to metro

trains. Seoul is named the World Design Capital 2010
Concluding Notes
From the variety of experiences I’ve had over the last 13 years, I have
learned that design is never finished. You can keep improving your de-
signs as long as you have the resources, time and money to do so. We
take a decision to halt further innovation at a particular time, as we
feel this is what we can achieve with the available time and resources.
Design is a continuous improvement process. UX designers will have to
continue to evangelize and keep justifying their designs and convincing
stakeholders. I have realized that if you are not a good advocate of your
ideas, they may not reach the production stage. User experience is not
an engineering topic that can be proven like a theorem. It’s a mix of art
and science.
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About the Author

Sameer Chavan currently works at LG R&D Labs at Seocho-gu,
Seoul, South Korea as Chief Interaction Designer and Researcher
in Mobile domain. Prior to this role, Sameer was running his own
User Experience Design consultancy from Pune, India by the name
“LillyChilli”. Previously he worked at Info Edge India as Vice President
User experience and at Oracle as Manager User Experience. At both
companies he set up User Experience teams and Usability labs.
Sameer is a founding member and president of UPA Hyderabad. He has

worked as User Researcher, Design Manager, Usability Evangelist and
Product Designer with over 13 years of Industry experience working on
Mobile, Enterprise Web Applications, Internet Portals and consumer
Websites. He has two pending US patents in UI.
Web: www.sameerchavan.com
Twitter: sameerhere
Facebook: www.facebook.com/sameerchavan.me
Linkedin: www.linkedin.com/in/sameerchavan
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Ken Beatson
Senior User Experience Designer at LeftClick
Christchurch, New Zealand
UX the Long
Way Round
User Experience Design (UX) is a much younger profession than its
practitioners. We’ve almost all migrated here from other professional
“lands”, bringing our own unique histories and perspectives. I came
here from fairly nearby places; I was a database developer, web devel-
oper, designer and web project manager. Others came from slightly
further away: product designers, graphic designers, librarians, market-
ers and many other interesting starting points. So here’s the story of my
journey to UX, together with some of the things I picked up along the
way.
Love at First Sight

I was instantly addicted to the web. Love at first sight. It was late 1996,
about halfway through second semester, just after morning tea on a
Saturday. I could still smell the “new” in the University of Tasmania’s
shiny, modern North West Study Centre, which felt like a brave new
world of academic prosperity brought to the declining small industrial
city of Burnie, Tasmania, Australia. Tasmania, for those of you who
are American, is that little triangle-shaped island at the bottom of the
Australian continent. It’s not that I am picking on Americans or taking
sides with those unkind people who regard you as geographically chal-
lenged. I just appreciate that you’re surrounded by a heck of a lot more
of your own country than other nationalities and so it’s harder to get
out as often.
So here I am using Notepad on the new lab computers, in the new lab,
exploring this new thing called HTML. Text with pointy brackets gave
me tables, colours, fonts, backgrounds and even blinking text. I was
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Ken Beatson UX the Long Way Round
making web pages! They looked just like real ones on the Internet when
I viewed them in Netscape 2.02. I’d borrowed HTML for Dummies from
the public library. I’d only been reading it for a couple of hours and I
was already making real web pages! I edited the code in Notepad, saved,
clicked refresh in Netscape and there was my updated webpage. The
feedback was so instant and visual, unlike the C++ and COBOL I was
learning in my classes. That was hard work because you spend loads of
time writing and debugging your program, then when it finally runs,
you get the wrong set of numbers out on the other end and you don’t
know why. Not exactly compelling stuff. But HTML was everything I
loved about both programming and visual design.
This was not part of my Bachelor of Applied Computing degree.

Learning about the web was an elective course in second year (which I
didn’t even know about at this point) and I’d decided to do a little elec-
tive study of my own to get under the hood of this wonderful thing
called the World Wide Web.
By Sunday afternoon, I “knew” HTML. This, plus my basic Photoshop

3.0 knowledge, gave me everything I needed to make great web sites
and surely get very rich after I graduated. Something magical would
happen and I’d get snapped up by some shiny big global company, get
paid zillions and get to fly all over the world.
I graduated 5 years later with a combined degree in commerce and ap-

plied computing. I didn’t get rich. I actually ended up working for the
university I studied at, then another university in New Zealand (NZ),
eventually for a small start-up in London, a peppering of various con-
sulting jobs along the way and finally I’m a UX designer working for a
small agency in Christchurch, NZ. Somehow, I managed to help cre-
ate London’s largest UX community online (London IA) and learn a bit
about UX along the way.
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Roller Coaster Online

So I “lauched” my first website in late 1996. Let’s face it, the site was
crap. I never really updated the content because I was too lazy to, and
the icons I’d sketched (to give that handmade touch) were basically
saying, “Hey, I love that Comic Sans font ... I’d like my whole website
designed by the guy who created that font”. The site was the online
version of the student magazine for the North West Coast students
called—wait for it—”Roller Coaster Online”. At the time, this was my
first website, a real live website and a clearly wonderful thing in itself.
Everyone would love it, obviously. I was explaining this to an old guy, a
former beekeeper now studying education. He’d start working at 3am
in the labs and bring his own paper to do huge clandestine print runs
using the free printing. He wrote his essays by printing all the related
articles he could find, cutting out interesting topics from each and put-
ting the cutouts into boxes ordered by topic. I guess that sort of makes
him the first IA I ever met. Anyway, he suggested I should update the
content once in a while. That caused a slow but steady dawn of realisa-
tion that just building it mightn’t have been enough. I hassled the com-
mittee who published the mag to put everything online. They didn’t
want to, for fear that students might stop reading the paper version and
upset the advertisers. This is where I learnt that whining about how
great the web is and how people “don’t get it” isn’t a very persuasive
approach.
Getting Paid and Everything

Early the next year, it was time to move down to Launceston (still in
Tasmania, just in the middle of the island now, instead of at the top) to
continue the rest of my degree. I was about to have a major stroke of
luck. While buying textbooks, I bumped into my old tutor and casually
mentioned on the spur of the moment that I was after web work. Two
weeks later he contacted me and asked me if I’d be interested in a $2000
project doing the new Human Resources Department website for the
university. That’s a lot of money when you’re a student! This got me
into doing “real web work” and I continued to have as much of it as I
Chapter 1 164
had time for during the rest of my study. I did various other department
sites in the university. It was also the perfect part-time job and provided
a base of consulting and web skills that my university study didn’t.
One of the most astounding things I noticed was how otherwise nor-
mal people were rendered temporarily insane when thinking about
doing things with the web. They would use a reasoned, well-considered
and rational process when designing printed brochures but unleash
utter madness on their websites. Brochures, nicely structured and laid
out with good pictures gave way to websites akin to compost heaps
festooned with leftovers from
the print publishing effort and Brochures, nicely structured and
other offcuts. They were a decay- laid out with good pictures gave
ing mixture of pixelated pictures, way to websites akin to compost
waffly stale content and colours, heaps festooned with leftovers
all of which were long past their from the print publishing effort
use by date. I still don’t fully un- and other offcuts.
derstand this phenomenon and
what drives it. I just knew that I was mostly immune from the thinking
paralysis that surrounded it. I was learning that most clients struggle to
understand the medium of the web and don’t see that there are many
rules that transfer between print and web. Luckily, my first client, the
HR department, never had that approach and their practical and fo-
cused thinking gave me a solid grounding to kick-start my consulting
career.
All these clients in a vulnerable state gave rise to a food chain of preda-
tors, parasites and scavengers calling themselves consultants. I once
read a Dilbert strip where the character Dogbert explained that he liked
to “con” and also to “insult” people, and how the word “consult” was a
fusion of these two ideas. This was apt for web consulting in Tasmania
in the late 90s. There were an astounding number of people running
around calling themselves web consultants and some of them drove
their clients to me through their random acts of web development
Chapter 1 165
and their Frankenstein design. I remember one that was infecting the
university’s International Students Office. A remarkably shifty and in-
competent guy had been thrust upon them as part of a senior manage-
ment initiative. He could talk the talk but his designs were a hideous
monstrosity of primary red, fluoro custard yellow and a stately royal
blue that was far too classy for the sordid company it was keeping
on the page. His content management plan was to get all the depart-
ment staff to edit the site in Netscape Composer—probably the buggi-
est and most unreliable editor available at the time and very probably
one of the worst in the history of time itself. Imagine your beautifully
crafted Notepad HTML page as the Mona Lisa. Now imagine Netscape
Composer as a petulant three-year-old child attacking your masterpiece
with a set of crayons. That’s your page after Netscape Composer was
finished with it. These were
dark days. A tip for those people considering
doing an HR degree. Don’t.
I graduated feeling pretty
drained at the end of 2000. It had been a long five-year degree—espe-
cially the commerce and HR bit. By the way ... a tip for those people
considering doing an HR degree. Don’t. Read The Dilbert Principle in-
stead. It gives you everything you need to know more cheaply and with
no pain.
Career Choices—Still at Uni

I didn’t know what I wanted then. I had no career plans, only strong
ambition without direction. I was torn between two choices. I had a
strong desire to see the world and advance my career in management
consulting through the graduate recruitment track. But my passion was
the web and I couldn’t tear myself away from that. I was still very green
and, looking back now, pretty immature. I did the graduate recruitment
round and got through to the final interviews for a couple of firms. At
Ericsson, I asked some dumb questions about web opportunities and
they spotted my heart wasn’t in it. I was almost relieved when they let
me down gently. Other friends joined PricewaterhouseCoopers (PwC).
Chapter 1 166
I had an offer from PwC open for a couple years and almost joined
them twice. But there were family and relationship issues that kept me
at home and I just wasn’t ready to do the big move from Tasmania to
Melbourne and further afield. My best friend at the time turned down
a position with Andersen Consulting and also stayed on in Tassie for a
couple of years.
This was a pretty good time as it turned out, and a good place to wait
out the aftermath of the dot com bust. They were good years, if not
all that productive. I lived in a western red cedar house on stilts up in
Trevallyn, on the hill facing the morning sun, with a 180 degree view of
the river Tamar winding its way through the city and out to the hills in
the distance. A big deck and plenty of space to have BBQs, parties and
generally cut loose in my early to mid 20s.
So the world of universities would dominate the next seven years of my

working life. And it is another world. Making headway is sometimes like
swimming through treacle. There are consultation processes, commit-
tees, subcommittees and of course “academic freedom”, which can be
interpreted in more ways than the Bible. Meetings were relentless time
slurpers and people both loved and loathed them for all the reasons
Dilbert readers and those working in large organisations will be familiar
with. Reasons include a chance to avoid doing real work, talk, have per-
sonal interaction, grandstand and gossip. I had withdrawal symptoms
when—much later—I finally worked for a small firm who mostly tele-
worked and had a couple of full face-to-face team meet-ups a month.
We chatted and met one-on-one regularly to discuss specific things, but
that was about it. It was amazing how much I got done.
One of the major challenges with universities is that there’s really no

central control structure. They’re more like a collection of fiefdoms. I
was working in a central service unit which acted as an internal web
consultancy. The academic departments are often cynical and resistant
to central initiatives, often for a variety of good reasons. Persuasion,
Chapter 1 167
flexibility and educating clients about ways the web can add value was
critical. For example, it’s often best not to approach a new idea head
on, but lead people to a better approach diplomatically by increments.
I remember working with a university client who wanted to rush at
discussing links on the home page without first looking at the users,
their needs and how these relate to the areas of the website. I wanted to
use an approach akin to those described in Indi Young’s Mental Models
to work the problem through. But if I’d suggested it outright, the cli-
ent would probably have not understood it, declined it and insisted on
going straight to discussing the links. So I just asked to spend 10 min-
utes of the 1 hour meeting looking at the user tasks. We actually spent
40 and at the end of it the client really did see the value and got some
insights they hadn’t expected. But they needed to experience it to see
the value. I couldn’t just expect them to take my word for it.
There is sometimes a tendency to put users on a pedestal of always

being right, but to see bosses, clients, marketers and other people on
the business end as idiots when they don’t ‘get it’. But I’ve found it is
important to understand and accept that they need persuading and
educating. The trouble is,
needing to do this all the There is sometimes a tendency to
time can get you down. I’ve put users on a pedestal of always
always found it hard to keep being right, but to see bosses, clients,
pushing against the tide and marketers and other people on the
at times it’s been frustrating business end as idiots when they
that the people around me
don’t ‘get it’.
don’t get what I do and the
value of user-centred design. The UX approach is so much better. Why
can’t people just accept it at face value?! It took me a long time to see
that to succeed, part of our role must be educational. I actually needed
to use educational techniques to get my points across, be prepared to
compromise and most of all, be willing to accept the fact that people
learn gradually.
Chapter 1 168
This is one of the main reasons I didn’t get on with one of my col-
leagues. She was very knowledgeable but I found her approach bureau-
cratic, defensive and impractical. She was often more knowledgeable
than me but I could get more good, usable designs into the university
thanks to my design ability, taking a collaborative approach by becom-
ing part of client teams, and compromising a bit to keep clients happy.
Being a bit raw on the team skills front managed to get her back up by
doing a poor job of communicating how I felt and acting like a smart-
ass at times. She taught me a lot about classic usability and accessibil-
ity theory. She was extremely bright and very learned. But she also
showed me a set of key characteristics of many other practitioners and
approaches which have held back the potential for UX to help organisa-
tions. Most of this comes down to education again. People need to be
educated about the process, the web generally and go on a journey of
discovering what they really want. People don’t read big, dense docu-
ments and need to be walked through things. They are busy and often
need to be nudged to get things done on time. You as a consultant need
to take responsibility to get results and expect all this to be par for the
course. People don’t by default understand UCD and its value ... get
used to it, accept it, and reach out to them. Don’t clam up and hide be-
hind a wall of process documentation.
A further problem is that our type of work needs patience, empathy

and sensitivity. We put ourselves in the place of a range of users with a
range of goals and perspectives to get the insights that we need to do
user-centred design. I haven’t met many UX people who I’d describe as
brash, hard-nosed or overly extrovert. We’re not natural marketers or
sales people. And we tend to take things to heart.
It’s so good to see us as a profession now getting away from the “web-
sites that suck” mentality. These approaches seem to have caused us-
ability to get a bad name in some situations. People in traditional brand
and marketing had the right ideas but were applying them in the wrong
ways. They didn’t understand the web and the value of usability. Well,
Chapter 1 169
why should they really? It’s not their area of expertise. But our reac-
tion mustn’t be to get defensive and retreat into defending our turf.
We’ve got to go out and meeting them, bring them in, including them
and showing them results that are within their reach. We need to give
business people that “don’t get” websites the same amount of respect as
we do website users we might design for and approach them using the
same attitudes. They’re all doing their best.
It was 2005 and I had done a CMS deployment, two rounds of re-
branding and redesign and a host of other projects for the University of
Tasmania. It has been a great stint with plenty of variety, project man-
agement progression and I could now jump into the management track
if I wanted to. I did PRINCE2 training and kidded myself that I could do
that stuff full time and like it. Big projects, lots of controls, full method-
ology of reporting, stages, definitions of what’s produced and processes
galore. A few years later, I eventually realised this wasn’t the path to
career happiness for me personally. It’s the creative equivalent of eating
dry Weet-Bix but without that nice wheaty flavour.
Moving Back “Home”

My father was very ill and it made sense for me to move back to New
Zealand to join the rest of the family. A Web Team Manager role hap-
pened to be going at the University of Canterbury in Christchurch on
the South Island so I grabbed it with both hands and jumped countries.
It was a huge emotional experience being “home” after having left re-
luctantly with my parents at the age of twelve. New family I’d never
seen, all the familiar things that warmed the cockles of my nostalgia
and a very conservative university going through major upheaval. The
biggest learning curve, initially, was really getting up to speed with
my management and leadership skills. But despite all this collabora-
tive pragmatism I’ve been banging on about, I was still working with
a very basic toolkit of techniques. For example, it’s scary to think that
back then I didn’t realise how much traditional meeting formats suck
Chapter 1 170
for many group work exercises. They’re good for general discussion on
a topic or getting agreement on a simple set of points. But they’re ter-
rible for doing lots of UX things, like brainstorming, ordering and pri-
oritising large numbers of things like system requirements and moving
people to think differently. Just using meetings with a whiteboard for all
this is like having a toolbox full of nothing but hammers. I still wasn’t
fully getting it. I could come up with the perfect structure for the meet-
ing, prep the participants well, but at the heart of it the structure still
sucked for doing workshops. It wasn’t truly collaborative and not ev-
eryone was really engaged. I was yet to discover the full power of sticky
notes, affinity diagramming and properly planning the participant in-
teraction in structured workshops.
Here’s what happens when web meetings go wrong. Many of us have

been there. An hour meeting is booked to discuss the new website.
Everyone turns up. The web consultant chairs the meeting. Vague dis-
cussions meander around where each person in turn puts their point
of view out about what they think should go on the site and what form
it should take. It’s a fruit salad of features, links and vested interests
and everyone wants to have a bit of their idea go into the website. As
the meeting progresses, everyone hunkers down and defends their turf
and it becomes a competition on who can think of the brightest ideas
and have them acknowledged by the group. Say hello to Frankenstein
design.
Working with a leading knowledge management consultant on a con-

tent management project while at the University of Canterbury really
opened my eyes to what I should have been doing all along. He coached
me on some of his techniques and I was off and racing after that. Key
elements were physical ordering of objects to prioritise them, struc-
tured exercises to get people away from fixed thinking, the power of
small groups competing with each other to generate results. All this
was so much better than the standard things which went on in the sec-
Chapter 1 171
tor. Good facilitation skills, a range of workshop formats and a range of

exercises are so critical to the UX consultant’s toolbox.
I’m really, really lucky I feel the same level of passion now as when I
was fresh out of uni a decade ago. That wasn’t the case back in 2007
when I was nearing the end of my term at the University of Canterbury.
It was a combination of needing a change, needing to see the world
and also the role not totally fitting me. I went through different roles,
each with quite a bit of challenge and variety. Still, the weight of a large
organisation takes its toll. It’s the classic problem of internal politics,
not being able to get things done, and in web, everything having to fit
into the same template. It’s a world of overcoming restrictions. I was
starting to stagnate and become a bit “institutionalized”. It reminds
me of what Morgan Freeman’s character “Red” said in The Shawshank
Redemption “These walls are funny. First you hate ‘em, then you get
used to ‘em. Enough time passes, you get so you depend on them. That’s
institutionalized.”
I became increasingly hungry for something new and ended up start-

ing too many new projects. My attitudes to political challenges and
obstacles were becoming more defensive. Most notably, I was a Web
Team Manager looking for excuses to do hands-on UX consulting work
wherever I could. I was still functioning well in my role overall, but I
was running out of gas fast.
Luckily, a restructure brought a welcome redundancy. I took it with

both hands. I’d just met the girl of my dreams and wanted to go travel-
ling with her more than anything before we settled down into our mid
30s, got married, had kids and had to act all responsible. That would
provide the opportunity and challenge I needed. That and the looming
credit crunch I was landing in the middle of.
Chapter 1 172
The Belated “OE”

I should explain about the “Overseas Experience” or “OE” (Colonial
readers can skip this paragraph). When you’re an Antipodean, you’re
surrounded by ocean and Europe is a very long trip away. So you take
holidays abroad (we call it “overseas” because of that big lump of water
around us) in large chunks to make the most of the long journey. And
to experience Mother England and the Old World, you do an “OE”. It’s a
rite of passage for many and some even stay on.
We went through Thailand and landed at a snow-covered Heathrow on

Easter Sunday 2008. We stayed with parents of friends, relatives and in
make-do short-term accommodation. I was dodging falling pieces of
crumbling banking infrastructure. The credit crunch was hitting full
swing and the Dow was plummeting along with the FTSE. It had been a
tough slog. It took almost two months. During that time, I’d really had
to think hard about where to head next. I could have got sidetracked
into project management, web editing or a bunch of other careers.
Philosophically, I was thinking of it as a holiday job; practically, we
needed something to stop the “cash burn”.
Shockingly, London wasn’t just a place where you magically get cata-
pulted into your chosen career just by virtue of being from Australia or
New Zealand. You need the right skills and direction and there’s all this
sweating blood in between. I hadn’t properly researched the London
job market. I was too much of a jack of all trades. I had this collection
of role components in my past roles which were very broad, shallow
and generalist by London standards. Management, web developer,
project manager and IA. I couldn’t really imagine wanting to do more
staff meetings, HR, position descriptions and organisational politics, so
management was out. Web development was really becoming a com-
modity and my skills were quite rusty for what the industry demanded
in the UK. I didn’t really like pure project management—more Gantt
charts, project planning, long documents, methodologies like PRINCE2
were all dry Weet-Bix variants to me. So I decided IA and UX roles
Chapter 1 173
would be a lot more fun and I tried like hell to land one. It was the first
time I totally let go of ladder climbing and just went for something
modestly paid that I loved doing.
IA in London
I finally managed to get a permanent IA role at a little startup called
MyVillage.com. They’d been a dominant force in local entertainment
guides during the late 90s but had since been overtaken by the huge
number of other players in that market. So they took an increasingly
smaller share of the pie and were hoping to turn this around by adding
strong social recommendation elements to their core product which
centred around restaurant, bar and
gig reviews. My first task as IA was to run
down the road and get some
The working environment was total- milk from Tesco.
ly different from anything I’d known.
I was interviewed at my boss’s house. My first task as IA was to run
down the road and get some milk from Tesco. I worked out of a small
office in Notting Hill three days and from home two days.
What I loved most was seeing the results of my IA work so quickly

implemented. My wireframes were turned into real pages within a
couple of weeks in the semi-agile production environment. We built
and launched sets of features for each module. There were many work
streams to keep track of and shared interfaces between streams needed
to be watched so we didn’t get version conflicts. It was a kind of or-
ganised semi-agile chaos. The developers were in another country so
I had to work remotely. I could finally get away from the documenta-
tion-heavy approach required by universities and get into specifying
things through prototypes using Axure and other tools. It really was
about just getting things done any way I could. It was all madness and
a welcome breath of fresh air—the can do attitude, the need to be self-
sufficient, the pragmatism and the total lack of constraints apart from
no money. This is where I really got to do interactive prototyping using
Chapter 1 174
leading-edge tools and understand the commercial drivers behind web

applications.
But I was still the lone practitioner and so much more so because of
the small company size. I really hungered to connect with other profes-
sionals. Luckily, I was in London and there were about 1000 people like
me who felt the same. Now all I had to do was go out and meet some of
them.
Starting London IA
Everyone was nice enough at UPA events but I was kind of a nobody
working for a tiny company most people had never heard of. Small fish,
very big pond. At least back in Christchurch, New Zealand, I would say
I was working for the university and that got a bit of kudos. Most of all,
I was shocked by how little IA and UX community activity there seemed
to be in London. There were these IA and usability London mailing lists
on Yahoo that only ever seemed to send out jobs. Then Paul Wheeler,
bless him, organised a get-together to see what we could do about
it. About a dozen of us from the Yahoo group london_ia met at the
Wellcome Trust offices, which I would later learn had some of the lush-
est muffins to be seen anywhere in London down in their café. I still
owe Paul one of those. I really hope I get to buy him one someday. But
I digress. We all wanted something better than Yahoo and I suggested
Ning because I knew about it through MyVillage. I proposed, with a
spark of creative genius, that the group be called ... “London IA”.
Back at the University of Canterbury, I’d started a tertiary web group for
New Zealand but that was hard going. Being geographically separated
was the main killer I think. We organised a conference that went well
but after that, things petered out.
London IA was different though. It started out in August 2008 with

about a dozen and grew steadily to 35 by invitation only. It pottered
along for a few months. Then I opened it up to everyone and got a big
Chapter 1 175
plug from one of the UX recruiters. There was a strong appetite for
online interaction, pub meetups and something different. The group
exploded to 300 or so and just kept growing and growing. Now it’s over
1000, thanks in no small part to the efforts of people like Matthew
Solle, Martin Belam and Tom Coombs.
I “got” the way professional organisations and conferences were chang-

ing for the better. It’s like the UX Bookclub idea, “low cost of entry” and
“everybody learns”. What made London IA work was:
1. There was nothing else like it at the time in London
2. People had existing relationships which they reestablished online
3. People had something in common—a strong common interest
4. People had a desire to connect that was driven by various things,

not least of which is the feeling of being an isolated professional
forging a new frontier
5. A base of engaged people with some useful content ticking over

so there’s always something to come there for
6. Some events in the physical world to anchor on—even if they’re

just meet-ups
7. Not plugging it or trying to grow too fast or being commercial
8. Letting the membership steer it
9. Being low cost
These things really helped me to understand what does and doesn’t

work about setting up online communities. Being part of the group
Chapter 1 176
gave me energy, hope and a hunger to learn and improve. It challenged

my knowledge level and made me try new things.
Eventually though, all good things must come to an end, especially

when UK Immigration changes your visa rules. We were hoping to
make the UK our home for at least three years but it wasn’t to be. We
had met up with my fiancée’s family, had Christmas in Devon, sampled
Europe and made lots of great friends. So in June 2009, just as sum-
mer was threatening to happen, we did a final road trip around the UK
and left old Blighty, returning home to Christchurch, New Zealand
via San Francisco. I didn’t dare expect to get a specialist UX role in
Christchurch—a city of only 300,000 people—much less an agency one.
But I had been introduced to a Kiwi returning home and he in turn put
me in touch with LeftClick who were hiring.
I now see this city I had lived in for 3 years previously with new eyes.
There are so many opportunities and so many great software compa-
nies here. Now I’m learning even more and it’s almost like the hunger I
felt when I started uni for the first time. That sense of being alive tells
me I’m in the right place and that I’ve found the right career.
Chapter 1 177
About the Author

Ken Beatson is Senior User Experience Designer at LeftClick, a digital
agency in Christchurch, New Zealand. His path to agency UX has been
via 8 years in university roles including web technical, project manage-
ment and business analysis across Australia and New Zealand. In 2008,
he was looking for a change and took the plunge moving to London
with his fiancee in the middle of the credit crunch. He worked for a
small internet startup and founded London IA, London’s largest net-
work of 1000+ user experience professionals.
Ken is a Kiwi by birth and his travel experiences have taught him to
make the most of the beautiful country he lives in—he enjoys hiking,
roadtrips, ultimate frisbee and cooking outdoors. His other professional
interests include data visualisation, content strategy, business strategy
and professional online communities.
Chapter 1 178
James Kalbach
User Experience Consultant at LexisNexis
Hamburg, Germany
Wine, Women
and Song
Hello, Deutschland
“Wine, women and song.” That’s the short answer I tell people when
asked how an American ended up in Germany. Either that or “sex, drugs
and rock-and-roll.” Both jokes, of course. But it usually brings about a
chuckle.
Actually, there were a lot of converging reasons for my coming to

Germany and staying there. The most important was meeting my
lovely wife. There was also the excitement of living in Europe: Prague,
Oslo, Amsterdam, Paris—all a short flight or train ride away. And the
European way of life simply appealed to me, particularly their orienta-
tion towards time. A saying I once heard sums it up well: in the U.S. you
live to work; in Europe you work to live. Who wouldn’t want 30 days of
vacation? Compared to the measly 5-10 vacation days you start with in
the States, a month and half of paid time off is luxurious.
Work-wise, job prospects kept me in Germany as well. If doors open up,

you sometimes have to take the opportunity. So the whole moving-to-
Germany thing wasn’t planned at all: it just kind of happened. But in
moving to Germany, I also found a career that matched my academic
background, experience and skills: information architecture, usability,
and, later, user experience.
Not that Germany is teeming with positions in IA or usability. It wasn’t

then (and it’s not now). But I was fortunate enough to eke out a path
that met my interests and allowed me to develop professionally.
Chapter 1 180
James Kalbach Wine, Women and Song
This is a personal story recounting my move to Germany, the work ex-

periences I had, and what I’ve learned along the way.
Searching For an ID
It was the summer of ’98. I had just sweated out a master’s degree in
library and information science (MLS) at Rutgers University in New
Brunswick, New Jersey (USA). At the time I was working at the univer-
sity music library supervising the media desk at night and was looking
to become a music librarian eventually. Working for a university is a
good gig, after all. Good pay, comfortable working atmosphere, and the
rhythm of college semesters: on again, off again, on again.
Still, even with a somewhat clear career focus, I found myself picking at
existential scabs at the time. What if there’s more out there? Do I really
want to consign myself to a fairly narrow career right now? So, before
entering the tenured world of academic librarianship, I wanted one
more summer in Europe: a final jaunt that would surely get any wan-
derlust out of my system, or so I thought.
Two years earlier—in 1996—I had taken part in the Rutgers sum-
mer abroad program for German in Konstanz, deep in the south of
Germany, on the border to Switzerland. It was fantastic: a beautiful
university city right on a gorgeous lake—the “Bodensee” in German, or
“Lake Constance” in English—framed by the Alps peeking through in
the distant background.
That’s when I started to learn German. I was really obsessed with learn-
ing to speak German at the time. I wrote a brief journal every day of
what I did that day and went to informal “coffee talk” groups and the
like.
So, after obtaining my MLS degree, I wanted to go back to Germany.

The summer abroad program wasn’t an option again, and instead I
searched online to find a summer job or internship of some kind. That’s
Chapter 1 181
when I came across ID Media, an upcoming web agency in Aalen—

about one hour east of Stuttgart in the southwest corner of Germany.
Not exactly Konstanz, but close, relatively speaking.
I sent an email off to them and, to my surprise, someone answered my

request for a three-month internship as an HTML programmer. And off
I went to Aalen to work at ID Media for the summer.
(Previously, I had learned some basic HTML at library school. Back then
we were working in emacs, a primitive text editing program, writing
code for the lynx browser, an early non-graphical browser. I wasn’t very
good at it, but knew just enough
to get by. Those skills still help It’s important, I believe, to have
me keep up with conversations a firm grasp of the medium for
on web development to this day. which you are designing, just as
It’s important, I believe, to have sculptors have to know about
a firm grasp of the medium for
stone or bronze, for instance.
which you are designing, just as
sculptors have to know about stone or bronze, for instance. Or, I have a
friend who spent a summer framing houses while studying to become
an architect in order to have a better sense of how things get built. A
web designer without knowledge of HTML—the main constructive
material of web UIs—lacks necessarily skills to design properly. But I
digress … )
The atmosphere at ID Media was electrifying—young, creative people

looking to do nothing less than reinvent the then burgeoning digital,
online world. There was a real sense of innovation and trail blazing.
Interestingly enough, the office itself was in a small village outside of

the center of Aalen called Forst, which probably had about 100 resi-
dents. And right in the middle of this village was a group of wild, cre-
ative web designers. Pretty interesting contrast.
Chapter 1 182
ID Media became this cult-like enclave deep in the heart of the Swabian
Alb, the region of Germany surrounding Aalen. (The Swabian people,
by the way, have their own dialect and culture. It’s a fairly traditional
region of Germany with a strong sense of history and pride.)
The ID team—then probably 60 people—was very closely knit. We

worked hard together and partied even harder. The famous “Pauli’s”
were all-out drink fests held in the office at night. People ate together,
pooled cars, and shared flats. As a result, ID Media back then was at
times like a single-minded organism.
Work-wise, it was totally chaotic. Though there was strong, visionary

leadership from digital media guru Bernd Kolb, there was little struc-
ture to the teams and the projects. A very flat hierarchy and a high
degree of transparency was the norm. But the strong shared sense of
vision somehow magically kept things on track. Sure, mistakes were
made. Sure, people worked through the weekend because someone else
screwed up. But by and large, we were totally psyched about the work
we did, and we were proud of the results most of the time.
Two projects at ID stand out as the ones which extracted the maximum
out of us, though there were many others. The first was Beetlemania.
For the introduction of the New Beetle into Europe, VW contracted ID
Media to stage an event—one that was to combine online and offline
aspects. Our idea was to stage a scavenger hunt across Europe.
Here’s how it worked: contestants were put into teams of two. Each got
a New Beetle, which they had to drive through Europe to collect clues
and artifacts that led to the next destination.
Now comes the interesting part: online communities solved riddles

and found information, which they fed back to their respective driving
teams via wireless laptops in each Beetle. The answers to the scaven-
ger hunt challenges were in effect crowd-sourced by the online teams,
Chapter 1 183
who really directed the drivers along their journey. Keep in mind this
was 1998. Many firms would have a hard time conceiving, coordinat-
ing and implementing such a grand-scale effort today, 12 years later. I
didn’t really play a major part in the development of the concept or the
implementation of Beetlemania—I just cranked out some of the pages
in HTML, as well as translated some of the riddles to English. Still, for
me at that time it was both thrilling and educating to have worked on
the project.
The other big project was an ongoing one: Cycosmos, a service that ID
Media created itself. Cycosmos was a full-fledged online community
with customizable avatars and 3D chat rooms. Discussion groups in-
stantly sprang up around a variety of topics and hobbies: travel, sports,
business, science or just watching TV—you name it, Cycosmos had it.
Accompanying Cycosmos was a virtual “rock” star: E-Cyas, a virtual
personality. At its peak, there were reported to be 100,000 users in
Germany. ID worked hard to convert this huge online community into
profit, and there were lots of interested business partners. But ultimate-
ly, the business model part of Cycosmos led to its eventual closure, de-
spite a growing number of users. There’s no doubt about it: Cycosmos
was very progressive at the time. It even foreshadowed Second Life,
predating it by five years.
Beetlemania and Cycosmos are just two examples of the type of for-
ward-looking projects ID Media engaged in. There were many more, in-
cluding other community-based solutions for clients, innovative uses of
Flash applications to push content to users’ desktops, forays into inter-
active TV, 3D modeling teams, and participation in the development of
Swatch’s internet time. (The latter was a way to measure time without
time zones. Minutes and hours were replaced with “beats” or a division
of a day into 1000 equal time units.)
Web 2.0 for the rest of the world was Web 1.0 for ID Media.
Chapter 1 184
And that’s what attracted me to them, I think. It was eye-opening in

many ways—in terms of web development processes, working in teams,
and being creative. What’s more, there was never a primary focus on
technology. Sure, you need technology to implement your ideas. But
the starting point for just about every project was based on questions
we asked ourselves, like: “How
can we connect online and of- It was about connecting people
fline experiences?” and “How can and creating meaningful rela-
we forge a community here?” It tionships that, in the end, would
was about connecting people and bring our clients’ value to their
creating meaningful relationships businesses.
that, in the end, would bring our
clients’ value to their businesses. It was precisely this type of deep, re-
flective pondering about people—their desires, needs, and emotions—
that was fundamental to the vision of every endeavor at ID Media.
The flat organizational structure also allowed for many freedoms. My

role at ID Media quickly moved from HTML programmer to assisting
in new business development, primarily through research, competitive
intelligence, and pitch preparation. Not exactly your typical job move,
but one that suited me and my interests better.
A Bigger Fish to Fry

My stay in Aalen only lasted about 10 months. ID Media then opened
an office in Hamburg, to which I was promptly relocated. That was
March of 1999. The Alb region proved to be too provincial after all,
and the thick, southern accent prevalent there—which seemed cute
at first—complicated my ability to understand the locals. Hamburg,
by contrast, is a large city—the second largest in Germany—and fairly
open to foreigners. They also don’t speak as if they have a sock in their
mouths like the Southerners do.
ID Media continued to grow rapidly in a seemingly uncontrolled

manner, contributing to an even greater sense of general chaos. This
Chapter 1 185
drained the energy from the team and changed the company spirit. We
were still creative and innovative, but the general bedlam that pervaded
daily work was unbearable to some. I even remember a new employee
in Hamburg quitting after one day because he couldn’t take the disor-
der. Key people also started to jump ship: the frustration was just too
much for them, or they found better offers elsewhere.
Nonetheless, the company continued to grow in numbers (though not

necessarily in maturity), and my role continued to expand: it now in-
cluded usability and user research. That was really my first contact with
design-related aspects of web development. The whole scene really ap-
pealed to me—Nielsen, Spool, the Polar Bear Book—and I dove into the
subject head first. The team became a half a dozen people solely devot-
ed to usability and user research, as well as competitive intelligence and
strategic support. There was hardly a model for such a group inside ID
Media or outside, so we essentially made up our own charter and mis-
sion, as well as creating our own set of deliverables and tools.
But the stress at ID Media eventually got to me too. I was ready to move
on, despite the fact that the company was still successful.
At the time, there were many newly-established online media agen-

cies in Hamburg—some small and some large. Icon Media Lab and
Razorfish belonged to the latter, and I thought a larger, international
organization would be a change for the better. Icon Media Lab turned
me down, but Razorfish gave me a chance.
At the beginning of 2000 I switched to Razorfish, where there was the

role of Information Architect (IA). Actually, at the time it was called
Information Designer, but that changed eventually to IA. With a degree
in library and information science behind me, the field of IA really felt
like “home” to me in terms of a career choice. I was able to combine my
academic understanding of information structures and information be-
Chapter 1 186
havior with the practical experience in web development and usability I

gained at ID Media.
It was the height of the dotcom bubble. Razorfish stocks reached an all-
time high—over a $100 per share. The stocks then split. We had a ton
of cash and a ton of business with larger, international clients. Exciting
times, indeed.
Razorfish was represented in about a dozen cities around the world,

and it, too, was a rapid growth organization. And just as in many other
rapid growth organizations, chaos quickly set in. But it was a different
kind of chaos than ID Media. At least there was an attempt to address
disorganization in general with constant re-orgs. There were also global
frameworks Razorfish relied on, such as with branding, team structures,
and job roles. But those attempts couldn’t keep up with the expansion
rate of the agency at the time.
The international network of work colleagues was fantastic. It deep-

ened my IA skills immediately. I was fortunate enough to work with
people like Liz Danzico, Karen McGrane, and Victor Lombardi in
the U.S., as well as Peter Bogaards in Amsterdam and other leading
European IAs at the time.
Teams were unified around a
Like ID Media, Razorfish had a common understanding of the
strong focus on user experience. desired outcome.
Both strategy and user experi-
ence were our main service offerings and competitive differentiators.
Projects always began with an elaborate conceptual phase to nail down
the vision of the intended user experience. Teams were unified around
a common understanding of the desired outcome.
Razorfish had a very unique culture as well. We were a family bonded

by both work and play. Looking back on Razorfish in Hamburg, I recall
that it was also quasi-cult-like in some ways—like ID Media—with a
Chapter 1 187
range of unique signs, symbols, and shared references. For instance,

the term “fish” referred to any Razorfish employee, leading to clichés
such as “flying fish” to indicate a visiting coworker from another. Bags,
hats and t-shirts branded with our logos and colors abounded and were
worn with pride. Don’t get me wrong: we weren’t drinking the Kool-Aid
of a mad leader. The culture was strong, but never over the top.
The dotcom bubble soon burst, and the company went into a tail
spin. Razorfish had three locations in Germany at its height, with over
80 people in the Hamburg office alone, where I was. The numbers
dwindled even more rapidly than they grew. Within a year there were
only about a dozen of us in the Hamburg office. That’s when I heard
the term “pink slip” party for the first time: people celebrated getting
canned. It was kinda like pulling out a lounge chair on the Titanic to
watch the thing slowly go under. The majority of the fish were young,
and moving on professionally was not unusual either in those days. Not
that anyone really likes to get fired; in many cases it just wasn’t a sur-
prise when it happened.
It was the beginning of the end. But the management struggled and
contrived to keep the boat afloat. Razorfish then split into Razorfish
US and Razorfish Europe, which meant we were competing with our
former American colleagues for some accounts. That didn’t last long
either, and Razorfish Europe split further after shutting down many
office locations completely. Left over were Razorfish Germany and
Razorfish Amsterdam.
Razorfish Germany then went bankrupt, but was kept alive in a new
company form. The Frankfurt office closed, and the company was
managed from the Munich office. We were now only three people in
Hamburg—two IAs and the Design Director—forcing the company to
conduct projects virtually. The centrally located downtown Hamburg
office—also famous for its monthly parties, by the way—was forced to
Chapter 1 188
move, and the remaining trio of fish shacked up in a shared office space
of another much smaller digital agency in Hamburg.
Not only was all the magic gone, it was embarrassing for the once lead-
ing agency in Hamburg to have its office in a corner of the office of a
B-level agency. Our fancy quarters with an all-glass conference room
(called the “fish tank”) and exposed brick walls were gone, and we now
sat in a drab warehouse in the middle of an industrial area of Hamburg.
The multi-million dollar accounts also dried up in a wave of über-

conservative client spending that the dotcom bust wrought on online
industry, and we found ourselves pitching for the smallest of projects.
Razorfish went bankrupt again. Though the management wanted to
keep the company alive in yet another organizational form, I’d had
enough.
That was the spring of 2003. Coincidentally, an ex-fish colleague con-

tacted me and asked if I’d like to take a position with LexisNexis. Of
course, as a student of library and information science, I was very famil-
iar with LexisNexis, one of the leading providers of legal information
for professionals and a true pioneer of online database searching. So,
I didn’t really have to scramble to find a new job—it found me. Good
timing.
The Missing Nexus

In April 2003 I started at LexisNexis. Since I’m still there, I don’t want to
get into hot water with my employer by revealing too many gory details
here. Suffice it to say that the experience has been much different from
what I had at ID Media and Razorfish.
LexisNexis is a large, traditional organization. It has been providing

online information to legal professionals (e.g., lawyers, paralegals, etc.)
for 40 years. It’s a multi-million dollar company in the multi-billion dol-
Chapter 1 189
lar industry of legal information publishing. LexisNexis has over 13,000

employees around the world.
Not surprisingly, a fairly deep management structure is ingrained in the

basic DNA of LexisNexis. And I landed at the very bottom of this struc-
ture, in an engineering-led product development department. The user
experience team was small when I started, and it has since grown. Our
reach and influence is limited, even to this day, at least compared to ID
Media and Razorfish, where design and user experience ruled the day.
There are advantages and disadvantages to a large, traditional organiza-

tion. On the plus side, the overall business is fairly stable. Salaries and
benefits are generous. LexisNexis is also a truly international company,
which means I can work from my home office in Hamburg, supple-
mented with considerable travel. (I recently did a short stint in our
Sydney office, for example—not too shabby a place to get sent for work.)
And of course, the network of colleagues worldwide provides a source
of energy and inspiration as well.
On the downside, the weight of the hierarchy at LexisNexis proves to

be crushing much of the time, particularly for creative design activi-
ties. Innovative ideas, no matter how small, get squeezed through layers
of filters for “approval” and come out the other side mangled beyond
recognition, thereby squashing out any inkling of the original vision be-
hind the idea. It’s quite a sober atmosphere, for sure.
Suffering from this weighty structure and, at times, political subter-

fuge is creativity and design innovation, I believe. While ID Media and
Razorfish bathed in out-of-the-box thinking, LexisNexis usually prefers
to take a safer path. Pushing the boundaries of what’s possible is simply
harder within such organizations as LexisNexis.
Chapter 1 190
A Broader Field Vision

So after over a decade of professional experience in various types of
teams and companies, I’m left asking myself, is there a relationship be-
tween organizational rigidness and creativity? Do chaos and transpar-
ency breed innovative outcomes? My personal experience of moving
from ID Media and Razorfish to LexisNexis seems to suggest so.
More importantly, I feel that at ID Media and Razorfish, both at the

company level and on each individual project, the sense of a common
mission was the real driver of our creativity and innovation. Perhaps
personal relationships aren’t the best for a working environment, but
those common bonds were missing for me at LexisNexis as a whole.
So how can something like user experience design have a chance to

make a difference or even survive in an organization like LexisNexis?
This is an interesting challenge the user experience group at LexisNexis
faces. And we’re working on it, brick by brick, trying to change stagnant
mindsets and make a difference. Other such companies face this chal-
lenge as well.
The answer, I believe, lies in a strong shared vision. Unless you have
a “Steve Jobs” at your company, a vision needs to be actively forged
and nurtured along the way.
Creating a vision, however, A vision should be something that
doesn’t just mean creating a is alive, and it should pervade every
vision statement after a cou- action of every employee and guide
ple of minutes’ thought and their thinking in general.
moving on. A vision should
be something that is alive, and it should pervade every action of every
employee and guide their thinking in general. It has to be a clearly and
widely understood ethos across teams and departments—a veritable
way of life.
Chapter 1 191
Grass roots efforts to craft a common vision are necessary, but only get
you so far. There has to be support from above, ideally top-level man-
agement support. By definition, you can’t have a partial vision or a vi-
sion that applies only to some but not others. The common cause must
be holistic and overarching, pervading all levels in the company.
Apart from getting a shared vision, I also have two other general recom-
mendations for people working in large organizations. First, be patient.
You’re not going to change things overnight. Fighting town hall directly
can be futile, leading to even more frustration. There’s also a tendency
to think the grass is greener on the other side of the fence. But don’t
jump ship too soon: wait for the breaks—they will come slowly.
Second, be flexible. The vastly different company cultures I’ve experi-

enced required me to be highly adaptive. Likewise, living in a foreign
country has also given me insight into different national cultures and
increased my ability to adapt to different situations—or at least I’d like
to believe so.
Something that kept me going was information architecture and user

experience, as broader fields of investigation. These professional com-
munities provided the stability I needed during more chaotic times,
and they also supplied inspiration and creativity to contrast the stifling
structure of LexisNexis.
Just as I didn’t plan moving to Germany, I also never really planned a

career in information architecture or user experience. My path from
librarianship to creative digital agencies to the corporate world was not
at all expected when I first came to Germany. There were many times of
uncertainty—uncertainty about my career choice and about my future.
Several times I was very close to packing everything up and retreating
to a life of academia in the US. But I adapted as needed and kept plug-
ging forward.
Chapter 1 192
And that’s the key, really: being able to respond and react to situations
as they arise. Sure, being pro-active is something you should strive for.
We’d all love to work for organizations where Design (with a capital
“D”) is an integral part of the business strategy at the highest levels. But
that’s rare. So in relatively young fields like information architecture
and user experience, flexibility and adaptability have to be part of your
professional DNA—on a daily basis as well as for your career as a whole.
Chapter 1 193
About the Author

James Kalbach is a User Experience Consultant with LexisNexis, a lead-
ing provider of legal and news information, where he develops interfac-
es for web-based search applications. James previously served as head of
information architecture with Razorfish, Germany. He holds a degree
in library and information science from Rutgers University, as well as a
Master’s degree in music theory and composition.
For the past five years, James has been on the organizing committee
for the European Information Architecture conferences. Previously, he
served on the advisory board of the Information Architecture Institute
in 2005 and 2007.
He is the author of Designing Web Navigation (O’Reilly, 2007).
Web: www.experiencinginformation.wordpress.com
Twitter: JamesKalbach
Facebook: James Kalbach
Chapter 1 194
Chapter 2
“The first step in making rabbit stew is catching the rabbit.”
Isaac Asimov
Aaron Marcus
Founder and President of
Aaron Marcus and Associates, Inc.
Berkeley, USA
Image credits: AM+A
Almost Dead on
Arrival: a Tale of
Police, Danger, and
UX Development
How We Got Started
It is not often that the lawyer for a prospective client, that is heavily
armed, calls us in for a new project. Starting off with lawyers and police,
we were already on alert. Still, we anticipated that this job would be
different, challenging, and perhaps dangerous. It happened about five
years ago.
The lawyer (for the policemen’s union) explained that the police de-
partment of a major Silicon Valley city was rolling out a new mobile
information display system, but they were running into problems. The
police officers who had to try the new system found it problematic,
sometimes refusing to even use it, because they said it might endanger
their lives. What a customer or user reaction! As we learned more and
more about the context, the application suite, the software developer,
the threads of politics, software development and organizational behav-
ior became more and more intertwined. We felt like we were detectives
ourselves, trying to understand how things had come to this situation;
that the police officer’s union (which hired us) was about to sue the
software developer, the police management, and the city for creating a
fiasco. The newspapers were also beginning to sniff around.
Chapter 2 198
Aaron Marcus Almost Dead on Arrival: a Tale of Police, Danger, and UX Development
It turned out that a police management group had set up a committee

to consider whether to renovate their decade-old communications soft-
ware that linked dispatchers to all the mobile police force in their cars
or to their personal communication devices, or to abandon their previ-
ous software vendor and purchase off-the-shelf products and integrate
them into a new system, a more modern one that knew about the Web,
recent mobile devices and improved information display. Ultimately,
they decided to interview software vendors and selected a provider of
police information management software.
All might have gone well, were it not for several unfortunate circum-
stances. On the team considering the requirements of the new soft-
ware, there was not a single person from the actual officers, who were
the users, only management—people who had once been officers but
were no longer in cars and on the streets. Consequently, they did not
get actual user-input when setting up the vendor requirements. Also,
the team did not know about usability and user-experience develop-
ment concepts and likely issues. They did not know to establish user
profiles, personas or use scenarios. The users were not involved in the
vendor interview process. It seems clear, in retrospect, that the team
that decided on the primary vendor asked the vendor about functional-
ity, not usability, and, of course, the vendor was enthusiastic about the
capabilities of their product, offering to provide what the team was pro-
posing. Little, if any, discussion of usability issues probably occurred.
With hindsight, it would have been good to know if the selected vendor
was already being sued by another city’s police officers for the software
they had provided because of some usability problems. This seemed
to be the case, but the facts did not come to light until much later. In
retrospect, it seemed possible that the vendor was marketing a product
designed originally for small corporate police forces with little or no
“crime action” to big city police forces that placed many demands on
the software.
Chapter 2 199
So, now it was show time, and the new integrated system, when it was
rolled out, crashed. No matter, eventually the vendor team at police
headquarters got the software to work. But there was still the issues of
officers not being trained on actual working equipment, being trained
with too little time, and their having problems using the software. The
city had already spent $4 million dollars on software development at
this point. That was when we were called in, months too late, but better
late than never.
Late, But Better Late Than Never

We proposed interviewing some of the users to see if the problems they
were having were really issues of the software user-interface, or prob-
lems with the capabilities of the officers (which would originally have
translated from user profiles to different user-interface designs). When
we interviewed a half-dozen people, we discovered that they were actu-
ally relatively well educated, experienced with PCs, and quite articulate
about the problems they were facing.
Based on the interviews and our own observations of the software, we

determined more than 20 significant usability problems. They ranged
from poor color choices, poor
layouts, hiding significant data Based on the interviews and our
in the middle of other non- own observations of the software,
essential data, certain interac- we determined more than 20
tion details, and, in general, the significant usability problems.
challenges of using a Microsoft
Windows PC paradigm for a computer system that was installed in a
police car, in which the user would really need to operate the system as
if blind, using their hand, while the officer’s eyes were trained on the
environment ahead.
For example, an officer might have to keep watch on a pulled-over car

ahead, in case the driver tried to reach for a weapon or toss something
important from the car. After entering the car license plate into a data
Chapter 2 200
system that determined if the car was already known as stolen or suspi-
cious, the information came back to the PC display in a small window
that showed other information that was essentially useless system
messages stating that the system was operating OK. The officer could
only glance quickly at the display, looking for the important message
needed: OK or Danger. Alas, the displays were not well designed for this
purpose.
In another problem, the map displays would lose track of cars in a

group of officers because the car happened to move into another dis-
trict managed by a another group leader and would become invisible to
the officer’s own group leader.
These Were Not Happy Users

At first the software vendor was very hospitable to us, even inviting us
to travel at its expense to its corporate headquarters to meet with their
development team. Later, after our report criticizing the software was
released and was shown to members of the city’s government, and after
articles began to appear in national newspapers about the crisis and its
gathering legal storm clouds, the software vendor was less friendly to-
wards us. The vendor told the police department that it would be happy
to make changes but it would cost more money. The vendor’s local
team was not very cooperative at first, but then a company executive
visited, probably noticed the bad publicity the situation was causing,
and replaced the local team, which then began to cooperate with the
police department’s development team.
So, How Does the Story End?

Eventually the software was “fixed,” at least as far as we know. The
eventual cost was several more million dollars, which brought the
total cost back up to about what the vendor of their previous software
(which was much used, much improved over the years and much more
familiar to the users) had said it would need to radically revise their pre-
Chapter 2 201
vious version. The police department’s attempt to save money by using

“off the shelf components” had not gone well.
What was noteworthy to us about the entire project was that the origi-
nal team, which sought to find the best solution, did not know what
they did not know. What they lacked was an advisor on software devel-
opment who was experienced with the usability and user-experience
profession and the appropriate user-centred development process that
emphasized such matters as the following:
1. Development of user profiles and use scenarios
2. Development of clear understanding of all stakeholders
3. Involvement of stakeholders in the development process
4. Contextual analysis, ethnographic analysis
5. User interface components: metaphors, navigation, mental mod-

els, interaction, and appearance
6. User-experience dimensions: usability, usefulness, and appeal
7. Cognitive walkthroughs
8. User testing
9. Iterative design
All of these concepts and techniques are well known in the usability
and user-experience professional community. Alas, they were virtually
unknown to the members of the police department’s information tech-
nology group. If they were known to the software vendor, they were not
Chapter 2 202
promoted as such. After all, such matters probably would just get in the
way of a quick sale and quick development process.
By the way, in the course of our project, we also had occasion to talk
with the dispatchers, the specialized professionals on the other side of
the communication link who would direct officers to a scene of a crime
or gather key information from them and disperse it to other officers.
These users had their own high-performance, multiple screens and a
different suite of software. They, too, were experiencing usability prob-
lems. We did not even get to interview them or work with them to help
solve their challenges. That is another UX bedtime story for another
time, boys and girls.
This particular police department was a fairly sophisticated one, but

it, too, became trapped by not being aware of user-centred design best
practices. All over the USA, and probably elsewhere in the world, other
police and security forces are attempting to upgrade their software
systems. Many of these groups are probably equally unaware of user-
centred design and its professionals. It seems that the usability and UX
community has a tremendous opportunity for outreach to these people
who want and need help.
So ends the story. This one had a somewhat happy ending, but it raises
troubling thoughts about what needs to be done to improve the situa-
tion in general.
A complete case study of this project can be found here.1
1. Marcus, Aaron, and Gasperini, Jim (2006). “Almost Dead On-Arrival:
A Police Emergency Communication System.” Interactions, 13:5,
September-October 2006, pp. 12-18.
Chapter 2 203
About the Author

Mr. Marcus is the founder and President of Aaron Marcus and
Associates, Inc. (AM+A). A graduate in physics from Princeton
University and in graphic design from Yale University, in 1967 he be-
came the world’s first graphic designer to be involved full time in
computer graphics. In the 1970s he programmed a prototype desktop
publishing page layout application for the Picturephone (tm) at AT&T
Bell Labs, became the first designer to program virtual reality art-
spaces while a faculty member at Princeton University, and directed
an international team of visual communicators as a Research Fellow
at the East-West Center in Honolulu. In the early 1980s he was a Staff
Scientist at Lawrence Berkeley Laboratory in Berkeley, founded AM+A,
and began research as a Co-Principal Investigator of a project funded
by the US Department of Defense’s Advanced Research Projects Agency
(DARPA).
He is the Editor-in-Chief Emeritus of User Experience (UX), an

Editor of Information Design Journal, and was a regular columnist of
Interactions for five years. He is also on the Editorial Boards of Visible
Language, Universal Access Journal, and the International Journal of
Human-Computer Interaction.
Mr. Marcus has written over 250 articles and written or co-written six
books. He has published, lectured, tutored, and consulted internation-
ally for more than 40 years and has been an invited keynote speaker at
conferences internationally.
Web: www.amanda.com
Twitter: amandaberkeley
Chapter 2 204
Dave Malouf
Professor of Interaction Design
in the Industrial Design Department
of the Savannah College of Art & Design
Savannah, USA
Moving into
Non-Linear
Iteration
... and Manag-

ing People Who
Haven’t Arrived
There Yet
Have you ever noticed that all stories are really sub-stories of a bigger
story? There is no true beginning and there is no true end. Really great
stories actually begin to develop their back-story in fuller depth as you
move forward through the part of the tale that the teller wants you to
focus on. As I begin to write this story, I’m struck by this same problem.
Where exactly does the introduction start and where does the conclu-
sion end? Through the iterations of this very paragraph I have started
and restarted a host of times. At some point, you just have to throw the
proverbial dart at the screen and let it fly from there: Design.
That is my introduction to how I learned about iteration as a primary

concept and tool for design. Of course, even the simplest story is strewn
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Dave Malouf Moving into Non-Linear Iteration
with nuances and sub-themes and hopefully a few of those will rise to
the top as well.
HTML: The Gateway “Drug” to Design

Not to go back too far, but my entire career up until the real beginning
of this story has been a passage from side to side, or one of trying to
balance between. Whether starting out as a right-wing Zionist and find-
ing a home as a progressive, or going back and forth between New York
and California so many times that even I have lost count, I have always
bounced, or more accurately, made the extreme decision. I was never a
moderate by any sense of the definition. In my professional life, there
is no difference here. I started out as a technologist; dubbed a designer
by those who didn’t care what design really was. I coded HTML, which
in 1994 put you squarely in the center between design and technology
(and it still does), but from what I can tell, in a new way. As the industry
matured and more people from varied backgrounds (read formally edu-
cated) entered, there was more and more pressure on me to decide. Am
I a right-brained technologist or a left-brained designer? Neither felt
right, so I was constantly pushed from one to the other, or sucked into
the middle as a project manager or producer. To be honest, this is still
going on, as you will see later.
Vizooal: Entering the Design Studio

In about 1998, I entered a small studio called Vizooal in New York City.
It was run by two really smart guys. One was a shrewd businessman
with tremendous management talent, while the other was a great de-
signer, mainly from the print world. They had something special to
offer their clients between the two of them. What they were missing
was the middle, so to speak. This yet-to-be-defined (will it ever be well-
defined?) role where business, technology, and end-user are all trans-
lated and re-translated, so that everyone and everything understands in
perfect detail what the other is saying—towards the goal of the technol-
ogy building a product that derives a value that the business can sell to
human beings who want to accomplish or experience stuff. There are
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many paths to this role, and in 1998, there was no formal education in
it, for sure. But I jumped in with both feet, neck deep the moment I was
asked the question, “Do you want to be the project manager or the ‘in-
formation architect’?”
All I REALLY knew about information architecture was that there was
a book with a cute bear on the cover about it from some Library School
in Michigan. By the way, I worked in the library in one of my previ-
ous careers. That seemed to be
good for me! With that, a new All I REALLY knew about
career was born. I fitted into information architecture was that
the role nicely because I have a there was a book with a cute bear
good sense of direction (which on the cover about it from some
really matters), spoke a few lan- Library School in Michigan.
guages really badly, (but at least
I tried), and seemed to have the ability to ask the right questions over
and over again, until they are answered the same way. In previous roles
at other organizations, I did wireframes (we called them storyboards),
and I was known for designing user interfaces.
Vizooal was not the first place I worked directly with formally trained
visual designers, but I will say it was the first place I had the opportuni-
ty to collaborate so closely with them. An open studio helped for sure. It
was new, different and, well, foreign. Things that are foreign are differ-
ent and very hard to map against our natural ways of thinking. For the
remaining two years of my time at Vizooal, I never really understood
what I was seeing, but I was very attracted to what I saw and intrigued
to learn more.
At the end of those two years, I can say I learned the following points
about the value of the creative studio environment:
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1. Transparency: the more your work was visible in process, the

more your peers can enter your design process in fundamentally
empowering ways.
2. Openness: imperfection is an invitation towards participation,

and being open to listen is the kindling to allow for collaboration.
3. Informal and formal: There was a clear separation of work for cli-
ent vs. work for you. This meant that you knew you were creating
artifacts that the client would never see. These could be sketches,
or could just be directional explorations.
4. Non-linear: Nothing gets thrown out. Everything past and pres-

ent is a point of reflection through the iterative process.
5. Abductive reasoning: Envision the desirable and deconstruct that

into the possible and desirable.
Fast Forward to 2003

After living in the deep suburbs of the East Bay Area of California for
two years, working tightly as a “UI designer” in a completely technol-
ogy-focused organization, I started to miss that mysterious thing. The
year before, I had attended some collaboration sessions between AIGA
(graphic design professional association) and SIGCHI (researcher pro-
fessional and academic association). That experience threw me for a
loop. Almost a full year later, the culmination of that meeting led to a
conference called DUX2003 or Designing User Experiences. For the first
time, people all over the map of user experience were brought together
without any sense of tribalism. I felt lucky and privileged as an “almost
nobody” to be presenting on stage next to people I held in such high
esteem from all over the world. There were many pieces of that experi-
ence that stuck with me. They definitely pushed me deeper towards
seeing that I was not a complete designer, and possibly I was not a de-
signer at all. In 2003, while I was leaving California and moving to New
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York City, I knew in my heart of hearts that I was not a designer. I never
practiced anything like design and didn’t even really know what design
was.
Fortunately, right at the center of this realization was the formation of

a new community of practice—IxDA (Interaction Design Association).
In taking on a role of leadership in this organization, I gained access to
some amazing people. Some were designers, classically trained, coming
from graphic, multimedia and industrial design. Some were not. These
people all became mentors to me. They all taught me and engaged me
in new ways that I didn’t feel possible in other organizations at other
times in my life. But again, these designers started to clarify things for
me. So as I began my new life as a Manager of UX, I knew I had to bring
on people who were designers (which I did) AND I had to start educat-
ing myself on what design really is all about.
The subject of Industrial Design came up a lot in IxDA. I noticed that

more and more of my peers were talking about Interaction Design and
Product Design as much as a close coupling as UI Design and Visual
Design. Inspired by this, I took two courses at the Pratt Institute of
Design. They were Product Design and Drawing for Product Design.
These 8-10 weeks were some of the most profound in my career. Now
I understood it, and I knew how to talk about it. For the first time in
the 5 to 6 years since I entered the world of design, I finally reached the
level of understanding.
So many people in the UX community got through much of their ca-

reers building their knowledge as they went through. They worked
through a system that barely ever understood what it is they did, how
they did it, and quite honestly, beyond buzz, why they were needed.
This got tighter after the bubble, but many were fabulously produc-
tive additions, with deep understandings in parts of the processes they
were engaged in. Like myself, I knew Information Architecture, User
Interface Engineering, and Human-Computer Interaction really well.
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What I didn’t understand until now was design process; I knew that
I had to go out and learn design process and the language of visual
communication.
The True Essence of Design

So, what did I now understand?
1. That making is a vital part of design (although I didn’t yet know

why!)
2. That good craft is a key part of communicating ideas.
3. That good ideas are not born out of divine conception but are
forged and carved repeatedly in a crucible of specific processes.
4. That design has been doing UX all over the world before a com-
puter was ever sold to a consumer (they just never called it that).
5. Sketch ... Sketch ... Sketch and sketch some more!
6. That valuation using analytics and metrics is only one path of

evaluation. That there is critique based on experience as opposed
to experimentation.
7. That aesthetics has a language, and that language can be transfer-

able to any medium, including interaction.
I was so excited. I was like the Zealot who was spoken to by G-d him/
herself. So, with this back story, the real story begins ...
Rewind a Little
I arrived at IntraLinks, my newest employer, in the summer of 2003. In
the role of Principal UX Designer, I made it clear to them that what I
saw in their current offering was pretty disappointing and that I really
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wanted to change the application from the ground up. Since this is not
a case study but a story, I’ll just say that their existing application was
just really bad in all the obvious ways. We ran some usability tests on
it a year after I got there (it took that long!) and it was hysterical. Die-
hard users for years would not be able to complete core tasks, but when
asked what they thought of it, they said it was great! This really con-
fused our stakeholders, but it was just a small part of the story to come.
When I arrived at IntraLinks, they had an existing application platform

with a solid user base. There were signs of User Centered Design (UCD)
practice from my predecessor in the form of personas, and there was a
very open attitude, and even agreement, that considering and observing
users is an important part of the process. A year after I started, I learned
that they even hired a usability testing group to do tests on their ap-
plications. I never actually saw those results. At the end of the first year,
my role, if not my title, had decidedly changed to that of managing the
user experience team.
Life in the Trenches as a User Experience Manager

So with a heavy heart and a growing team, at the same time I had to
manage the day-to-day feature creep of a completely over-extended
platform. We were asking it to support more and more markets that it
was never intended to be used for. There was just a tidal wave of square
pegs that only had round holes to go into.
During this process, my only access to user data was through secondary
contacts. Not ideal, but a reality. The sales teams were very protective
of their clients. What was worse was that the clients were not the end-
users. This was an enterprise system that was purchased by a manager
who would probably never be the primary user of the system.
The team of three was completely overworked on the feature creep and
new market additions that were being demanded of us at a very rapid
pace. We were doing major upgrades three times a year. We had three
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different projects at different stages running in parallel at any one time.

We were not using any agile methodologies (yet). Once more, the devel-
opment team was a few hundred miles away in Boston, while I was in
New York City.
One of our markets was at a crucial stage of development. We were also

learning that this market had significant cultural, workflow, and even
core process needs that we were deeply struggling to make fit within
our existing system. The group began taking me and my team on site
visits. This was “allowed”, due to the vastly different culture in this new
market segment, compared with the previous core segments. The prod-
uct management and sales teams knew that the existing flat product
would never be able to satisfy this emerging market. To better engage
their clients, they needed to present a face of forward thinking and fu-
ture improvements. This allowed the stakeholders engaged in this mar-
ket to open up and include the user experience team.
The goal of these visits was to create a prototype of what an application

would look like, specifically for this market. Basically, I was asked to
design something from scratch. The data sources were very limited, so
I drew most heavily from my insights from previous research that I had
done at my former employer, dealing with similar issues in the same
market space, but on a different part of the process. In fact, part of my
new task was designing possible integration systems between my old
employers and Intralink.
This was an opportunity to include as many stakeholders in the design

process as I wanted to promote for the entire organization. But again,
time was limited, so only the most necessary parts of the process were
employed:
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1. I developed three concepts in low-fidelity
2. I presented the concepts with heuristic analysis against the re-

search data of the limited site visits
The concepts were well received and nothing was done with them. It
would have taken too much work on the core platform to develop the
concepts. However, it created two conversations. The first was around
the feature set, what really made sense for that market, and how to
implement the features within our existing platform, if at all possible.
The second was that there was a realization of greater synchronicity
between the existing markets than originally thought, and that if the
platform was rebuilt based on these newly observed patterns, we had an
opportunity to create an incredibly extensible platform for all our mar-
kets and then some.
Emerging From Darkness, User Experience Success

So, whispers of a grand redesign started going around the product
team. Lots of meetings were attended and heavy planning was done
behind many closed doors, including my own. One day, I went and told
the boss that we needed more information about our users and how
they are really able to use the existing application. We needed this for
two reasons. The first was that if we were going to do a redesign, we
needed to have a baseline understanding to be able to measure success.
The second was that to begin doing designs, we needed more real world
insights about the users of the system, across all the targeted markets
that we planned to deploy
within the next three to five We decided to go outside for user
years. testing, because the internal team
was too close to the interface to be
We hired an outside user test- clear in their critique.
ing group. We put out an RFP
(request for proposal) and after evaluating five groups, we chose one
based on price, which could not be ignored. However, it was a group
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that had a clear plan for how they would deliver, based on the RFP. We
decided to go outside for user testing, because the internal team was
too close to the interface to be clear in their critique. Furthermore, due
to the rampant complaining within the entire team, including myself,
for the last two years at this point, we had lost a bit of credibility, and it
was agreed that a third party would help bring that back to the group. I
had no problem with that, because quite honestly, I was very confident
in how the results would turn out.
The tests took place over three days with five 50-minute tests per day.
We did the tests in Manhattan, a short cab ride from the office and
invited, begged and pleaded that key stakeholders would come to the
tests, especially from product management and sales. Product manag-
ers showed up, but few from sales did.
In my opinion, the tests were a huge success. The usability testing or-
ganization provided the exact insights that I had described in previous
reports, just using my own judgment. It was a huge win for me and
the team and was filled with rich data for how to move forward with a
major redesign of the system.
Our first task was another concept design for a market specific feature
area. It was the right area to get our juices cooking on one of the most
complex areas of the application. By providing prototypes around this
very complex feature, we learned a ton about the foundational object
model, the metaphors and the action sets that would be at the core of
any new redesign project. It also was an opportunity to demonstrate
the use of a multiple-concept-approach to the organization, who were
more used to getting one idea and running with it.
Unlike last time, different players each worked on different concepts,

but also collaborated as assistants on their peers’ concepts, as in the
studio environment. We even took advantage of moving to a new space
where, instead of facing walls, we all faced each other with no walls
Chapter 2 215
between us. This led to filling the space with constant reviews, cri-
tiques and cross-fertilization of ideas. Each concept, though, was given
a specific design direction, based on a focused goal. Imagine designing
a house from a single point of view: sleeping, food, entertaining, etc.
While the application was broad in its functionality, I wanted early con-
cepts to be focused on a specific aspect of the market’s workflow.
As these early designs started to come together, again it was clear that
they could not work without a major revamp of the core platform of
our application. This redundant cry from development was finally start-
ing to be heard by the executive staff, who then started a small skunk
team on a feasibility project for a complete redesign of the platform.
Now looking at all markets, the design team had to figure out how to
communicate to engineering what was needed in a new platform, so
that the engineering team could begin doing their research. Again, two
designers now started working on three different concepts, each with a
design brief of its own.
As a point of historical context, both Vista and Office 2007 were on

the horizon and Microsoft was publishing a lot of information about
their user experience designs. They supplied rich information with lots
of data. This began to heavily inform some of our design decisions,
because if this application was going to last five years without a major
redesign, in order to recoup investment costs, we needed to be looking
at the conventions end-users would most likely be seeing in that time
frame and beyond. While this story is not about design critique, but
more process critique, I will just say that this may have taken too much
of my attention to the detriment of the product.
So three designs were put in front of the stakeholders. It was very clear
that one of the designs was a solid winner. While there were issues,
there were significantly fewer of them. The other two designs were
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not nearly as appreciated and quite honestly were way too rough to
evaluate fairly.
I learned two things during this phase of the design process:
1. Wireframes cannot be used for interaction design decisions. The

lack of behavioral fidelity and context of use in the presentation
of wireframes led to people focusing on the wrong parts of the
design.
2. For myself, it was a kick in the pants to better pay attention to

visual details in deliverables, regardless of fidelity, as mistakes
are distracting and cause confusion in the discourse about the
designs.
As a next step, I decided we would combine the two problematic de-

signs with an iteration based on lessons learned, and take this new
design out to the field. I learned later that this decision without proper
team explanation or inclusion was the beginning of my downfall, but
also led to the success of the project.
So we took the designs and iterated on them and beefed up the fidelity
with a crisp visual design. We then put that design in front of some 100
end-users across four of our primary markets, in four key global region-
al areas: NE Corridor, San Francisco, London and Frankfurt.
The primary method was in the form of a focus group. While there are
certain dynamics that make focus groups less than ideal, there was one
aspect that I wanted more than any other. Our user base included two
sides of the business process that never really considered the other’s use
of the application before. So, by creating some groups that were mixed,
I was able to have these groups engage with each other and reach their
very different points of view. What ended up happening was the cre-
Chapter 2 217
ation of tiny crucibles, in which new ideas were formed that would have
never happened otherwise.
The feedback on the new design was not exactly disappointing, but
was more negative than many would have liked. But me? I was excited,
because what I got from this set of data was even more data that sup-
ported key areas of this design. More importantly, there was even more
support that the previous design still had tremendous value. What I
ended up with, however, was strong support for key features in the new
design that would have never happened, if we had not gone through
this process of looking at the tangents before focusing on the center.
After the presentation, we began working hard on new ideas for how
to combine the designs. One thing that made a big difference was look-
ing at newer sources of inspiration than previously. This enabled us to
consider new visual patterns, while maintaining the interactive patterns
that they were communicating. We increased scalability across both de-
signs and brought the object model of the new design to the navigation
model of the old design.
During this stage of the design, we did more than create visual compa-
rables. Rather, we created a full interactive prototype. We even hired a
contractor as part of the design team to build out every visual composi-
tion into this interactive prototype.
Through all of this, it was clear that communication between the inter-
nal stakeholders was not going well. We decided to create a space where
the stakeholders could work in teams around core pieces of functional-
ity. We would work with one product manager, one designer, and one
or two developers, making up a team for a market segment. Then we
would create mockups that were converted into a live prototype the
week after, to be reviewed and possibly iterated on. It was a rapid cus-
tom agile method that seemed to be working for the team in order to
close the communication gaps that were causing problems previously.
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Towards the end of the design phase, my team disappeared out from
under me. One left the organization and, upon inquiry from Human
Resources, the other main designer let them know that he was dissatis-
fied as well. The organization removed me from the project and from
management, making me a concept designer under the R&D group.
Besides feeling completely betrayed, I lost all trust in the management,
who I felt had not covered my back, nor did they look at what the team
had actually accomplished.
Even Success Has its Failures to Learn From

Upon reflection, I had some insights as to what happened and it goes
back to my zealotry after studying at Pratt. I changed the rules on the
team without letting them catch up with me. While I got my superiors
and cross-department teams to allow me latitude due to good results,
the process I used to get those good results left my direct-report design-
ers feeling either ignored or disrespected.
While I found design nirvana through my education at Pratt, I did not

evangelize it, thus allowing my
direct reports to gain the same I just asked for blind obedience in
insights. I just asked for blind a world where there are too many
obedience in a world where options, and a bottom-up culture.
there are too many options,
and a bottom-up culture. So when the designer of the best of the three
designs was told his design was being “put on the back burner” in order
to iterate on the other two weaker designs, he did not see it as part
of a bigger process. Even though it was clear that the final design was
framed mostly by his concept, I don’t think he was actually able to see it
that way anymore.
The project continued without me, based on about 90% of the design
from when I left. It has taken more than two years since I left to get
it launched, according to inside sources. It succeeded well through
a round of usability testing, although it challenged the engineering
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groups. The final result was what the customers needed to increase
being productive and successful.
The end result was that I was basically demoted due to poor manage-
ment, which I would call poor communication to the design team. The
lesson learned here is that when working as a designer in organiza-
tions that don’t necessarily understand or appreciate design, the act of
evangelism is not just about convincing management to spend on user
experience. It is also about team management. You cannot make your
direct reports follow you. You have to teach. You have to give room for
them to discover their own way. Finally, if you do have to lead, due to
time constraints and pressure, you need to be transparent in your com-
munication style. It is not good enough to merely tell your staff what to
do, you need to explain what will happen along the way and why.
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About the Author

Dave Malouf is currently a Professor of Interaction Design in the
Industrial Design Department of the Savannah College of Art & Design
(SCAD). Before taking this position, Dave was a Sr. Interaction Designer
for Motorola Enterprise Mobility where he designed software, webware,
and hardware interactions and interfaces. Motorola was the last in a 15
year journey of practicing interaction design, information architecture,
UI design, project management and other roles and positions working
almost exclusively with thin client technologies.
Dave is also one of the primary founders and the first Vice President of
the Interaction Design Association (IxDA). Dave’s passion for evangeliz-
ing and teaching interaction design came to a climax in 2008, when he
co-chaired the first Interactions conference, Interaction 08 | Savannah.
Web: http://davemalouf.com
Twitter: daveixd
Facebook: www.facebook.com/daveixd
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David St. John
Lead User Experience Designer
Seattle, USA
One Thing,
Many Paths
When I graduated from college the only computer programs I knew
how to use were Word, Internet Explorer, and the popular CD-ROM
based PC game called Myst. This was still the height of the dot-com
boom, so while I had limited technical experience, my college education
and a healthy local economy lead to plenty of work as a contractor for
several startups in the Seattle area. Most of the assignments were not
glamorous (data entry, quality assurance and categorizing products),
however these experiences opened my eyes to the way of life in several
technology companies that were still grappling with how to turn a prof-
it using this new thing called the Internet.
It was during this early period that I participated in the launch of a

new category of products for a large and successful e-commerce com-
pany in the Seattle area. All of the employees I met were extremely ac-
complished. Several people had companies that were acquired during
the Internet’s growth spurt, while several others abandoned previous
careers to join the tide of new companies flowing onto the Internet. It
seemed that no matter your background, there was a place for you in
this new economy.
I remember that the excitement was contagious and everyone behaved

as though we were part of something new, huge and unknown to pre-
vious generations. Of course, there were some startup quirks during
these early days; books, CDs and toys, that were purchased for reviews
and cataloguing, were stacked on metal shelves in the dimly lit of-
fice. Employees and contractors could pick up whatever was no longer
needed and use them. Dogs were also still allowed in the office during
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David St. John One Thing, Many Paths
this time, so it was as common to have a four-legged friend walk past

a meeting room as it was to see your colleagues heading to grab some
free refreshments.
During my assignment I supported a program manager by associat-

ing categories to products. After the categories were associated with
the products, the records were merged and uploaded to the enterprise
product catalogue that was eventually used to power the search and
browse experience on the production web site. Like the assembly line
that created the physical object, I was a part of the digital assembly line
that described that object for the online user.
The category editor would repeatedly state that there are “multiple
paths to every item in the online catalogue.” One item had several di-
mensions of information, or meta-data, that described whether it was
age appropriate, for a girl or boy, or of a certain brand. The point, she
said, was for each item to have enough data assigned to it so that visi-
tors to the site could find it in more than one way.
Our forefathers of information architecture were so bound by the

physical world where everything had its place. The place was in a chain
of multiple, cascading levels
of organized hierarchies. Like Like Russian dolls, or the rings
Russian dolls, or the rings of of an onion, after each layer you
an onion, after each layer you went down, you would eventually
went down, you would even- get closer to the core of what an
tually get closer to the core of
item was.
what an item was. Most of this
hierarchy was necessary to be found in the very structures of where in-
formation would eventually be placed.
Science would be on the 3rd floor of the library, so the entire third
floor was science. To support the floor, all subjects of science were di-
vided into many pieces, concentric circles of scientific pieces: campus,
Chapter 2 225
libraries, arts and sciences library, science floor, southwest corner, row
2, shelf 4, this is where you, the book, would live. The point the cat-
egory editor made was that we were no longer bound by the same rules
in the digital domain. We could create multiple paths to one object and
it did not have to live in one place nor in one hierarchy.
Of The Book
Only there, where gravity acted upon you and every other book, did you
realize that a hierarchy bound you. It is you, book, with such pent up pages
that you cannot be in more places than one. There is one place you can be,
and it is there in the midst of all other science books, that your first steps
away from your boundaries began.
Now look at you, unbound from your inner rungs, you can step toward the
world. Now you can be found anywhere, in any language, by any person.
Anyone with access to the Internet can begin to reach you, search you, and
course through your words with the clacking of buttons and keys, keys and
buttons. I know your maker has put conditions on your letters, but nonethe-
less you are here, and now everywhere. No more shelves, just you, your read-
er, your creator’s words, some screen, some light or electric ink, are scribing
your existence. Now, book, you have your freedom. Anyone can get you, to
you, from you, and to others like you.
This is the glory, the lifting of the hierarchy. Oh book, you went everywhere
simultaneously. One book you are, but to me you arrive by many paths.
Deconstructing UIs
Another era began with observing interfaces, studying them, and com-
municating how they functioned as a technical writer. The role of a
tech writer afforded me the opportunity to be a close observer of the
language used to describe a user interface, to learn how to structure a
conversation about software, and to identify what to tell the end user
about how to accomplish tasks with software.
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The exercise of documenting software often began with deconstructing

the interface. I would slice images of the interface from screenshots, as-
sign a number to the images, and then pair each number with a descrip-
tion of functionality. There would be informative text about function
after function. I would ponder the varieties, but always author to the
most likely way to use the tool. The focus was usually on the way things
should be done, how software should function, and how functions
should be used. There were infinite “to statements” instructing some-
one on the steps needed to complete an action. (For example: To search
for content, 1. Type a term in the search field 2. Click Go.)
In this flow from the receiving software, to deconstructing the UI, and
then to providing a narrative; I grew weary of being the storyteller of
an interface that I could not directly affect or improve. I could author
with the craftiest descriptions
of how software should func- In this flow from the receiving
tion to meet user needs, but software, to deconstructing the UI,
in one moment of realization, and then to providing a narrative;
I came to the conclusion that I grew weary of being the storytell-
the more complete the descrip- er of an interface that I could not
tion necessary, the less likely
directly affect or improve.
one would be to read it. The
best messages, I told myself, are those that are told by the work of the
designer. The interface should “speak” to its user. It became clear that
I wanted to swim upstream to find the source, to begin to meet user
needs at the font of all my content.
Technical documentation is the recognizable discourse of the disci-

plined technical writer. Be it the bolded to statements and numbered
sentences, or all the notes, tips and warnings, that craft, and its form,
are unmistakable. And we know it is not the writers’ software, it is just
their story. Unnecessary complication upstream has lead to a precipi-
tous increase in words downstream. In fact, the deluge of functionality,
Chapter 2 227
so imaginatively articulated by the corps of software engineers, creates

an emergency of words, a need for a raft of How-Tos and FAQs.
Intranet Design
Around the time that I began to show more interest in Web UIs,
a new opportunity to redo our company intranet came my way in
2004. There were around 12,000 pages that needed to be accessed in
a unified user interface by around 9,000 employees worldwide. The
President of the company wanted a consistent experience that reflect-
ed the unified culture of the company. While the project already had
a well thought out category taxonomy, and a proven technology ap-
proach, it did not have anyone in the business acting as the champion
for the project, and the user interface had not reached a level of refine-
ment to build momentum behind the effort.
I recall the new canvas of colours, fonts, texts, and controls; not to
mention, MVCs, CSSs, JSPs. The user interface, now mine to improve,
needed a voice. To give it form, the lead developer, development man-
ager, and soon after, the sponsoring VP, all committed early to provid-
ing a voice for the user during the redesign. Though much was guided
by healthy discussions between VPs tracking the project, there was an
equal role afforded to the user feedback gathered in usability tests, web
traffic patterns pulled from the existing intranet and frequent search
terms mined from the existing search.
I designed and facilitated usability tests that walked users through the
versions of the interface and recorded both their voice and the actions
on the screen. Users were instructed to use the think-aloud proto-
col, which requires users to talk about their actions as they interact
with the interface. After the tests, comments were grouped by theme,
and for each area where we witnessed a task failing or the interface
not meeting the user needs, we created an action plan to modify the
design.
Chapter 2 228
Web traffic patterns showed us the behaviours and patterns that already
existed in the site. These metrics were used as the baseline for exist-
ing behaviours and as a standard for helping to see what effect the new
design had on those behaviours. The frequent search terms helped us
to identify the preferred resources and language used by the intranet
users. In addition, we used the search terms as a way to identify what
resources should be optimized to have prominent locations in the
search and browse experiences.
As you can see, multiple measures helped to prioritize project activities,

to focus efforts on where users encountered task breakdowns and to
identify where the UI failed to “speak” to the user. During subsequent
releases, we were able to make course corrections on the design based
on our research. Each month we released a new pre-release build of the
intranet that was punctuated by a meeting with the sponsoring VP to
review progress. Then the sponsoring VP used the content of the re-
lease as talking points to share progress and features across the organi-
zation, and to gather feedback from around the globe.
In hindsight, the development team was small, we provided frequent

releases, favoured high fidelity wireframes and working code over large
requirements documents; we were extremely lean, and yet we still
found time to test with users and incorporate their feedback into the
design. The final release included a browse and search experience, tem-
plate-driven authoring, search best bets, syndication management, rich
text editing, and self-publishing. The UI will not likely win any design
awards on visual design alone in 2010, but because we talked to users,
and tested our designs, that intranet still has design concepts that are
considered essential for successful implementations today.
Look Outward
The Help texts from my experiences as a technical writer were stand-
alone content offerings. Each unit of information, “a topic”, was written
to deliver enough information without the need or assistance of any
Chapter 2 229
other topic. Topics were assembled often to support a style of learning

that slowly built knowledge. The new or intro concepts were first, then
the more complex concepts and finally the most advanced. In addition,
Help included narrowly focused sections that detailed functions that
were the most complex to convey in just one topic.
In the intranet world, the ordering principle could not be as narrow and
deep as when I authored Help. Here, one had to incorporate the mul-
tiple information views and there were just too many points of view to
account for one way of navigating to the information. And in contrast
to one Help site dedicated to a release of software, you had to provide
a way to manage and address many primary sites and their supporting
sub-sites. The movement was from nodes or topics that were members
of a single site, to sites that had sub-sites and yet also included nodes
that were individual topics. The Intranet proved to be a navigation
problem that scaled up and out. It was both broad and deep, and had to
account for the multitude of viewpoints that would be navigating the
information.
The approach I envisioned to solving the information challenge was

not that different that the “one thing, many paths” mantra of 1999,
except that I had to articulate the problem and identify how it would
be solved. While an intern from the University of Washington School
of Information had already built a taxonomy, there was no defined ap-
proach for synthesizing hierarchical categories into a search and browse
experience.
Around the same time (2004) a research team at the University of

California, Berkley, was studying this type of problem, they called their
project Flamenco. This project looked at faceted user interfaces power-
ing both search and browse experiences. While the design approaches
were welcome inputs, it was the discussion, language and discourse
that gave a new area of design a written and visual language to explore.
Chapter 2 230
It is one thing to read about a project, its theories and its outcomes, but
as a practitioner of user experience, you have to problem solve from a
place that is developed from your personal experience, the techniques
that have informed design decisions for decades, and from your own re-
search. The Flamenco project, and projects like it, have taught me that
you do not have to go it alone when you think through tough design
problems, and that there are most likely other people working toward
similar goals. One hopes that they intend, like others before us, to share
their experiences.
Be it your education in school, the books your read as a part of staying

current in your field, the design problems you tackle with colleagues,
your day-to-day experiences you have as a professional in the field of
user experience or the hands on
interactions with users, you will The challenges before you are
find ways to incorporate and solve made more achievable by the
the design problems you face. The accomplishments behind you.
challenges before you are made
more achievable by the accomplishments behind you, and through it
all you will find others like you that carry their stories of challenge and
triumph.
The great reward for me comes from the equal exchange of ideas and
finding others that have found a way to form their user experience
story. As we delve deeper and vacillate between theory and practice, we
will find common ground through the exchange, and I believe, the path
will not be definitive or clearly called out, but rather, a series of many
paths to this thing we call the user experience.
Chapter 2 231
About the Author

David St. John is a Lead User Experience Designer at a wireless com-
pany in the Seattle area. He is a user advocate with experience in con-
tent management, content strategy, information architecture, and user
interface design.
David lives in the greater Seattle area and is currently focused on rapid
user-centered design methods, enterprise social applications, and the
enterprise mobile web experience.
David’s LinkedIn Profile: http://www.linkedin.com/in/davidstjohn
Chapter 2 232
Henning Brau
President of the German UPA
Ulm, Germany
Accepting Star
Wars at Work
Red cascades of data flicker rapidly through my right eye. They move
with me as I turn my head, telling me where to go; I now have to turn
right. I mechanically follow the instructions, getting closer to my
destination.
My mission is clear: find artifact A2000 4356 7832, pick it up, bring it
back home. As easy as that. Yet I have never been in this sector before; I
must rely on the information that appears in my eye.
I listen to the metallic pounding of my heavy boots on the floor, echo-

ing and fading away. My hand wanders over the touch pad in the belt-
mounted device at my side and I change the intensity of the rays.
Distant machines stamp out their never-changing beat. The hall I enter
lies bathed in dim light.
Although the walls numb the senses with their icy greyness, I am not
cold; it is warm in here, maybe 27° Celsius. A bead of sweat runs down
my forehead into my eye. I feel a sudden sting, but I do not dare to wipe
it away, afraid to lose sight of the thin red lines.
A man comes round the corner and stops in his tracks as he sees me.
His mouth opens in disbelief. He certainly wasn’t expecting me—the
cyborg—to appear here.
I grin widely and nod in his direction; a mistake. The play of facial mus-
cles changes the position of the light source. The data stream moves
Chapter 2 234
Henning Brau Accepting Star Wars at Work
out of focus. I knew it, the position of the laser isn’t stable and I’m los-
ing contact with the data server.
While heading forward, I fumble with the head-mounted display,

cursing the technology. No time to stand still, they are testing my per-
formance. The light rays come and go, but a stable image cannot be
achieved.
Oh, crap.
Suddenly orange lights flash and brakes screech. I turn to my left just in
time to see a forklift truck stopping right in front of me. That was close!
“What the hell d’you think you’re doing, Darth Vader?!”
Parts Lists in the Automotive Industry

Needless to say, I am no cyborg and this is not a scene from some cheap
sci-fi movie. In fact, the episode is from a feasibility study I ran a few
years ago.
I was indeed walking in industrial safety boots through an 800 meter

long commercial vehicle manufacturing hall with the sound of ma-
chines hammering in my ears.
It is also correct that I was wearing a head-mounted display (HMD) that

projected red laser beams directly into my eye via a semi-transparent
mirror in front of my face. This retinal laser device really was controlled
by a mobile device on my belt with a cable that ended at the back of my
head.
Via this HMD, I was given information on how to find a specific small
part of a truck that was being assembled, and this artifact’s name, as
mentioned above. The task was timed to determine whether perfor-
Chapter 2 235
mance was comparable to traditional methods using lists on sheets of

paper.
To better understand the situation, a little background on the purpose

of the part lists is needed. When you buy a new car, you usually want
some individualization of the basic model, with extras such as special
paint, some shiny chrome parts, a better hi-fi system or sports sus-
pension. Whatever you choose, your car will become more and more
unique, as the possibilities of combining extras are almost infinite. This
obviously means that each car must have an individual list of extra parts
to be assembled.
The same goes for trucks. They are also unique; rough estimates indi-
cate that just two out of 100,000 trucks from any particular manufac-
turer are 100% identical.
Thus, there is a unique parts list for each truck. Someone has to find
the right extra parts for a particular vehicle in a giant warehouse and
bring them on a cart to the assembly lines—to the right place at right
time. The parts list shows the ID of the truck and the line on which it
is being assembled. There then follows a listing of sometimes hundreds
of parts with their ID code (e.g., “A2000 4356 7832”), a natural language
description, information on the quantity needed and their location.
Basically the same data was displayed on the HMD, together with some
additional details.
Inhouse Usability Engineering

I have been a usability consultant in the automotive industry since
2003. My job is to test all kinds of new technologies for their poten-
tial to facilitate engineering and production work for my employer. In
other words, I do not have to make things salable to customers. If we
find that a new technology might be useful for our workers, it is my task
to make it as usable as possible. The retinal laser device is only one of
Chapter 2 236
many odd examples, including cooperative joystick-controlled robot

systems and mobile augmented reality devices.
Of course, we don’t create these technologies, we test what can be done

with them. We are first adopters who take technology straight from the
lab. To me, therefore, user experience does not mean stunning visual
effects. I focus on pragmatism,
ergonomics, safety for and accep- To me, therefore, user experience
tance by our staff. does not mean stunning visual
effects. I focus on pragmatism,
We received the HMDs from an ergonomics, safety for and
external partner. After finding a acceptance by our staff.
possible manufacturing scenario,
I was asked to ensure the feasibility of the technology. Feasibility here
refers not only to technical aspects, but also checking whether the de-
vices can be used as working aids without endangering the health of
our workers.
The expected benefits of the HMDs were mainly ergonomic. The work-
ers push their carts round the hall, selecting parts according to the cur-
rent parts list. The carts are quite large and can only be moved through
the main pathways, which means our workers quite often have to walk
away from the cart to pick up parts. It would therefore be helpful if they
could continuously see the correct ID code. The HMDs also eliminates
the necessity of handling paper parts lists, allowing workers to have
both hands free the whole time. Work would be more convenient and
less stressful, which in the long run leads to better motivation and less
errors.
So here is my task summed up: Take some innovative technology and

carry out a pilot test of at least three weeks under realistic conditions,
focusing on ergonomics (stress and strain of workers), usability (effec-
tiveness, efficiency and user satisfaction), technology (stable and error-
free performance) and economics.
Chapter 2 237
Usually when talking about usability, we mean the goals of users. Yet,
given the situation within an industrial work process, can we really
assume that users have the same goals as the organization? What ef-
fect would mandatory use have on the acceptance of the system by our
workers? I also wanted to investigate this.
Our User-Centered Design Process

“Your eyes are pretty good, considering you wear glasses. Your 3D vision
is excellent and you have optimal color vision. And you will get glau-
coma when you are older.”
Did he just say glaucoma?
“But, err ...”, I started. There was no reaction. The chief physician who
had just checked my eyes at the ophthalmology clinic was no longer in-
terested in my physical condition.
“Go to your doctor every three years and stop driving when you are old
and blind.”
Ok, this is exactly the kind of empathetic doctor I was looking for to
launch the first stage of our study—ensuring workers’ physical health.
Every participant had to go through a thorough check of his eyes before
and after the test to see if being exposed to the laser beam for more
than six hours a day would have negative effects. In the end, we had 18
workers as volunteers, all of them healthy and highly motivated to par-
ticipate in our pilot test.
Naturally, there was also a technical investigation of the lasers before-

hand. We also ran ergonomic test series on aspects of the hardware,
such as weight, haptics and so forth. The findings for standard all-day
usage were optimal. The probability of harming workers’ eyes was zero.
Chapter 2 238
Some ergonomic changes were needed, however. Can you imagine how
well a touch pad built in 2003 works while wearing industrial work
gloves? The touch point with these gloves on is about 4 cm wide, so we
simply replaced the touch pad with a single giant knob, 10cm in diam-
eter. Together with four out-of-the-box cursor keys and one additional
key for opening the menu, we had six digital (on/off) input sources. Not
much, but enough for the most important features.
Another lab test series evaluated psychological stress and strain caused
by the devices. 30 participants were asked to perform intricate tasks of
sorting items and solving puzzles while receiving instructions on the
HMDs, compared with a group whose instructions were printed on
paper. In addition, they had to perform concentration and stress tests,
similar to those in IQ tests, between the tasks. Again, everything was
fine. The two groups did not show significant differences either in per-
formance or in objective stress or perceived strain.
Next stop: context analysis in the manufacturing workplace. We started

by investigating how work processes could be translated into an in-
formation architecture and user interface design. To achieve this, we
worked in the factory halls during standard shifts for no less than two
weeks. This gave us the expertise needed to identify the workflows
to transfer to the test system. In interviews with personnel, we deter-
mined which functions would improve work and should be added.
After that, the workers took part in card-sorting sessions to reduce the
information on traditional paper lists into chunks and rearrange them
according to their needs. Together, we created screens and found out
how to turn them into interactive workflows.
Then we created fake click-through scenarios, known as demonstra-

tors. These graphical prototypes allowed us to simulate the complete
workflow without a single line of program code and without being lim-
ited to static screens or linear workflows. They can be created quickly
Chapter 2 239
and easily, even in PowerPoint. We simply drew the screen layouts and
laid transparent rectangles over the interactive elements, such as but-
tons. The rectangles were linked to other slides, which then showed the
system’s “response”. Our demonstrators thus allowed us to iteratively
evaluate design and workflows in expert reviews, formal analytical eval-
uations using GOMS, and of course in focus groups with the workers.
Finally, we performed pre-tests with workers who wore non-functional

HMDs during a normal working shift to find out how to optimize
wearing comfort. A creative process started with glue, tape and fabrics,
which in the end even allowed for individualized design; some of the
workers started to alter the appearance of the device by applying paint
and stickers.
After reading about how we performed every state-of-the-art step in

a user-centered design process, would it not make a good story if the
pilot test would have been a major success? In fact, everything went
well except for one thing—acceptance. The participants did not want to
work with the technology that they had helped to create. One by one,
they stopped working with the HMDs, quitting their voluntary partici-
pation in the pilot study.
This was strange, as the system had superb results in usability ques-
tionnaires by the very same people; it was rated suitable for the task
at hand, easy to learn, easy to control, users could individualize it suf-
ficiently, it was self-descriptive, and it was consistent with users’ ex-
pectations for system behavior, as well as being tolerant towards usage
errors.
The reasons for refusal, therefore, were obviously not to be found in

our own UCD process, reflected in the questionnaire results. What was
going on here?
Chapter 2 240
In a subsequent interview series, we came to understand that the work-

ers saw no reason for wearing the “helmets”, as they called the light-
weight HMDs. Although all of them agreed beforehand that it would
be good to have both hands free while working, they saw it more as one
source of information being replaced by another. Even if they did not
have to remember ID codes anymore, the overall perceived usefulness
was not enough to outweigh the inconvenience of wearing a helmet.
This became especially evident in the contrasting cases of two workers

who found the system to be very useful for them personally. The first
was new to the job and he still had problems recalling the ID codes cor-
rectly. The HMD helped him greatly minimize his error rate. The sec-
ond was long-sighted and found it much easier to read the augmented
information than the written instructions. Neither wanted to give back
“their” HMDs, even after the study was over.
To me, this is a good example of UX as the key to technology accep-

tance in industrial environments, too. As UX specialists, we must there-
fore always keep an eye on the perceived individual usefulness, not just
aesthetics or objective usefulness. Or, as one participant put it:
“Now we look like we’re in Star Wars, but I would only use the helmets
if I could watch Star Wars while working.”
Chapter 2 241
About the Author

Henning Brau received his masters degree in engineering psychology at
the Technical University of Berlin. For several years he worked as a free-
lancer in market research and usability consulting. In 2007 he became
the program manager for “User-centered Technologies” at a German
automotive OEM. Since 2003 he is member of the German UPA, joined
its board in 2007 and was elected president in 2008. He co-authored
a widely recognized German-language book on usability evaluation
methods. Henning is also active member of the national standardiza-
tion organizations (DIN) working group “User Interfaces” (e.g. DIN EN
ISO 9241).
Chapter 2 242
Mark Hurst
Founder of Creative Good
New York, USA
A Day at
Acme Corp
I spent a day at Acme Corp recently … you know, the multinational
company that makes all the supplies for Wile E. Coyote and other avid
inventors. (Hey, I figure it’s more interesting than “all names and details
have been vastly changed” etc. :)
Anyway. Acme had a problem: research showed that their website was
completely, unforgivably, disastrously hard to use for their customers.
And ugly, on top of that, as if it was spat from a template circa 1996.
So I sat down with the executives, everyone with a stake in the online
presence, to help them improve the business metrics by improving their
website.
Here’s an excerpt of the meeting transcript, more or less.
Me: “One thing customers complained about was the home page navi-
gation. To quote one customer we talked to, ‘I can’t figure this thing
out and I’m leaving right now.’ I think it had something to do with the
flaming chainsaw animation that follows the mouse pointer around the
screen. Is it possible we could remove that?”
VP Marketing: “Oh right, the flaming chainsaw animation. I’d love to

take that off the site, really I would, but I just think it’s so neat, and be-
sides it aligns with our brand message of innovation here at Acme.”
Me: “But customers would shop more, and buy more, if it wasn’t there.
Wouldn’t you like to reconsider that animation?”
Chapter 2 244
Mark Hurst A Day at Acme Corp
VP Marketing: “Here in Marketing we have to adhere to our brand

guidelines, and innovation is central to that, so I’m afraid the animation
has to stay.”
Me: “OK—next up is the customer complaint about the 18-level-deep

flying dynamic navigation sub-menus. Several customers said all the
menus zipping around the screen made them dizzy.”
VP Technology: “I know what you’re referring to. That menu system

took our technology team six months to code up, and I have to say it’s
the most advanced implementation I’ve ever seen, really an awesome
job.”
Me: “The technology is impressive, for sure ... I mean, I’ve never seen 18
nested levels all flying in unison like that.”
VP Technology: “Thanks, man.”
Me: “Uhh—sure thing. But I’d just like to push back a little on this—the
customers did say that the menus were confusing. How about a simpler
menu, maybe just a few links to the top-level categories, and that’s it?”
VP Technology: “Listen, I’m all for simplicity and ease-of-use and all
that, I hear you. I really get it. But I have to tell you, Web technology is
moving fast, and if we don’t keep up, we’re going to look like Google or
something. A bunch of blue links. Borrring.”
Me: “Allllright. Now we’ve covered the flaming chainsaw and the flying
menus, let’s move on to the logo graphic. Some customers complained
that they didn’t want to scroll down a full page just to get past the logo,
the large stock photos, and the slogan.”
VP Branding: “What did they say about the color scheme? I’m just won-
dering, because the green and fuscia palette is really supposed to, you
Chapter 2 245
know, bring forth associations of innovation and holistic thinking, all

while blending in with the flames from the chainsaw.”
Me: “I think I have a plane to catch.” (Exit conference door right.)
Chapter 2 246
About the Author

Mark Hurst is an entrepreneur and writer concerned with the idea of
“good experience”—in particular, what enables or detracts from mean-
ingful experiences of creativity, technology, community, and life.
Every spring in New York he runs the Gel conference, spotlighting he-
roes and innovators of good experience in a variety of fields.
Mark also writes Good Experience as a blog and email newsletter for
tens of thousands of readers.
In 1997 Hurst founded Creative Good, a firm devoted to helping busi-

ness create better experiences for their customers and employees. He
runs it with business partner Phil Terry.
His 2007 book Bit Literacy proposed a basic set of skills to overcome in-
formation overload. Douglas Rushkoff wrote, “Mark Hurst is the smart-
est person thinking about ways technology can make our lives easier
rather than harder.”
Mark began his Internet career as a graduate researcher at the MIT

Media Lab, then worked with Seth Godin at Yoyodyne. He holds bach-
elor’s and master’s degrees in computer science from MIT and lives in
New York City with his wife and son.
Web: http://goodexperience.com
Twitter: markhurst
Facebook: markhurst1
Chapter 2 247
Timothy Keirnan
User Experience Analyst
Michigan, USA
UX Professional
Goes Car
Shopping
In the winter of 2008 my most excellent auto mechanic, Jake, gave me
the bad news: my beloved 12-year-old car should not be driven through
any more Michigan winters. Too much corrosion was attacking the
frame.
Many car parts can be fixed or outright replaced, but a frame with too
much corrosion becomes dangerously weak and impossible to repair.
Michigan is in what we Americans call “the rust belt”. The steel in auto-
mobiles competes with the salt spread onto the roads during the win-
ter. Eventually, the salt wins because the rust spreads like crazy.
“If you really want to keep it forever as you’re always telling me, get
something else to drive in the winter,” Jake said. Jake knows what he’s
about. He rebuilt the engine for me at 217,000 miles. Replaced the
clutch, too. He also modified the suspension and exhaust system for me
over the years as we made the car more fun to drive than it had been
straight from the factory.
So this car I’d bought when fresh out of grad school in 1996 was now
too rusty to drive all year round. This was a moment of serious emo-
tional import. This car and I had been through a lot together. It was
even stolen in 1999 when I lived in Denver. Days after the theft, I
bought another 1996 Saturn SC2 in nearby Colorado Springs because
I couldn’t order a new one. (Saturn had ruined the model for me with
Chapter 2 250
Timothy Keirnan UX Professional Goes Car Shopping
some ugly revisions in 1997, and there were no other car brands on the
market that remotely interested me. I wanted the same car back as I
had lost!) But then the police found my original car partially stripped in
a south Denver parking lot. So I had two 1996 SC2s in my driveway for
a few months until my original car was restored and I sold the second
one.
280,000 miles is a lot of miles and memories, and the cockpit ergo-
nomics of those mid-90s Saturn S cars are a joy to drive (see my Design
Critique episode, 1996 Saturn SC2 Critique1). Before General Motors’
inept interference in the late 90s, Saturn proved with the nimble, fru-
gal, two-door SC2 that economical cars could provide terrific user expe-
riences when designed properly. Could I find a car this good in 2008?
Transportation, Lifestyle, and Selection Criteria

Cars are tools like any software, website or appliance. They have utility
that some people can separate from any aesthetic, ego or value judg-
ments. To some people, a car is merely transportation and things like
styling, ecology, and values projection are not part of the equation.
These fortunate people find it quite easy to buy a new car because their
needs are simple, and their lack of passion about the driving experience
lends them an easygoing attitude that verges on apathy.
I belong to the somewhat unfortunate class of driver who demands a

great deal from a car’s user experience. For these people, cars are life-
styles and extensions of their owner’s deeply held values. For many en-
thusiasts, a car can become like a family pet, with the accompanying vet
bills and chores to care for it and help it “live” as long as possible.
User experience professionals are a demanding sort to whom critiquing

designs comes as naturally as breathing. I can now attest that this ten-
dency is in full force during car shopping. My basic criteria for my new
car would be:
1. http://designcritique.libsyn.com/index.php?post_id=340718
Chapter 2 251
1. Two doors, because there’s just me to get in and out, plus an oc-
casional front passenger. Back seats are superfluous and I’m aes-
thetically allergic to four door vehicles.
2. Firm suspension so the handling is fun and sporty. None of that

wallowing, squishy, marshmallow ride for me. Besides the fun
factor, firm rides also give safer handling in emergency situations
due to the feedback they transmit to the driver and their tena-
cious grip on the road.
3. Four-cylinder engine, because there’s just me to drive around plus

occasional luggage, and I like using as few resources as possible to
drive on—I want ecological fun. The Saturn SC2 can get 40mpg at
55mph, and 12 years later I wanted a car that would not get worse
than that.
4. No sunroof because I dislike direct sunlight and mechanical

troubles are common as sunroofs age. Also, they add weight at the
worst possible place for handling, at the top of the car, far above
its centre of gravity.
5. 360-degree visibility, just like the 1996 Saturn SC2 (no blind
spots).
6. Good user interfaces and controls in the dashboard, steering and

centre console.
7. The dealership experience must be respectful of potential cus-

tomers and not insult my intelligence nor waste my time.
MINI Cooper
Website Experience
I had admired www.minusa.com for years as the best car brand website
I’d ever browsed, until MINI redesigned it in the summer of 2010. The
Chapter 2 252
MINI build-your-own-car configurator was especially well done. Over

several years I went from admiring the site design to thinking I should
test-drive a MINI when the day came to buy a new car. Let this be a les-
son to automobile manufacturers out there: a terrific website can entice
potential customers into at least walking into your dealerships!
MINI Dealership Experience 1

One Saturday in April of 2008, I drove an hour down to Ypsilanti to
pick up my car advisor buddy, Ken, and then head to Motor City MINI
in Shelby, an hour northeast. The dealership initially impressed me by
letting Ken and myself test drive a MINI Cooper S without the annoy-
ing “tagalong” of the motoring advisor. They just verified my driver
license and handed me the keys. Now this is how to treat your prospec-
tive customers, folks.
My first impressions were to love the torque of the turbocharged en-

gine, appreciate the visibility that was almost as panoramic as my SC2,
and adore the brakes, which slowed the car amazingly quickly.
Unfortunately, the cockpit controls are terrible. For example, the turn
signal returns immediately to its centre position when pressed to indi-
cate a left or right turn. It does not stay down for “left” or up for “right”,
thus forcing the driver to take eyes off the road and look at the blinking
lamps to verify they are signalling the proper intent, or even signalling
at all, if music is loud enough to mask the audio cue of the signals.
The 2007-2010 MINI’s climate controls and audio controls are the
worst I’ve seen anywhere and look dreadfully cheap and childish, like
toys. I do not expect, nor want to pay for, cheap plastic exaggerated
“Fisher-Price toy” controls in an upscale automobile. The centre-
mounted speedometer is enlarged far beyond the classic “Minis” of the
1960s and thus looks cartoon-ishly absurd. Quirky personality is one
thing, but there’s a fine line between charming and cloying.
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Upon returning to the dealer, I asked to drive the non-turbocharged

MINI Cooper. At this point the entire experience went pear-shaped as
we were told the dealer did not allow the cheaper model to leave the
parking lot! News flash to
any car dealers out there: News flash to any car dealers out
driving a car in a dealership there: driving a car in a dealership
parking lot is not appropriate parking lot is not appropriate to the
to the purpose of a test drive, purpose of a test drive, especially
especially when shoppers when shoppers have driven over two
have driven over two hours hours to reach the dealership.
to reach the dealership. To
make matters worse, when I was able to flag down a motoring advisor
and ask a question I had prepared in advance about the car (to see if the
staff knew their stuff), the answer was flippantly useless and actually
wrong enough to have cost me a lot of unnecessary expense if I had ap-
plied it. Finally, some of the staff exuded a “hipper-than-thou” attitude
that was extremely off-putting.
I left, intrigued by the MINI, but disgusted by the ineptitude of the

staff and swearing never to buy a car from that place. The character of
the car was intoxicating, and surprisingly strong enough to make my
reservations about the terrible controls seem worth rethinking. I never
thought I could admire something so inherently unusable, so delib-
erately inept, but I began to see that the product was exciting despite
some very poor user interfaces. Could it be that a good user interface is
negotiable when balanced against other factors in a product?
UX Takeaways
1. Invest in a proper website to communicate a car brand’s unique
qualities and make it easy for prospective customers to build their
own “daydream car” during their car research.
2. Allow for solo test-drives, especially when two people show up

asking for a test drive.
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3. Do not waste prospective customers’ time by forbidding trim level

comparison drives, answering product questions incorrectly, and
behaving like the Fawlty Towers2 of car dealers.
Honda Civic Si
Website Experience
Trusted automotive advisor buddy Ken told me to test-drive a Honda
Civic Si because it was recently redone and good value for fun. Off I
went to Honda’s website for the Civic Si and discovered that Honda’s
website was, in the spring of 2008, dreadful. It could have been de-
signed 10 years earlier from the look and interaction design of it. None
of the personality of the car, nor any effective use of Flash that MINI is
so good at for describing options and configuring a car, were apparent.
Honda’s website was very static overall; the content was typical corpo-
rate bland bad marketing fluff and not at all engaging for what appeared
to be a very engaging car.
Civic Si Dealership Experience 1

While visiting my parents in nearby Ohio, my Dad and I went to
the local Honda dealer to try a Civic Si. Upon arrival, a salesman an-
nounced that the dealer did not allow the Civic Si to be test-driven on
actual roads but we could drive it round the parking lot and access lane.
What the hell is going on with these idiot car dealers?
Do they really think a product that costs well over US$20,000 can be
test-driven in a parking lot? Is a website or brochure or magazine review
going to let a customer experience the product firsthand? Obviously
not. Would any UX professional conduct a usability test by telling the
participant, “We can’t let you perform any tasks with the product in
pursuit of your typical goals, but we hope your session with our product
will be enlightening”?
2. http://www.fawltysite.net
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Perhaps my clean driving record and friendly, retirement-aged father’s

presence made the dealer think we were car thieves—yes, that must
be it. It’s laughable that cars such as the MINI Cooper and the Civic Si,
which cost less than $25,000US, are treated like exotic super cars cost-
ing tens or hundreds of thousands more. The hostility towards allow-
ing prospective customers the experience of driving the cars on actual
roads is inexplicable and unforgivable. We are not talking about Ferraris
here.
Well, we had driven for over 30 minutes to get to this point, so drive
around the parking lot and access road I did, my Dad in the back and
the clueless salesman in the passenger seat. To my delight, the controls
of the Civic Si were wonderful. Everywhere that MINI made a stupid
decision, Honda made a good one. The dreamy short-throw manual
transmission has a sensible shift pattern unlike the MINI, the parking
brake is alongside the shifter for immediate use by simply rotating your
wrist 90 degrees, the centre stack has everything within reach and I
didn’t need an instruction manual to figure it out, plus several knobs
were oversized to facilitate gloved hand use in winter, and the dash-
board was exquisitely usable. Honda carved the dash into two tiers, the
top tier holding a digital speedometer plus two gauges, and the remain-
ing gauges and tachometer in the lower tier. Marvellous! I could keep
my eyes on the traffic ahead and still see my speed in peripheral vision.
No need to look down even for half a second.
Speaking of vision, the Honda Civic Si’s visibility is poor compared to

my first-generation Saturn SC2 and the MINI. To get its terrific crash
safety ratings, the Civic employs very thick roof pillars front and rear.
These pillars create huge blind spots on every corner, which was very
disappointing. You cannot see pedestrians and cyclists entering cross-
walks until they are already in front of a fender!
Other problems with the Civic Si included the forced inclusion of a

sunroof, an engine that sounds gorgeous under load but has a little less
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torque than I prefer, and exterior styling that looks like a well-used bar
of soap on wheels.
UX Takeaways
1. Do not treat a somewhat inexpensive car like an exotic and disal-
low test drives on actual roads.
2. A clueless salesperson is NOT necessary on test drives and just in-

hibits conversation between the customers.
3. Get a website that shows the car off without making users feel
they are looking through the pages of a print brochure done by
marketing hacks. There undoubtedly exist marketing profession-
als who are also literate driving enthusiasts. Hire them!
4. Do not force customers to buy options in large packages that

compel them to get many items they don’t want just to get a few
choices they do.
Mazda 3
Website Experience
Sadly, in 2008, the Mazda website was as lame as Honda’s was that year.
Unlike with MINI’s superior website, I again felt I was looking through
a print catalogue; Mazda’s site did not take advantage of what websites
are good for when communicating dynamically variable information.
Building a car online was awkward and information about trim levels
and options was not presented well. And I would have to get a sunroof
to have the trim level I wanted—plenty of that cursed option bundling
was going on at Mazda as well as at Honda.
Test Drive Experience

Local UX peer Mike Elledge from Michigan State University’s Usability
& Accessibility Lab had recently bought a Mazda 3 sedan and strongly
suggested I try it. Mike is a wise man who used to drive old BMWs
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exclusively, so I took him up on his offer to drive his Mazda 3—he obvi-
ously appreciated good cars. After my bad experiences trying to test-
drive cars on public roads with the MINI and Honda dealers, a private
appointment with someone who prefers “driver’s cars” and would share
his was welcome. Even though Mazda does not offer a coupe in the 3
series, the sedan looked so good to me I didn’t care. (2009’s “face of the
Joker” redesign of the Mazda 3 put an end to my appreciation of these
otherwise fine cars.)
Driving the 3 was fun and I could see why Mike liked it. Visibility was
better than the Civic Si, and nothing about the interior controls an-
noyed my usability sensitivities. I did wonder about the use of red in all
the lighting and gauges. It’s probably good for preserving night vision,
but aesthetically I wasn’t eager to see red everywhere all the time in the
day. Perhaps it was my cultural tuning to red as a warning colour only.
I also noted the same “force many options down your throat because
you dared want one specific option” packaging that plagued Honda.
Even if I could stomach driving a car with four doors, having to get a
sunroof really annoyed me which was unfortunate as the handling and
other aspects were good.
UX Takeaways
1. Stop forcing customers into mandatory up-sell positions when all
they wanted were a couple of options.
2. A dashboard full of red lights is not conducive, on first impres-

sions at least, to tranquil, focused driving.
MINI Cooper (Revisited)

Dealership Experience 2
Back in Ohio, Dad and I went to the Cleveland MINI dealer to see if
they allowed test drives of the non-turbocharged Mini on, you know,
public roadways where cars are expected to actually be driven.
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Classic MINI was an entirely different experience from Motor City

MINI. Upon walking in to a separate building that housed only a MINI
dealer, and wasn’t the back room of a BMW dealer, there was a notable
lack of pretension and “attitude” in the staff. Even better, the motoring
advisor who approached me seemed surprised at the idiocy I’d endured
in Michigan and asked “which MINI would you like to drive first so you
can get your direct comparison?”
Off we went and I didn’t mind the motoring advisor coming along for
the ride because he actually knew where to take the car for safe tests of
its acceleration and handling. He also contributed insightful comments
to us about the product. Imagine that! It was obvious he loved the prod-
uct he sold and enthusiasm is contagious in these situations.
The lack of a turbocharger made the standard MINI seem less excit-
ing, but the superb handling was still there. Unfortunately, so were the
dreadful controls inside the cockpit. However, at least MINI allows for
an a la carte selection of options, unlike Honda and Mazda. The options
may cost more as a result of so much assembly line customization, but
the customer has a choice to create his or her own unique MINI and it
was good to be back in a car with superior visibility again.
A sad fact of the turbocharged Mini was the unavailability of the tradi-
tional MINI slatted chrome grill. Only a black piece of plastic hexagons
is used, which makes the Cooper S resemble a Volkswagen in a twisted
confusion of brand identity. When I found frequent complaints of reli-
ability problems with the turbocharged 2nd generation new MINI in
various Web discussion forums, I crossed the Cooper S off my list. But
the Cooper was becoming an intriguing option.
UX Takeaways
1. For goodness sake, let the prospective customer test drive all
models on the public roads.
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2. Provide a single building for a single brand of cars instead of an

afterthought extension off another brand’s showroom.
3. Be friendly and attentive to customers who walk in.
The Inevitability of Compromise

After a successful test drive on public roads of a Civic Si at a decent
Honda dealer in Michigan, I had my choice before me:
1. Enjoy the superior cockpit design of the Civic Si, but endure poor
visibility and soap bar styling, OR
2. Design my own MINI exactly as I wanted it, enjoy amazing han-

dling and brakes, and endure the worst car interior ergonomics
I’ve ever seen.
In the end, my choice of the MINI was based on some emotional rea-
sons that had nothing to do with usability and everything to do with
other components of my user experience:
1. The MINI has a large enthusiast community of people who love

to drive fun sporty cars. Buying a MINI buys entry into this world
of diverse fellow enthusiasts who participate in car club activities
on a regular basis.
2. I’d always dreamed of having a sporty British car with a wood

dashboard, and the 2nd generation new MINI offered that as an
option.
3. The experience of configuring almost every aspect of the car

appealed to the designer in me. MINI’s website claims that
10,000,000 configurations are possible with their cars and that no
two Minis ordered from the factory are alike. Even if that is mar-
keting fluff, there is an element of truth in it.
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By ordering the in-dash navigation system, which I wanted because

of my infamous poor sense of direction and frequent solo road trips,
I was able to ameliorate some of the worst user interface errors in the
cockpit’s centre stack. But I admit that the embarrassingly poor design
of the rest of the dash and the controls is always there in my mind, and
teeters in balance against the terrific handling and braking and overall
charisma of the car. It’s a real study in contrasts.
In Conclusion: The Miracle of Adapting

The experience of tailoring a car for myself was just as fun as it had
been in 1996 with Saturn, and the fun I’ve had with the Michigan MINI
Motoring Club has been a continual reminder that I made a good
choice. There was no perfect choice, but this has been a good choice
and that is perhaps the best one can hope for.
It was thrilling and maddening to shop for a car in the first decade of
the 21st century. Thrilling because modern cars have so much good en-
gineering in them and are in general more reliable than the classic cars I
drool over at old British car shows, as well as being safer.
But it is maddening to see a great car (like the second generation of the
new MINI) hamstrung by interior controls that so flagrantly break my
cardinal rule of driving usability, which is:
Good car designs let the driver keep eyes on the road all the time. Bad
car designs force the driver’s eyes to verify what he is about to do, or
confirm what he has already done.
Whether it is simply checking one’s speed or changing the temperature

setting of the heater, we should not have to look down and ponder
while our car zooms ahead so many feet per second. Saturn knew this
in the early to mid 1990s and made a terrifically usable product. How is
it that MINI does not, so many years later? I reluctantly admit that in
all products, the mere existence of great designs does not automatically
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mean every brand learns from its peers. Best practices are rarely univer-
sally adopted in an industry, if ever.
Every day I smile as I approach my MINI. Then I climb in and frown

while I curse Gert Hildebrand and his “designers” at MINI who ruined
Frank Stephenson’s first generation MINI with their desperation to be
ever more cutesy-cute and different for the sake of being different. Even
the headlamps of this 2nd generation MINI were ruined by the “cross-
eyed dumb fish” look of the turn indicators being deliberately off-
centre. But as soon as I’m moving down the road, most of my revulsion
melts away into delight at the handling and braking of the car—this is
motoring!
What do I take away from this? I would say I chose to compromise my

value of usability for my value of nimble handling, awesome braking,
great gas mileage, and customization I was able to do from the factory.
Two out of three ain’t bad. I can live with it, because we humans have a
wonderful capacity to adapt to bad
user interfaces in the pursuit of our We humans have a wonderful
goals. capacity to adapt to bad user
interfaces in the pursuit of
Will we ever have customized pro- our goals.
duction of personal transporta-
tion where the customer has control over user interface design and
ergonomics of the vehicle, in addition to choices over options such as
heated seats, paint colours, and seat fabrics? With the integration of
computers into automotive systems, I hope that someday our cars’ user
interfaces may be subject to the preferences of us, the users, not a prod-
uct manager in Munich who wears black all the time and delights in
form-over-function designs.
Would such fine-tuning of user interface and control “preferences” by

the car owners themselves lead to dangerously bad designs? I argue that
it can hardly get any worse than it is now with some car models. We
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see customization of user interfaces in software and websites with vari-

ous “skins” and “themes” that product owners share with each other in
online forums dedicated to discussing these products. I hope car dash-
boards and centre stacks, perhaps built with OLED screens and touch
technology to allow “soft buttons” and displays, are not far behind.
DISCLAIMER: The author does not want readers of this chapter to in

any way interpret this story as an endorsement or promotion of MINI
brand automobiles. The shopping and ordering processes were indeed
fun, but eight unique warranty repairs in the first 19 months of owner-
ship speak for themselves. Caveat emptor!
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About the Author

Timothy Keirnan (Michigan, USA) is a user experience practitioner by
day and producer of Design Critique: Products for People podcast by
night. He holds an undergraduate degree in audio engineering and a
graduate degree in Technical & Scientific Communication.
By day, he works as the User Experience Analyst in a large corpora-

tion’s IT department. By night, he produces and cohosts one of the first
podcasts devoted to User Experience and its related disciplines. Design
Critique started in summer 2005 and continues to encourage usable de-
signs in products of all kinds for a better customer experience. You can
find Design Critique at:
Web: www.designcritique.net
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Sudhindra V. Murthy
Associate Creative Director at Sapient
Bangalore, India
Design is Problem
Solving—In More
Ways than One
It all began on a cold day towards the end of October in 2005. I was
rushing up to go over for a client meeting, 5 miles into the city. As I
was about to close and lock my computer, I saw a message pop from
the Resourcing Team. I gave it a cursory glance, thought with a sigh,
“Another hard gruelling project” and locked my computer. However, I
thought I had noticed something like a “travel instruction”. So I un-
locked my computer and read it in full. It was indeed a new project
I was to take up, but to my disbelief, I saw that I was to travel
to Singapore in the next 3 days. Of course, I was shocked, unhappy and
essentially disturbed since I was to travel at such a short notice.
“Let’s deal with this when I am back from the client meeting,” I

thought. The meeting itself went pretty well and the clients were a
happy bunch, now that we had turned around their rather clumsy news
site into a more “new-worldish site” - in their own words.
I came back three hours later, went through the mail again and called
the Resourcing Team. The first thing they asked me “Did you get your
ticket yet? What kind of accommodation are you looking for? Please fill
in the travel request form and send it back ASAP.” I fought to control
my myriad emotions at play and asked them a simple question “Why is
it such a short notice?” “Because the project has started yesterday and
today, you will be talking to the client at 6.30 pm. Did you not get the
invite yet?” was the reply.
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Sudhindra V. Murthy Design is Problem Solving—In More Ways than One
Now I lost all my control. There was a shouting match between us,
we exchanged non- pleasantries and banged the phone down on each
other. But there was nothing that could be done. Well, something could
be done, get familiar with the project, get to the documents sent by the
client and start the project study. So that is what I did, as all good em-
ployees would do.
The evening call with the client happened as scheduled. All of us team

members were introduced to the client contact, Bill. I was to lead the
project and Alka Mukta was the project director. The project was for 1
year, which, as I was to witness later, extended to 2 years. And Bill, with
all his charm, welcomed me on board and said he expected me to start
work at the client’s location in 3 days. This meant I had to travel not 3
days from now but in the next 2 days!
I was not surprised. During the day, I had learnt enough not to be sur-
prised. In fact, I had steeled myself to the point that if I did not come
across “surprises” every hour it would not have been normal for the day!
A Quick Intro
To those who do not know me, I am a User Experience Strategist.
Also referred to as User Experience Architect, Interaction Designer,
Usability Analyst, Software User Interface Designer and so on. Though,
taken individually, they differ from each other, chances are most people
called by any one of those names above will be doing an overlap of all at
some point.
My job is to make the experience of using software fit in with the

envisioned parameters. Typically, every good software interface is
envisioned to behave in a certain way. For example, an application
designed to assist people in their day-to-day tasks in an organiza-
tion focuses on making it most efficient. An e-commerce site en-
courages the visitors to browse for special products and persuades
them to buy stuff online. A social networking web application would
Chapter 2 267
want its users to effectively make connections and maintain relation-

ships with the real people in their circles.
In generic terms, this is what my tribe and I tend to do, enable the soft-
ware and the people to interact effectively so that the stated goals are
achieved. Increasingly, businesses have realized the true power of a
good Interaction Design. But there are still people, in the heart of the
software world, who are yet to appreciate the need for this, as I learned
in my client’s place in Singapore.
At Singapore
The Changi Airport at Singapore is a huge enclave with armed guards,
pleasant immigration officers and tired, but cheerful, porters walking
around. And the familiar smell of the sea mixed with the air welcomed
me. I have always liked Singapore, the all familiar, almost-touchable
cleanliness, the greenery, and the consistency of weather have all added
to my pleasant memories of the place.
The client’s offices in Singapore were like a dream. It overlooked

the backwaters, in Shenton Way. In addition, half of the Singapore
Skyline was visible from my window. A great start to my onsite assign-
ment. Or so I thought.
I met Bill and he introduced me to a couple of his colleagues. Though

they were courteous, I could see their sarcasm when they said “Oh,
Usability?” In fact, one of them, Mathew Clarke, a little less diplomatic
of the lot, even went on to say “Really what does it do? It’s almost a
hindrance, isn’t it?” “Well,” I said to Bill, “that is a memorable start.” He
smiled but it carried more meaning than it showed.
The first day went in a couple of mere introductions. Bill gave me some

quick updates about the overall project, what it meant to the man-
agement, including the President of the Organization, and the vision
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they had for this product. He said, “OK then, great! Get Started.” I was

to learn later that this was his favourite line.
With my off-shore team, in the next 2 days we created 1 or 2 mockups

to initiate discussion on the strategic framework . On the third day,
Bill took me to “just socialize this with the tech team.” “OK” I said, “if
it’s that easy.” As it turned out, it was far more difficult than I thought.
The Senior Architect was hell bent upon proving “how worthless
Usability was.” We discussed
the placement of the “Print” We discussed the placement of
button for about 3 hours and the “Print” button for about 3
on a stalemate, we decided hours and on a stalemate, we de-
to end the meeting, promis- cided to end the meeting, promis-
ing to continue the next day. ing to continue the next day.
His comments were plenty—
“Why should Print be a button? I don’t quite like the blue colour. Can
we increase the font size? Oh, it opens in a pop up? Hmmm … But that
affects User Experience,” and so on. I was wide-eyed and said to myself
“I thought this was a strategy related meeting. And a single Print button
generally cannot make or break User Experience.” Of course, I did not
dare bring that up, lest it take 3 hours more. But I realized that sacred
terms such as usability, user experience and the like were used loosely
without major thought put into it. And User Interface strategy meant
nothing more than what they could see at that point.
I could sense an undercurrent of uneasiness towards Usability. They

seemed to hate us and I had no idea why. I even discussed this with
Bill but could not get a satisfactory answer. But then, in a matter of a
few days, I learned what the truth was. Like most problems, it was a
combination of several factors. The unhealthy politics, petty individual
egos, fragmented teams that failed to look at the big picture, a fear that
it would cost them plenty of time and effort to meet the UI needs and a
general lack of understanding of the importance of a good UI—all con-
tributed to a general feeling of uneasiness towards the UI. And the fact
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that User Interface is so visual and gets very subjective most of the time,
makes it all the more complex. One has to be “up for it” all the time—
with research, empirical data, best practice info, and a strong hold of
the subject. And, of course, the ability to convey all this in relation to
the technical view point.
This rather unpleasant start was something not completely new to

me. I had experienced a rather similar situation about 3 years be-
fore when I was in Dubai.
In Dubai
Dubai is the land of gold, silver and sand. It is the trading hub of the
Middle East. It carries a legacy of being the “free state” among the rath-
er orthodox ones such as Saudi, Iraq, Iran and the like. Dubai is actually
everything except petrol and the government has business interests in a
variety of sectors—real estate, transportation, aviation, and healthcare.
I worked in one of its Information Technology divisions that catered to
the travel sector.
The situation in my early days there, when I landed in 2002, was not

too different from that of my client in Singapore. The Business Analysts
were sceptical, the developers were difficult to work with and the man-
agers did not understand what usability was. Wow, not much was left
to go wrong!
The first thing I had to do was to educate my manager on the method-

ology, the ROI and the need to move the UI team up the value chain
and to develop strategies for it. Initially, everyone was reluctant to even
talk about it. When I floated my ideas to my team, they responded with
“Oh, there are too many levels involved,” “nobody understands it,” “we
are doing quite well without it,” “we play just the ‘support’ role” and
“we don’t stand to benefit too much from it”—and summarily dismissed
them.
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The grind then began. I had no idea how to take it forward, with this re-
ception from my colleagues. So I put down what was that important in-
gredient, for each category of people, to enable them to understand. For
the high level executives, it was the ROI. For development team project
managers, it was the value-addition that they could provide to their cli-
ents. For business analysts, it was the effectiveness of the features in any
application. For developers, it was the challenge in writing the code and
at times, the easiest way to complete a task. And for designers, it was
the beauty of the solution. OK, the first step was clear but a long way to
go. “At least,” I thought “the problem is deconstructed.”
While I was wondering how to go about the next steps, a friend of

mine, who more sympathized with my cause than believed in it, gave
me an idea—a brilliant one at that. He suggested a usability testing of
the intranet, the management’s favourite child. In fact, the manage-
ment had made it mandatory, making it the homepage for all employ-
ees. They took a lot of pride in this endeavour. “So,” he said “conduct a
usability test of the common tasks of the intranet and give a live demo
of what the users go through.” This was an exciting plan and to make
it more real and to generate a sense of excitement across the organiza-
tion, we planned a “usability day” in one month time. We campaigned
for it through posters, email campaigns and quizzes leading up to the
event. The people were sufficiently excited and they came in reason-
able numbers for the “Live Usability Testing.” Large video screens were
installed at strategic locations and we also webcasted it for those who
could not be present.
The recruited employees arrived one by one with a flourish; they were
almost heroes in front of their peers. There were16 of them. We had re-
cruited from all types of employees – tech savvy, non-tech, seniors, new
staff, managers and developers.
We briefed them, gave them the first task to complete, which was send-
ing a message to a colleague through the intranet and the exercise
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began. Any fears I had up to that point vanished in the first couple of
minutes. 50% of the participants did not even know this was available
and 25% of them could not locate the employee list. We could see the
others egging them on and almost muttering to them without being
able to say out loud—“It’s just there.” This was the most silent Football
ground atmosphere, I guess.
The CEO walked in and saw The CEO walked in and saw how
how his prized possession was his prized possession was reduced
reduced to a non-entity with its to a non-entity with its users.
users. The CIO was displeased
and was seen venting his ire at the Intranet Project Manager. And by
the end of the exercise, the intranet team were in another conference
room, the meeting chaired by the Project Manager. The silence in there
was so loud that it could be heard!
We did not even have to go to the other essential buy-in factors such
as ROI, the value-adds from the UI and so on. The point was made and
our team was summoned later by the CEO to come up with usability
methodology to fit in with the existing SDLC (Systems Development
Life Cycle) and create Standards. And it was mandated for all App
Teams to go through the UI team in all of their application develop-
ment. A sweet sense of victory pervaded the team and we went out for a
celebration.
Back at Singapore
Now back here at Singapore, in 2005, it was not too different. I realized
we needed something as dramatic to get the usability ball rolling.
It was the second Tech Team Meeting, which also included the Tech
Program Director, Dave Williams. Dave Williams was rumoured
to be a “tough guy,” “uncompromising” and “very smart,” all of
them being true. Now, this time around, I went with a rather differ-
ent approach, learning from my first meeting. I had prepared a list
of scenarios of the UI, mapped them against personas and had them
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handy. Every time a question was raised, I pointed at the personas, sce-

narios and challenged them for a better solution, since they happened
to claim that “Usability and User Experience was not up to the mark.”
Slowly, gradually and grudgingly, I received some acceptance from the
staff. A handful of people, including Dave Williams, were now con-
vinced that, after all, there was some reason and need in Usability.
Since I knew a bit of technical stuff, that I had learnt on my own and
from colleagues, I was able to provide them with a couple of solutions
to some of their coding problems. That also helped the rapport. But
one guy, Mallert Curtis, remained adamant about the “uselessness of
user-friendliness.”
“The Alerts guys are ready for you” announced Bill one day. Who and
what were the Alerts guys, I wondered. “The business analyst folks that
work in Alerts Team, Rachel and Attilio, want to have a meeting with
you to discuss the User Interface for setting up Alerts” he explained.
“Oh, is that all? I should be ready at 3 pm to discuss it.” “They are wait-
ing for you at Conference Room 112,” he said and walked away.
“But I don’t have an invite!! And I have lots to catch up on!”
A shrug of shoulders and a spread of arms later, I marched to the

Conference Room.
I was greeted by about 8 people all standing in a semi circle and discuss-
ing in hushed but serious tones. I started “Hi All, I am here to discuss
the User Interface of Alerts.” Attilio, a stout man with a thin mous-
tache, stood with his hands folded to his chest and grunted, “Have you
not already created a panel for Alerts in the Dashboard?” “Yes,” I said,
“it was but a placeholder only to indicate where an alert will ...” He
lowered his hands, put them in his trouser’s torn pockets and stood
erect and barked, “But how the f... did you show it to the business?”
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“I did not and no, my team didn’t, but probably one of your colleagues
did. But what really is the problem here?”
Attilio sighed with the appearance of an impatient teacher tutoring his

student. He went back to his favourite hands-folded-across-his chest
position and said, his voice gathering pace as he went on, “we are fund-
ed a $100,000 and do you think all that you want us to do is possible
within this amount”. He offered more grim statistics and how we had
effectively made his life hell with the small panel that we had offered in
the dashboard design. All of this, rightfully, went above my head and at
the end of it all that I had to say was “Please check with your colleagues
who requested us to do that.” Another meeting, rather interrogation,
ended and I proceeded back to my desk wondering when we would ever
be really accepted by all the teams.
Whilst in Singapore I stayed near Serangoon Road. It was also called

“Little India”, and for a good reason as it reminded one of India
- quite a lot. The aroma of Indian spices greets you as soon as
you enter the street. There are many Indian restaurants such as
Anaphora, Dasprakash etc., that serve Indian delicacies, and good
old Hindu Temples that date back a few decades or more. People throng
the multiple Indian Jewellery shops on this road.
My Weekend Out
One weekend, it was about 1 pm, I still had many hours at my disposal
and so, looked for the events in the city. “SingEx” it read, “is an exhibi-
tion for one and all, the cheapest and the best products all under one
roof.” I decided to visit the place and check out the tall claims. I was
passing through a stall that advertised the newly launched Singapore
Portal that gave information about the city, places to visit, restaurants,
bars, etc. It brought back memories of the Bangalore Portal we had
launched and how, a long time ago, we had made an error in judg-
ment that cost us to drop an ambitious project. The lesson we learnt
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was, “Know your audience well, and make all efforts to know them re-
ally well.”
MetroBangalore
This was in the year 2000 when the company I worked for decided to
launch a portal that covered all aspects of Bangalore. The project and
the website were named MetroBangalore and it aimed at covering res-
taurants, places of worship, public transport information and just about
everything in Bangalore. And, as an added attraction, the company di-
rector decided to hold a “Miss MetroBangalore” contest. This meant the
participants for this contest were all to be featured in the website and
the users of the site would vote and choose the best among them.
The preparations began in right earnest. We interviewed potential

users, did secondary research and got together some designs for the
site. We were left with the problem of getting people to participate in
the flagship event of the site.
Our newly joined marketing head had a brainwave that,

at the time, I admit, looked “brilliant.” There is an annual exhibi-
tion in Bangalore called the ICE Exhibition. Its a very popular exhibi-
tion. Our marketing team decided to put up a stall there and prepared
brochures, pamphlets and some video material to lure people into par-
ticipating in the event.
We explained the site’s purpose to the visitors and more importantly,

the details of Miss MetroBangalore. We wanted maximum participation
here. This was the core around which the entire site was supposed to be
launched. But surprisingly, there was not a single entry on the first day.
By the end of the gruelling 5 days of the exhibition, where we worked
our hearts out, we got about 6 participants. The CEO was furious
and, understandably, the morale of the project team was low.
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When we did the disaster analysis, what emerged was an aspect we had

completely overlooked. Most of these girls came with their parents or
families. Bangalore was not yet the “Open Society” as it is today. Many
Middle Tier Bangaloreans were rather conservative in nature. In such
a scenario, many of the girls who wanted to take part shied away at the
last minute or were asked to move on to the next stall by their kin. And
of course, like all good users do, they never bothered to return. Also, we
never went to colleges or girls’ hostels where we could have got a bet-
ter hit rate. We did not build in enough persuasive techniques, we
could have done with more female staff, we could have done a “coun-
selling session for beautiful skin,” we could have roped in former Miss
Bangalore and given it a greater thrust. A lot of “could-haves” but then
again, with hindsight ...
The lesson that emerged was crystal clear. We had just not done
enough work on understanding who would want to be our partici-
pants. We were too caught up in the end users of the portal, the way
one should vote, the publicity of it all etc., but we took the participa-
tion in the contest for granted. And it was a great lesson, one that I have
not forgotten since then: “Know your audience groups well, and make
all efforts to know them really well.”
Well, not the best experience after all, but then experience is the moth-
er of the future. Like one of the speakers visiting our offices recently
said, “life gives test first and lessons later.” An unforgettable lesson
there.
Of course, the current exhibition at Singapore was not so dramatic. It

was a regular affair and I had less to do, this time being only a spectator.
Back at the Client’s Offices

I was needed, by Bill, to attend yet another meeting, a demo of an exist-
ing module. The meeting itself was uneventful. We were shown their
existing screens and the module objectives. We ended the meeting
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with them requesting a review of their current screens and a “proposed

conceptual structure.” I was to learn later the difference in perspec-
tives in terminology. And how different were they! We agreed and put
a colleague of mine offshore to get the work started. Half my team was
back in India supporting us in our tight timelines. The time zone differ-
ence enabled us to give out our requirements at the end of the day and
expect something back at the start of the next day.
In the next 15 days, we put together a review presentation that high-

lighted the issues, in the current module, in terms of information
architecture, non-compliance to brand, interaction design issues
and content issues. And in the last couple of slides, a conceptu-
al sketch based on our understanding of the app, and it came out pretty
well. The day of the meeting, the same team and us met at 9 am in a
conference room, all excited to share what we had learnt and get some
more insights into their proposed enhancements to carry forward.
We spoke about the needs to redo the IA, pointed out several inconsist-
ent interactions, a great many labelling issues and the overall scheme
of things. I thought it was going pretty well. We did not get a single
question in any of these slides and I, in all my innocence, thought that
was a good sign. Probably my team had done a too thorough job of the
review, I beamed.
When it got to the last 2 slides, the meeting had to be extended for an-
other hour. The Conceptual Sketch slides were the ones they were all
waiting for. Once we reached it, the people in the rooms dissected it to
bits. They offered opinions about how this can be taken forward, what
use cases it supports, what data needs to come where and so on. While
this collage of activities and noises were going on, I was a bit perplexed.
I tried to explain “This is a conceptual sketch, aimed at strategizing for
the application, not individual use cases.”
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The next question I got was a further shocker. “Where are the remain-
ing wireframes?” “Wireframes?” I said aloud, “these are not wireframes
but a structural depiction.” “Oh, OK. Complete the remaining wire-
frames by tomorrow and let’s continue the meeting again,” came back
the reply, as if I had just spoken to a wall. I got the point that there is
a vast gap between what the usability professionals mean and how the
technical folks understand. Somehow, they understood concept sketch-
es to be “finalized visual designs
and concepts.” This event further As it happens in user interviews
added to my knowledge reper- or business meetings, people
toire—never take anything the explain symptoms and possible
business or technical teams tell solutions rather than the real
you on face value. As it happens
problem.
in user interviews or business
meetings, people explain symptoms and possible solutions rather than
the real problem. The intentions of all the people are pretty good, but
its the world each one of us lives-in, where we often tend to take the
things we take for granted, as understood. For example, there was no
need for a review here in the first place and probably if we had dug
deeper, we could have gotten their real need, i.e. the scenario based
wireframes. Everything else did not make much sense to them.
While we are talking about lessons learnt, a few more things are worth

mentioning. While User Interface folks work with a whole picture in
mind, technical folks work in teams that code a specific part of the ap-
plication. For instance, there may be a team working only on the search
component. No matter how hard you try to explain the big picture,
it wouldn’t matter much to them unless you offer any inputs on the
“Search Module.”
And in this case, somehow there was an unwritten rule that nothing
must be taken from the existing system. An enhancement is viewed
as an upgrade of features and functionalities. Quite often, re-designs
are necessary because users find the system overwhelming, cannot
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understand too many things or just cannot get their primary work done
effectively and efficiently. It may just be necessary to let go, when need-
ed, to enhance the overall User Experience.
I can still hear the echo of some developers’ favourite lines. “Do not
take away anything from the legacy system,” “Let us design for the
worst case scenario,” and “There is a training that Users will undergo,
so why are you making all the fuss of making it easier?”
While usability teams work with doing the IA, navigation, task flows
and then the screens, the technology usually takes the opposite direc-
tion. Their focus lies on identifying the re-usable components to man-
age development efficiently and coding for the worst-case scenarios. In
general, all these often lead to prolonged discussions and the group
with the better negotiating power, research and reason get their way.
Finally ... December 2006

My sojourn continued in the hyper-charged atmosphere that took its
toll on all caught in the storm. Many sub projects were launched. The
development teams needed constant support; there were new wire-
frames needed all the time. The project had moved to high gear, with
not as much as a breather available. A year went by but we managed to
hang in there, somehow.
“Can I see you for a minute?” I heard a voice near my desk one day. I
looked up to see the tall lean figure of Jean Wylie beside me. Jean Wylie
was the Program Director of the project, responsible for its final de-
livery to clients and reported to the President of the organization. He
reminded us of a military colonel but he was a very pleasant man to
work with and talk to. Though I had exchanged casual greetings with
him when we met in the elevators, we had never really exchanged any-
thing related to the project. Now here he was, wanting to talk to me.
“What might it be this time?” I wondered. A goof up somewhere or is
it a new app design? I was to find out soon enough.
Chapter 2 279
Jean offered me a seat. I looked around and noticed that his office was
furnished quite creatively. He had beanbags, a couple of low chairs and
some tables that were laid against the walls, for quick stand-up meet-
ings. Though he looked and behaved like a military officer, his office
spoke of a very casual atmosphere that encouraged creativity and prob-
lem solving rather than being a mundane complaint box.
“The project is a high profile one, you understand that, right?” began
Jean. “It’s right under the scrutiny of the President. His ambitions for
this product are sky-high. He wants this to be the biggest sensation of
our domain,” explained Jean. He further explained the importance
given to the User Interface and mentioned this was the first time ever
they had hired a User Interface Team to actually see the project through
to the end. “Not a surprise,” I thought, given the lack of understand-
ing I had seen among the ranks here. “And although there has been
stiff resistance to it,” he said with a wink, “you guys have delivered.”
This was the moment I was waiting for. As a project manager of the UI
team, this was the best news I had got in some time. If I was having a
telephonic conversation instead of a face to face one, I am sure I would
have jumped with joy. In this chaotic atmosphere, with many levels of
disagreements and resistance, this called for a celebration.
He continued. “Your team has done a great job. You have exceeded our
expectations. The product itself looks grand now and in the few demos
we have had with our clients, they have loved the product to the core.
We expect a great welcome to our product when it’s launched and are
confident it will break our previous sales records. I would like to con-
gratulate you on your excellent work.” I was speechless. I just wished
my team was there with me to share the accolades but kept listening
with polite thank you’s. He continued: “Now that you have done a great
job of getting the designs and the framework ready, I want you to be the
‘cops’ of the design, i.e., bearers of the standards and responsible for the
strict adherence to the designs. You are to ensure that all screens main-
tain the exact visual design specifications and let me know anything
Chapter 2 280
you need towards that end.” Now this was definitely a great turnaround
for us. “Thank you Jean, I appreciate your good words and will ensure
the screens adhere to the exact visual design specs.” I thanked him and
left the room. I felt light and returned, almost floating, back to my desk.
This was definitely a great victory to the User Interface Team. With the

grind we had gone through, it was great to get the major result every
team hopes for, the management’s blessings. Of late, I had even no-
ticed the development teams getting friendlier with the user interface
team and participating actively in discussions. They had finally under-
stood the need for the right UI. Now, with this major boost from the
management, I smiled to myself, happily confident that from now on,
at last, it would be a pleasure to go through the grind.
A happy start, our team agreed.
Chapter 2 281
About the Author

Sudhindra V. Murthy is Associate Creative Director at Sapient and
heads the User Experience Practice at Sapient India. Passionate about
aesthetics and usability (“a washed car runs smoother”—Don Norman),
his interests include exploring and developing interfaces that shape
behavior and habits and those that create a positive affect. For over 12
years he has been working on various aspects of the User Interface and
Interaction Design practices. He currently is involved in developing
techniques and standards for Persuasive Design.
Passionate about aesthetics and usability, his interests include explor-

ing and developing interfaces that shape behavior and habits and that
enhance the quality of everyday life.
Sudhindra has over eight years of experience in the field of UI design

and interaction design. His roles involved leading and guiding develop-
ment teams in creating UIs affardable to users and overlaps visual de-
sign, human factors design, information architecture, usability, expert
reviews and development of standards.
He is also the IxDA Regional Coordinator for the Asia region.
Web: www.sudhindra.in
Twitter: sudhindra
LinkedIn: www.linkedin.com/in/sudhindrav
Chapter 2 282
Gennady Osipenko
Creative Director
Kiev, Ukraine
I Am Feeling Lucky
Strike Today
One day, a prospective client asked me to meet him to discuss some
work over lunch. The weather was fine and at some point we changed
the subject and started talking about websites, their souls and life cy-
cles. Sitting in a quiet Belgian fusion bar in center of Kiev, I compared
websites to living beings, suggesting they evolve like any other creature
on our planet. The soothing ambient music accompanied our conversa-
tion and the imported Palm ale made things even more relaxing. I had
to do something to stay focused, so I picked up the cigarette pack that
was on the table and started explaining: “Imagine creating a site for
Lucky Strike fans!”
I’d like to note that I don’t smoke and don’t encourage others to, either.
The problem was, the cigarettes were the closest thing to hand; my
iPhone simply happened to be a bit further away.
So, holding the cigarette pack right in front of my face, I said, “We start
by launching a site for fans of—let’s see,” I looked at the pack, “Lucky
Strikes. Those of us who adore these cigarettes would like to know that
we aren’t alone in the vastness of the internet. So we start by counting
like-minded individuals. Let’s show an image of a pack of Lucky Strikes
to attract brand Nazis like us and place a button that says ‘I’m feeling
Lucky Strike today!’ Visitors click the button and we show the number
of times it was clicked. That will help our site to get underway and be-
come at least a little popular.”
The pack of cigarettes I was holding was not just a collection of 20 cof-
fin nails; it became a symbol. It became the start of a website starring
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Gennady Osipenko I Am Feeling Lucky Strike Today
everyone who visited it. I placed the Lucky Strikes at the center of the
table and tried to demonstrate the button and counter with my hands,
as if the table were a browser window. “This will be ok for a while,” I
continued, “but users will certainly demand the ability to leave com-
ments. Aren’t we eager to hear what they think about our fansite and
favorite cigarettes?”
Here Comes Evolution

“We get tons of tweets, letters, and even a phone call from a guy who
lives in Australia who likes our site a lot, but says users want to leave
comments. So we add a text box for users to write something before
they tell us they’re feeling Lucky Strike today. The site—” I said, hold-
ing up the pack of Luckies again, “—now makes us even happier; we’re
not just counting people, we’re also reading what they think. The com-
ments don’t differ much, though, and, well, half of them are spam.”
“Visitors now come to the site, read comments, write comments, take
a look at the numbers and leave. But some of them come back and we
experience …”
The Genesis of a Community

“Eventually we get more and more comments, the page numbers start
looking like something off a scientific research site. It becomes obvious
that we have more comments than a person could read at any one time,
especially the conversations between regular visitors. They discuss how
to smoke, argue against the use of graphical emoticons, motivate each
other, banish spammers and write in flashing, eye-damaging colors.”
We had to stop here while the client took a cigarette from the pack. As
he returned this avatar of an imaginary site to me, I continued, “Visitors
return from time to time to read new comments—and to feed the
trolls.”
Chapter 2 285
“One day, it becomes obvious that the site design is not suitable for the
sort of community we have built up. So we remove the image of the
pack,” I moved the pack of Lucky Strike away from the center of the
table, “and replace it with a logo. Also, it isn’t hard to notice that the
discussions have become more factual, diversified and extensive. Most
visitors come often and they write a lot. As the site creators, we decide
we have no choice but to give them the opportunity to post using blog
functionality so that they can write interesting stories and discuss them
with readers and other bloggers in comment posts.”
I smiled at the client, saying in a low voice, “It’s the perfect time to go to
BAT, the brand owners, and try to sell them the whole project.”
“So visitors come, post stories, tag those stories and we have to deal
with it. The core community cultivates its traditions, its elite, its
personal idols, etc. The number of registered users is huge, but at
this point—how ironic—numbers don’t matter as much anymore.
Remember how we started? Counting users. The site has become big-
ger, better and more interesting. Visitors start to discuss not just ciga-
rettes, but also the community itself. So it’s off to British American
Tobacco to start working on the details of the contract.”
“Time passes and at some point traditions connected with the site’s
unique content point us towards the leaders of the community. Some
of them post ads, some of them are youthful and funny and some of
them are gurus ready to answer any question related to Lucky Strikes or
anything else for that matter. It’s obvious that the blog structure is no
longer useful to organize the stockpile of information we have, because
we are receiving new posts faster than a smoker can light up a cigarette.
So we redesign and reorganize the site.”
The pack of cigarettes returns to the center of the table.
Chapter 2 286
“The image is back on the site but it’s smaller. We add blocks on dif-
ferent topics, thus minimizing the area for blog posts. It’s important to
think about advertising at this point. Content on the site is now pretty
diverse, so we have to separate it using graphical elements,” I said, using
toothpicks to show separation on the table, “or just space.” Bye-bye
toothpicks. I actually like space more.
“Now tons of people visit the site for various reasons, read news, enjoy
the images and multimedia, learn something new in our blogs and in-
crease the number of community members by joining themselves and
inviting their friends.”
The client was sitting there silently, listening and waiting to see what
would happen next to our imaginary Lucky Strike site. The changes
and adventures taking place with our site while traveling from a simple
counter to a big resource
were astonishing and really The changes and adventures taking
looked like the evolution of a place with our site while traveling
living thing. At this point, the from a simple counter to a big
site became not just an amus- resource were astonishing and
ing toy but a responsibility really looked like the evolution
and maybe even mass media. of a living thing.
The potential BAT contract
added another very good reason to like the idea of the evolution of
the site. After a pause, with a sparkle in his eyes, the client asked, “So,
what’s next?”
“I don’t know”, was my reply. “Maybe Web 3.0, maybe something so new
we can’t even imagine it. From this point on, everyone is on their own
and we have to try to be the first to know what will come next.”
The client thought about this for a while, took a long drag on his ciga-
rette and finally looked me in the eye: “We’re in business.”
Chapter 2 287
About the Author

Gennady Osipenko is the Creative Director of an ad agency based in
Kiev.
Genn holds a Master in Computer Sciences. He has been Working in

ad and design for more than ten years—being not only a designer, but
also someone who explores how all the things work. As a UX consultant
he has been involved with designing and launching some of the biggest
Ukrainian news portals and informational sites.
Genn has won several awards. He can be found online at http://genn.

org
Blog: http://mega.genn.org/en
Twitter: genn_org
Facebook: www.facebook.com/genn.osypenko
Chapter 2 288
Cennydd Bowles
User Experience Designer at Clearleft
Brighton, UK
The Stamp
It took me a while to realise that user experience was my calling.
Don’t get me wrong: I had been fascinated by it for years, and was slow-
ly but surely nudging my job description from analyst to information
architect. I voraciously consumed blogs, books and Boxes & Arrows and
dreamt about life as a “proper” IA, but I was young and it was easier to
stay in this university town with its cheap rent, beer and women, than
make the move down South. However, my interest soon snowballed
into passion and I knew that I had to make the leap. I took advantage of
a well-timed redundancy offer and set off for London with a hangover
and a new haircut.
London was everything I expected: vast, tough and quite unlike any-
where else in the country. I coped with the geographical transition
surprisingly well—it was the culture of my new role that was the shock.
I had landed an IA job at a well-known dotcom, and arrived at my sky-
scraper twenty minutes early fully aware that my horizons were about
to change drastically. You never complain about an old employer, espe-
cially not in a book, and I am not about to here. It was a company that
did a lot right and taught me a lot, but it was a big change from my cosy
government job in the Midlands.
On my first day I set up my email, replaced the unfathomable mouse

I had been given (apparently it was “ergonomic”, although I didn’t see
how) and ordered my stationery. My boss then introduced me to the
other hundred or so employees as “our new Senior IA”.
Senior? Two thoughts flashed across my mind.
“Shit, I’d better be on top of my game.”
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Cennydd Bowles The Stamp
“Shit, I should have asked for more money.”
Fortunately, everyone was courteous and welcoming and I started to

orient myself to the job and the city without much difficulty. Sure, the
rent was eye-watering and the overcrowding was stressful, but it ex-
cited me to be part of such a thriving community. I learned the Tube
map and stood on the right side of escalators, eager not to appear an
outsider or, worse, a tourist.
The job itself was fast moving and demanding. My employer ran a site
that asked users for data, performed calculations and presented results.
In many ways it was a pretty simple site. The real magic lay in the com-
plex mathematics whirring away behind the scenes, which fortunately
I didn’t have to concern myself with. My job was to make the input and
output process as painless and even enjoyable as possible.
It is tempting to think small sites are easy. They aren’t. Every single
change to a small site comes under intense scrutiny, meaning successful
design is as much about stakeholder
management as research and proto- It is tempting to think small
typing. In this instance, the scrutiny sites are easy. They aren’t.
was doubled. On arrival, I learned
that the site had recently been redesigned from scratch. I was stunned.
I had assumed it simply needed some attention after a long time on the
shelf; instead, what I had seen was recent work! The site was riddled
with oversights and compromise, and stories of its difficult birth still
lingered. After suffering through this painful redesign process for such a
modest end result, management was understandably reticent to under-
take more major design work.
Unable to make the sweeping changes I knew the site needed, I chose
to steadily improve a page at a time. Boldly, I set my sights on the page
in most need of my help. The results page was essentially an enormous
data table that the user could manipulate, compare, sort, filter and
Chapter 2 291
select—you know the drill. The company earned commission from cer-
tain choices. A potential ethical quagmire, of course, but I was delighted
to see that the company was very open about its revenue model and
took a strong stance of fair play. Just in case, the watching eyes of the
regulator provided another layer of security.
The results table was unclear and generally helpful to neither users
nor business. Advanced functionality was thrown together with trivial
controls, and users struggled to get it to do what they wanted. The page
cried out for a complete overhaul, but given the politics and the rev-
enue that flowed through it, I knew the business wouldn’t bite. Instead,
I decided to improve it by stealth, fixing its mistakes until it reached a
reasonable level of performance.
My eyes scanned the screen for the most egregiously awful problem.
Eureka! The “stamp”, a scratchy little image that highlighted the best
result. Illegible, ugly, pixellated, it was the sorest of thumbs on a poor
page.
Alongside daily work of wireframes and meetings about new products,

I made the stamp my pet project, as a way to earn leeway to fix other
mistakes of the redesign. Trying to be politically astute, I took my time
and jumped through the requisite hoops. I commissioned a series of
new designs from our freelancers, passed them around the main stake-
holders, sought opinions and explained why this work was necessary.
Better visual weight, higher legibility, stronger typography, aesthetically
harmonious—a no-brainer. Finally, I restated the case for user experi-
ence, explaining that it did not have to be as disruptive and difficult as
it had been in the past. Little things can make the difference too, and
hopefully this is just the first.
Some people were easy to win over; they thought the stamp was just as
bad as I did. Others, indifferent at first, were eventually won over by my
sweet talk. After many meetings and patient iterations, we agreed on
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the design and scheduled the change. I jostled to sneak this change into
the user story backlog, and sent the file to the developers.
Ready.
Steady.
Go.
You already know what happened next. Within a couple of days, big red
lines started slumping off charts and whispers started to reach me that
trouble was afoot. Somehow the “designerly” stamp was not showing
the best deal as clearly as the scratchy, illegible stamp. I mumbled some-
thing about statistical significance and giving it time, but eventually the
data conspired against me in sufficient numbers, and the business chose
to pull the tiny image rather than lose any further revenue.
Needless to say, I was embarrassed. My colleagues’ reactions were

magnanimous—“I was as surprised as you”, “These things happen”—but
I knew immediately it was the beginning of the end. After this failure,
even the most minor design change would have to go through A/B tests
signed in triplicate under the eyes of a watchful chaperone. I was right.
Design steadily slipped down the priority board as the focus switched to
more predictable disciplines, and within a few months I had thrown in
the towel and moved on.
To salvage some dignity, I should say that it wasn’t a truly ignominious

defeat. I enjoyed some notable successes that contrasted this blip, and
I hope in my time there I improved the site more than I harmed it. But
there’s still part of me that can not believe this small image made such
a huge difference to conversion. There’s no sane reason for it to have
done so. One might argue in retrospect that usability testing would
have uncovered the reason for users’ negative response, but I wasn’t in
a position to test each minor change in advance. It seems the site was at
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a precarious equilibrium. Its rough and ready appearance, all sellotape

and glue, somehow worked. The “improved” stamp disturbed this bal-
ance and somehow the design made less sense to users as a result.
I’m the critical sort, but when I look back at this episode, I’d do it all
the same way again. Instead of being a tale of mistakes and youth-
ful naiveté, it is now a useful reminder to not be too sure of myself.
Whenever I begin to feel too comfortable, too dogmatic, I stop and con-
sider how my certainty over the stamp was so easily dispelled. Users can
surprise us. Surprises are good.
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About the Author

Cennydd Bowles leapt into the world of user experience eight years
ago and hasn’t shut up about it since. He now works for Clearleft in
Brighton, England and moonlights as a UX blogger, mentor and com-
munity evangelist.
Cennydd is a regular public speaker (SXSW, IA Summit), a widely pub-

lished writer (A List Apart, Johnny Holland, .net magazine) and co-au-
thor of the book Undercover User Experience.
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Eirik Hafver Rønjum
Senior Usability Specialist
for NetLife Research
Oslo, Norway
Cutting Through
the Opinions
It was in the Nineties. Fredrik, a Swede and former journalist, was walk-
ing to his job. For a couple of days he had been working as a web editor
for a Swedish public website.
Something was rotten on the website. There was this ugly button on
the front page. An ugly button with a strange word: “Intranet”. Fredrik
didn’t know the meaning of the word, but he did know he hated that
button. It made the clean, functional front page a mess. While walking,
Fredrik’s mind was occupied with one thing: he had to get rid of that
button.
Fredrik was not an anarchist. He was a Swede. Swedes follow rules and
regulations. So he knocked on the door to his manager’s office, prepar-
ing himself for the battle for the button.
“Intra-what?” responded the manager.
“Intranet,” said Fredrik.
“What in the heck is an intranet?”
“No clue. Maybe I should delete it,” suggested Fredrik.
“Maybe? You have to delete it.”
Fredrik was happy. He logged on to the server using FTP. There it was.
The folder with the ugly and strange word. Intranet. If he eliminated
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Eirik Hafver Rønjum Cutting Through the Opinions
that folder, then perhaps the button would disappear? With a satisfied
smile, he pushed Delete. And then it was gone. The button was gone.
And a big Swedish organization had lost its intranet.
Nobody seemed to care. Nobody seemed to notice. Until three weeks

later. A librarian needed to publish something on the intranet. But the
intranet wasn’t there.
It was in the Nineties. He didn’t know deleting wasn’t a wise strategy

back then. Nor did he know he would be going to Oslo to kill a website
some 10 years later.
Oslo
To go on, however—what can a decent man talk about with the great-
est pleasure? Answer: about himself. Well, then, I too shall talk about
myself1.
I work with web content in Oslo, “this strange city which no one leaves
before it has set its mark upon him.”2 I love my city. Well, it’s ugly. The
lack of planning has turned the Norwegian capital into a mess. Tall,
futuristic buildings live unhappily together with neo-Classical architec-
ture. It’s out of control. In the eastern part of the city, the police have
totally resigned. I know it. I work there. I’ve been robbed there twice.
My city is like a website in the year 2010.
Here, in one of the most northern capitals in the world, I live my life.
Go to work each and every morning. Take the subway to my suburban
home at night. I don’t know what I like better, my job or my city.
I used to work as a journalist, a copywriter, an information officer,

a UX-guy ... Working with communication is messy. Everybody has
1. Quote from Notes from the Underground by Fyodor Dostoyevsky

2. The beginning of Hunger by Knut Hamsun
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an opinion. And here, in my democratic and cold country, we pay at-

tention to different opinions. Is this the reason why most Norwegian
websites suck? I like to think so. Our websites are the cacophony of
countless voices.
Our websites are like my city in the year 2010.
The Long Neck

There is a guy from Ireland who makes his living from speaking about
the long neck. Gerry McGovern doesn’t agree with Chris “the long tail”
Anderson. The mantra for Mr. Anderson’s theories is that “inventory
storage and distribution costs are insignificant” in the age of the World
Wide Web.
Let’s talk about iTunes. It costs iTunes almost nothing to add a new
album to their library. If they sell, let’s say, 20 copies for the price of 10
dollars each year, they will earn 200 dollars. Not a sensational amount
of money. But with a huge number of these low volume albums, the
total would be decent. That’s what Anderson had in mind when he
wrote “the future of business is selling less of more”.
What about content? Are inventory storage and distribution costs in-
significant? Some web editors seem to think so. But, guess what, it’s
wrong. Content is extremely
expensive. It needs to be taken Content is extremely expensive. It
care of each and every day. needs to be taken care of each and
Content is like fresh food. We every day.
need to manage the findability,
constantly improve it, and delete or archive it when outdated.
If you have the resources to take care of 10,000 pages and still manage
the findability; fine. But I seriously doubt the business case.
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Maybe we should focus on the other end of the tail, the most important
tasks, suggests Gerry.
On every website there is a “book a flight”. It is the small set of top tasks
that your customers really come to your website for. The long neck3.
Think about it. Why do you visit a municipal website? To find out more
about the mayor’s occupations? To read the annual report? Or enjoy
yourself with some facts about how the bureaucracy is organized? No?
On one municipal website, I found that three tasks represented 90% of
the users’ demand: apply for a place in a kindergarten, apply for build-
ing license, and, finally, get in touch with the right department. It was
there on the web page. Buried in the cacophony of countless voices.
After 90 surveys in 15 countries, we know that five per cent of your

website delivers at least 25% of its value. That’s your long neck.
Amazingly, we have found that most organizations don’t know what’s
in their long neck.
Every single colleague preaches their own long neck. Listen to them, lis-
ten carefully. Publish whatever they want. You’re on your way to mak-
ing the most useless website ever; in other words an average website in
the year 2010. When you start the journey, remember there is only one
exit, the delete button. It’s free. Your next web project is not.
A Huge Website
A cold winter morning in Oslo 2009. Fredrik is standing outside the
central station, looking for a guy called Eirik. No one’s there, except
some tired humans waiting for their man to show up. And some old la-
dies carrying their skis.
3. Definition of the long neck: http://www.customercarewords.com/

the-long-neck.html
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Maybe he’s thinking something like: “Damn Norwegians. They have no

discipline. No respect for appointments.” Maybe he’s longing for home,
thinking, “what am I doing in this ugly city?” What do I know? I’m sit-
ting on a subway train with no electricity. No light or heat. There is one
thing you should know about my city: The trains don’t work when it’s
too cold. And here it is often too cold.
Freezing his fingers off reading the map, he’s starting the short but
cold walk through the snowy streets. Heading to the office of his new
customer.
Innovation Norway is located in a rather new building, only some hun-

dred meters from the parliament. Owned and run by the government,
it’s a proper location.
First, let me tell you a few words about Innovation Norway. This is how
they describe themselves: “Innovation Norway promotes nationwide
industrial development profitable to both the business economy and
Norway’s national economy, and helps release the potential of different
districts and regions by contributing towards innovation, internation-
alization and promotion.” In plain English: they support Norwegian
industry.
Innovation Norway has a website. Actually they have a huge website.

There are 11 levels in the information architecture. How many pages?
We’re not able to count. Nobody knows what’s out there. We only know
it’s a lot. And it’s almost impossible to find anything, no matter what
you’re looking for.
The website is pretty much like other Norwegian governmental web-

sites. Well, commercial websites aren’t much better. In both cases, se-
nior managers, junior mangers and other loud characters scream about
what’s important: What should be on the front page and what the web-
site should really have.
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And, of course, there is a web editor. Editor? How I hate that word.
Let’s clean up the language, and call it by its real name—web secretary.
Web secretaries publish stuff when they are told to. They don’t care too
much about the objectives. They don’t know their audience. They only
know there is stuff to publish. And they do publish a lot. When you
ask them if they know the content on their website, they don’t answer,
“nope”. They laugh at you, saying, “are you an idiot? How could I be fa-
miliar with the content on a 10,000 page website?”
But Innovation Norway’s website is a governmental one and the web

secretary for a governmental website also needs to consider legal is-
sues. In my beloved country, governmental institutions have a duty
to inform. And I can assure you, there is a lot of information in those
institutions. So, they need an information dump. Nobody cares about
the information, nobody visits the website to get informed, and all the
nonsense buries the important stuff. But who cares. Respect the law.
Welcome to our governmental website.
Fredrik once deleted an intranet. Now it’s time to delete websites. Not
by accident this time. As Alan Cooper once said: “If you want to create
a beautifully cut diamond, you cannot begin with a lump of coal. No
amount of chipping, chiseling, and sanding will turn that coal into a
diamond.”
Cutting Through the Opinions

I meet Fredrik in the reception of Innovation Norway. He is cold, but
polite. Swedes are polite. The hunt for the long neck has begun4. What
is the “book a flight” on Innovation Norway’s website?
4. The methodology is described more in detail here http://www.custo-

mercarewords.com/how-it-works.html
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Some weeks later we have:
1. evaluated the current website.
2. analyzed the goals and objectives of the website.
3. interviewed 20 customers.
4. interviewed 10 stakeholders within the organization.
5. analyzed the customers’ search behavior.
6. examined similar websites for important tasks.
Well, we now have about 1,300 possible tasks. Should we ask the users
what’s most important for them? To pick the top 5 from a list longer
than the long tail of the Library of Alexandria?
We have to make it shorter, by identifying duplicate or near duplicate

tasks and eliminating minor ones. It will take us some weeks.
Final workshop. The list can’t contain more than 100 tasks. Where are
the senior managers, junior mangers and other loud characters? They’re
sitting here together with us. They have to prioritize now. We’re not
leaving the room until we have only 100 tasks or less.
Done.
It’s time to meet the users. It’s time for them to choose their favorite
tasks. No more than 5.
After the survey, we know what the customers really want when visiting
Innovation Norway’s website. And, not surprisingly, they want money.
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Here is the top list:
1. How to apply for funding and grants
2. Start-up grants
3. Financing—how do I proceed?
Now what? The top management has statistical evidence of what the
customers want when they visit the website. But are they going to give
them what they want? This is the moment of truth. Now they have to
choose. Choose between:
1. Understanding the wisdom of the web as a pull medium and re-

building the web page.
2. Ignoring the customers and building a website nobody cares

about. Maybe spend some silver on a fancy Flash animation with
no “skip intro.”
3. Keeping the existing site. As an ugly mirror of the city outside the
windows.
The top management chose the first option. The long neck.
Spring
Spring 2009. Winter is about to leave my city. As I walk on the slushy
pavement, I recognize the salty smell from the fjord melted by the sun.
Far in the distance, a boat whistles; its call is passing the harbor. A
block, then another, a building, another block, farther and farther ... It
is summoning the whole city and the sky and the countryside, and our-
selves, to carry us all away, our websites too.
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It is time to push the delete button once again. This time, it’s not by
accident. It’s time to build something new. Something manageable.
Something valuable. Based on facts, not opinions.
Let’s hear no more of all this.
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About the Author

Eirik Hafver Rønjum works as a senior usability specialist for NetLife
Research in Oslo, Norway—one of the market leaders in the field of
user interaction and usability.
Eirik has a degree in information science and literature. Working as a

journalist and writer for over 10 years has given him a passion for web
content.
As a former information officer and web editor, Eirik is able to see the
challenges from his client’s point of view. He has helped various organi-
zations manage their content. In short, he knows what works and what
doesn’t. The only way to make quality web content is to adopt a task-
centric approach.
Eirik also has lots of experience with concept development, interaction

design and information architecture. He has managed several major
web projects.
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James Kelway
UX Director at Hello Group
Copenhagen, Denmark
Culture Shock
Welcome to Denmark
Denmark, to an Englishman, can be summarized with four words: beer,
bacon, butter and bricks. (Lego of course!) There is another “b”—the
beautiful people that live here and that was how I was introduced to
this small, fascinating land, through my girlfriend (and now wife). It
immediately felt like a place I could live in and Copenhagen has a very
human scale to it that is not found in all capital cities.
Making the leap to uncharted territories was always going to be tricky.

Doing it in the world’s most severe recession for 70 years was just going
to make it a little bit harder. A month before the move, our English
mortgage fell through. But we made it, thanks due to a friendly Swedish
bank. As the crunch became a crisis, I knew that if we had left it a few
more weeks we may never have made the move.
Hello Hello
To be honest, the adjustment period of moving from London to
Copenhagen never became an issue as there simply wasn’t any time to
settle in. I landed on the 11th August and started work as a Senior IA on
the 12th at Hello Group.
The company had grown to be the fourth largest in Denmark in less

than three years, specializing in engaging user experiences with a par-
ticular focus on appropriate use of technology. My job was to be re-
sponsible for the information architecture and interaction design of our
solutions and also the concept development of new projects. I had also
been hired to provide a UX process for the company (now known as
UXBASIS).
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James Kelway Culture Shock
It was a crazy time. Not least just getting my head around a new cul-
ture, a new home and a workplace that was far removed from the B2B
publishing world that I had come from and been a part of for eight
years. I was also to become a dad in December, with my wife heavily
pregnant and intent on painting the whole house before she gave birth.
Agency life very quickly taught me that work life is harder, more chal-
lenging and, although demanding, is generally more interesting than
corporate work. I could not foresee at this stage how cultural differ-
ences would come into play.
My first project was a pitch for a company who were as Danish as they
come. Fritz Hansen is renowned for its beautiful furniture made with
the most exceptional craftsmanship, created by designers who go down
in history as perhaps the most influential in the post-modern era.
Ten years previously, I had owned my own very small web design firm
in Sevenoaks, Kent. It was just before the dot com bust and, if any-
thing, that experience gave me the ability to think on my feet and be
productive quickly. What I realized here was that workers in Denmark,
although outwardly having a laid back appearance, the underlying work
ethic is to work hard during your hours and then have the quality time
once those hours are done with. The lunch breaks were shorter, the idle
chats around the water cooler just do not occur because the aim is to
get the job done. That’s not to say they don’t party but all that happens
after hours, from about 11.30pm actually (yes that is UK pub kicking-out
time).
Introducing Fritz Hansen

So the first week was hectic as I had been brought in on a pitch to get
the FH job. I had to admit it was a little daunting to be working on
such a high profile client for my first task. We worked hard in those few
weeks to formulate the presentation and I decided to use a process to
get the conceptual work nailed. We very quickly drilled down into the
Chapter 2 311
different elements of what the client’s vision was for the site. The brief
I was given was very comprehensive, and had been written by Peter
Svarre, UX director of Hello Group, who was also a partner in the busi-
ness. This was obviously a client that they would dearly like to have and
an impressive name on any Danish design agency’s client list.
Despite the comprehensive brief, the project itself suffered from the
halo effect that everybody was excited by the prospect and clamoured
to be involved. There was also a palpable fear of failure in the initial
team. It meant that everybody had an opinion that needed to be heard,
which is something that is very evident in Danish society in general.
Companies have flat hierarchies where conversations with the CEO are
welcomed from any level of the company. Politics is considered serious
business, there are numerous parties and to pursue politics as a career is
considered an honourable occupation, a somewhat different view from
that of the UK.
The initial project manager had a hard time getting a firm grip on a
project that had limitless creative opportunities but had to answer so
many business needs on a corporate and a customer level. The team at
the pitch stage was chaotic and complex. We had to rely on an external
designer to visualize the wireframes as we lacked resources. It was a
time that I had to rely on my design management background to brief
the designer to produce something visually arresting, whilst still being
technically possible. All of this needed to happen to a pitch deadline.
The unusual part for me was that I had to investigate the UX of the
website fully to gain a holistic view of what we were suggesting, before
we had won the pitch and which had not been clearly defined by the
client. At this point we were going off our own assumptions of what we
felt the company needed. So the definition of the user experience was
for us to map out and explain to the client.
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Very quickly it became apparent that Fritz Hansen needed a platform

for its company image and communication. Also for the dealers who
sold their products, the customers who bought the furniture and archi-
tects who used the drawings of the products in their renderings. This
was a group of people who all had different demands and on the fringe
of the core group we had people who could be best described as fans—
those just interested in the many landmark products the company has
produced throughout the years.
I produced a concept model, which helped anchor in the groups’ mind

what we could do immediately and what may be preferable in later
phases. It was a good start and it is something I usually look on to en-
sure the target groups wants and that needs are satisfied. It is nothing
more than a diagram with the user at the centre, their requirements of
the site and features radiating out from this start point. This time it was
just for a little security, a blueprint or roadmap that at that moment
needed a plan to be laid out.
One thing I knew instantly was that this team of people was passion-
ate about the work they were doing. Some were perhaps too emotion-
ally involved with the product and their views began to influence the
design. At this moment the account manager was replaced by Lasse
Vakgård who had project management experience from another no-
table big Danish brand—Royal Copenhagen, famous porcelain manu-
facturers to the Queen of Denmark.
Shifting Gears and the Configurator

Perhaps it was this that immediately transformed the project from a
load of creative ideas to something more business focused and tan-
gible. Having a new person on the team helped focus our attention on
specific business objectives alongside the design team’s concern for the
quality of the user experience.
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I set to work on building the information architecture and interaction

design requirements for the product configurator. The need of the con-
figuration system was that it had to build any piece of furniture pos-
sible, online and with accompanying fabrics. Not too hard you would
think but consider one chair has over a 1000 different configurations
and you start to see the challenge.
Everything the configurator produced on screen had to be possible to

build in reality. No combination of material that could not be made
into furniture would be displayed. I pored over the technical details,
product catalogues and sample sheets for days. This was a huge inven-
tory to display online and it would eventually have to support online
ordering of the products.
The interaction design of the configurator had to be intuitive but also

simple. Balancing the complexity of showing the huge range of fabrics
and furniture models whilst maintaining a feeling that one could play
with the interface to compose different bespoke creations was a chal-
lenge. The design of the page needed to relay this information transpar-
ently and without visual noise. Step forward Thomas Petersen.
TP’s Design Engineering

The first time I really met Thomas was at the factory headquarters
north of Copenhagen. We had just delivered our initial plan for the
site and Fritz Hansen had agreed to us building their site. At that stage
there was no ink on paper but we were confident that they liked what
they saw.
Another element of doing business in Denmark is that there still seems

to be a gentleman’s agreement when it comes to a deal. Signatures are
a formality and trust is a massive part of a working relationship. The
term “partners” in Denmark, really means it, and the strength of a net-
work is much more binding and has more longevity than in many other
countries.
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Thomas is a founding partner of Hello Group and a very skilled de-

signer. What struck me about Thomas was that he described his vision
for the site in very simple terms. He has an unusual knack of telling you
how it should be, and not only is he persuasive but you trust his judg-
ments. He describes himself as a design engineer, not a visual or inter-
action designer because in many ways he thinks about the mechanics of
interactions and technical capabilities as he designs. So as we built the
interaction plan for the site he was also assessing the technical delivery
of the system. He thinks of digital design in a very similar way to prod-
uct design. It must have a purpose, an end goal that the design fulfils
unequivocally and it must look, and most importantly act, like it can
deliver on its promise.
Once confirmation came that we had the job and ink was on paper the
UX rolled on from site structure diagrams to wireframes. The client,
Emarketing manager Louise Juhl, had a great way of getting the most
out of us. She had an unenviable task of satisfying her directors and
heads of department, keeping Hello Group fulfilling their commitment
and planning the strategic direction for phases beyond launch.
New Arrival
What happened next was expected and amazing. I became a father to
a baby girl, Lara Kelway on December 13th 2008. Both wife and baby
were doing fine but work ground to a halt over the next three weeks.
Christmas, from what I remember, was a surreal blur. Spending three
days in the hospital after the birth and waking up at 6 in the morning to
an earthquake, were one of the oddest experiences and one that people
just shrugged off and got on with. Another day in Denmark.
By the time I had returned to work my input into the process had
moved on. As I was missing physically from the project it meant I was
not a part of the transition from plan to build and I was a little sore
about that. I came back and went full on into a new project about intel-
ligent homes, both fascinating and disorientating at the same time.
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I learnt again that you cannot be too precious when it comes to proj-
ects. In an agency you are a resource that is used and the job moves
on without you, it’s a matter of fact and in no way is it considered un-
usual. But professionally you still retain a responsibility to a project as
it progresses. Having the passion for your work invariably means you
care about it after it leaves your desk. In an agency you are afforded the
luxury of seeing it develop, but it takes an inquisitive nature to pursue
how it forms.
Recession Bites and the Site Launches

During the development of the site Fritz Hansen and Hello Group were
victims to the recession, layoffs were occurring in both companies.
Politics was also playing a part with certain departments wanting to be
represented on the navigation structure of the site. The whole process
from pitch to launch party took a year and hundreds of man hours.
So what did I learn from this experience? I found that my colleagues

were dedicated, talented and unwilling to see the project fail. They put
so many hours of their own into making sure the product was delivered
to a standard they would stand by and be happy with. At a cost greater
than the client paid for.
It was not an easy project and I have no doubt they would approach it
differently if they did it again. The configurator has some issues that are
being ironed out. These derive from subtle nuances that were lost in
development as they were re-prioritized during sprints that fell off the
backlog pre-launch. These slight details make the difference, of course,
between good and excellent on-screen interactions.
Despite this, the site is a great achievement. It has a CMS that allows
the company to manage their own content. It speaks to customers,
dealers, architects, employees and fans of Fritz Hansen all in one place.
It has an abundance of content and a valuable historical view of the fur-
niture brand that has so much design history.
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Cultural Integrity
But something really struck me—culture influenced the design here. It
is often something we are aware of but do not consider on how far it
impacts us as we design. In many respects any design artefact is a direct
outcome of interactions between designers and their environment—the
cultural landscape that they operate
within. In many respects any design
artefact is a direct outcome of
Consider the culture of Hello interactions between designers
Group, a collective of individuals and their environment.
with very different talents and dif-
ferent ways of working. The company has a multi-faceted personality.
Fritz Hansen, a globally famous brand with so much heritage and a
pressing need to combat the copies from other countries who are coun-
terfeiting their furniture with poor quality and inferior products.
The people at Fritz Hansen also had a passion for their work and com-
mon ground was found between these very different companies. This
difference in corporate cultures helped to create a positive energy that
would be hard to replicate in an internal studio tasked with completing
a similar project for another department.
The culture of these companies is also a product of the Danish way of

communication. There was a transparency shown throughout to the
client, an honesty when things were against us that was appreciated
and understood. It made me think how different countries are in the
way we try to cover up. In the UK when we are seriously challenged we
put on an appearance as if all is fine. The stiff upper lip can easily seem
like a shield to hide behind rather than the showing of fortitude to get
through things when times are tough. Sometimes honesty is the best
policy.
The website is still being developed, refined and iterated upon. Like all
good sites it is developing its offering, answering changing goals and
Chapter 2 317
emerging opportunities. The site has provided the company with a plat-
form to launch other initiatives from and reflect its brand in a way that
is engaging and speaks to so many different audience types. It is a prod-
uct of a collective vision certainly and a great example of two company
cultures combining to produce a site that addresses so many needs.
On reflection, my first project was a success, it launched to acclaim,

though surprisingly little fanfare, in the design community. Perhaps
another feature of Denmark is you will not see much “blowing of their
own trumpet”. Denmark has a lot to offer the world in terms of talented
designers and architects and I am still amazed that there is a very small
community of UX people here, despite the fantastic interaction design
courses offered and attended by students from all over the world.
Design Is Everyday
Perhaps it is because good design is considered just a natural approach
to making things here. The design of objects, products, buildings is ex-
ecuted so well because the functional basis of the work must stand up
to a public scrutiny that will be completely honest and devoid of what
one’s reputation may be. Scandinavian design is unique because of the
culture it derives from. Why design something new if it does not do it
better? Improvement is another element to the Danish way, a quiet un-
derstanding that the first iteration is just the start.
Nothing is complete in the digital environment, it can always be added

to, reworked and made better. The Danes share this view, they are pro-
gressive in nature, they look forward as opposed to the British fondness
of looking back. Even in telling the time the English say half past four,
whilst in Danish it is halv til fem, translated—a half to five.
This optimistic and forward thinking attitude has seen some great
buildings establish themselves. The Royal Opera House is a case in
point, dominating the skyline when seen from the Queen’s palace.
Chapter 2 318
Would a new building ever be built in front of Buckingham Palace? I

seriously doubt it.
The English Patient

I am still adjusting to life here. The impossible language, the hard win-
ters and interesting customs all challenge you in different ways, but
there is a real charm to Denmark. You see it in the lifestyle, the people
and the things they make. Scandinavian design has a distinct clarity,
an approach that seems too laidback to an outsider but produces out-
standing results. Seemingly effortless in their delivery, the secret is the
rigour of their approach to work that is present at every stage in my
experience. A constant pursuit in reaching the end goal and being suc-
cessful as a consequence, but never bragging, just moving on to the
next challenge.
I am a Scandinavian convert and I can see I am changing. It is the prod-

uct of living in a different cultural background that is shaping me into
becoming something different. I still cling to my own cultural baggage,
whether it is Marmite or PG Tips, or the ability to see Match of the Day
weekly.
I wonder if these badges of Britain will fade, or become more accentu-

ated and important as my time here goes on. They are a part of my cul-
ture and a part of me. Undeniably a part of what I am and what I do has
traces of my personal cultural background. Tacitly it exists and reveals
itself in my work. Not unlike contemporary influences on design, this
personal library of references is ever present. Useful or not, it remains
and cannot be removed.
The home comforts will never leave me and thus I fear I will always be
an Englishman abroad, maybe fitting in but with that funny accent and
island race mentality. But being here has opened my mind. I see things
from the other side of the fence because I must, and that can only help
me become a better UX designer.
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About the Author

James Kelway is UX Director at Hello Group in Copenhagen Denmark.
Previously he worked for Reed Business Information, a part of Reed
Elsevier, for over 8 years, in a variety of roles. While working as a digital
art director, he studied for a Masters degree in Design Practice, special-
izing in UCD techniques.
After qualifying, he became an information architect and was respon-

sible for the formulation of the business’s information architecture
strategy, its implementation among several teams, and the redesign of
several major industry websites.
On his blog, User Pathways, James records his findings, as well as de-
velopments in information architecture, interaction design, and user
experience.
Web: http://userpathways.com
Twitter: jameskelway
Hello Group website: www.hellogroup.com

UXBASIS website: www.uxbasis.com
Fritz Hansen: www.fritzhansen.com
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Andrea Rosenbusch
Partner of Zeix AG
Zurich, Switzerland
Shaping Spaces
From Archivist to Information Architect
Digitising Finding Aids
I started out as an archivist. As a history student, I found a part-time job
writing descriptions of the records of the district attorney and attrib-
uting keywords to them. Most of the records concerned petty crimes
or car accidents in the 1950s. The photos of the accidents contained
contemporary street views otherwise seldom found, and the records of
suicides were both gruesome and fascinating.
What made the job interesting was that at the time the archives had
just started digitising their finding aids. During my studies at university,
library catalogues had gone from card indexes to stand-alone digital
catalogues. When I was writing my thesis in the mid-1990s, the latest
achievement was remote access to other library catalogues. The com-
plicated and lengthy procedure of logging into external databases was
explained on slips of paper taped to the table next to the terminals.
Tedious as this may sound today, it was far easier than cycling furiously
up and down the hills of Zurich and trying to leaf through the index
cards of as many libraries as possible during their restrictive opening
hours.
The excitement of this new age and the goal of greatly enhancing access
to unique records made my work at the archives meaningful. Moreover,
I quickly learned that without the work of arrangement and descrip-
tion, the records in the archives were worthless. The example of a col-
league of mine who returned from a cable car company with four huge
sacks of paper might demonstrate this. Nobody knew what was in those
sacks, and no-one cared to take the time to sort the papers out. In this
form, the contents of the sack were downright useless. I’m not sure if
anyone ever had the courage to ditch them, or if they are still sitting in
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Andrea Rosenbusch Shaping Spaces
some abandoned corner. But dealing with large bodies of potentially

messy records and trying to fit them in the context of their origin is an
important part of what archivists actually do and they have developed
sophisticated methods for it. Standardisation, however, is not their
strong point. Therefore, when we began digitising, the challenge was to
convert all the finding aids, which were as heterogeneous as the materi-
als they listed, into forms that could be aggregated at a higher level.
Thinking About Users

It was this new possibility of aggregation of data that sparked my inter-
est in users. During an internship at the National Archives of Australia
in 2000, I was assigned the task of carrying out a study on how seamless
access to archival descriptive data might be realised over the internet.
The Australians had already made a fair amount of data available on-
line and as a foreigner I realised how helpless I felt trying to make sense
of the results of my queries to the Australian archives. Furthermore, I
noticed that the questions the Australian users posed via e-mail could
seldom be answered by conducting a database query. Aggregated or not,
archival data are not as detailed as users expect them to be and it needs
much experience, or the help of an experienced reference archivist, to
find the relevant information.
On returning to Switzerland, I started looking for adequate forms to

present archival information online. Up to that point, the archives had
only created categories of users,
rather than categorizing the ques- Users’ expectations, in their
tions they had asked. However, own words, did not match the
these categories, e.g. professional way the archives categorised
researchers, hobby historians or their holdings.
journalists, did not prove to be
particularly helpful for designing web access to the 40,000 shelf metres
of records. I thus started out by gathering empirical information and
Chapter 2 323
analysing several hundred written inquiries to the archives.1 From this

study, I learnt two things in particular:
1. The expression of the users’ expectations, in their own words, did

not match the way the archives categorised their holdings.
2. The archives lacked a concept of the process, the research process

in this case, that users go through.
First Steps as an Information Architect

I guess these insights sort of marked my birth as an information archi-
tect, even though I did not realise this until years later. But explaining
to others what I was doing did not become any easier. Most people do
not know the difference between libraries and archives, let alone imag-
ine what people working in those institutions do. As an archivist, the
easiest way out was to let them believe I was a bookish person and they
would mostly stop asking. But when I started doing the work of an in-
formation architect, even my colleagues at the archives were not able
to understand what I was doing. Today, I usually mumble something
about “internet business”, which intimidates most people enough (a
woman in IT!) to shut them up. If they insist, I readily admit I have no
idea of programming and they usually end up exclaiming that what I
am doing is “a far cry from history!”
As an information architect, I later learned that the lack of knowledge

about users and their expectations was in no way specific to archives.
Or, to put it more precisely, it would be unfair to accuse archivists who
deal directly with users of having a lack of expertise and empathy. But
conducting a dialogue with individuals, eliciting their needs and knowl-
edge, does not translate easily to the web. On the web, users are usually
1. The study was based on the idea of Wendy M. Duff and Catherine A.
Johnson, A Virtual Expression of Need: An Analysis of E-mail Reference
Questions, in: The American Archivist, Vol. 64, Spring/Summer 2001,
pp. 46-60.
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expected to take care of themselves. That sets the bar high, for users as
well as for information architects. I jumped in at the deep end and came
up with the idea of a “virtual orientation room” for the archives.
What is Information Architecture About?

The Metaphor of Architecture
I had picked up the metaphor of the “virtual reference room” from Kim
Veltman at the summer university in Maastricht in 2001 and transferred
it to the archives. My idea at the time was to create functionally dif-
ferent spaces for different stages of
the research process at the archives. My idea at the time was to
The spaces were to be connected create functionally different
by “doors” in order to account for spaces for different stages of
the iterative process that research the research process at the
represents. The spaces were on the archives.
one hand designated for clustering
the different types of finding aids and on the other hand to give the re-
searchers room to conduct their work and store the results. I used the
image of the (then still operative) Round Room of the British Library.
Recently, I discovered a convincing modern equivalent, the Amsterdam
Public Library (Openbare Bibliotheek). The enormous library creates
different types of space, cosy corners for reading, ready access to cata-
logues and other resources close to the shelves, closed rooms for study
or discussion, ample space for kids and some breathtaking views of the
city.
Having something similar in mind, I was fond of my idea of the spatial

metaphor. All I had known, so far, in the digital space had been lists and
tree structures. The consultants I worked with at the time, amongst
others, from Zeix, the company I would be joining later, argued it
would not work on the web. Just take a look at the screenshot below to
see a few of the problems:
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http://www.post.ch/post-startseite/vps-virtueller-postschalter.htm
1. This post office is completely empty. Both customers and clerks

are absent, a sign that it must be closed.
2. The spatial arrangement does not help users to find their way
around, and neither the look of the counters nor their location
in space make it clear what they are for. The benefit of icons is, as
usual, questionable.
3. The metaphor of the post office has its limits. What is the e-mail
icon doing there? Services provided at a real-world post office do
not necessarily match those offered online.
Information Space
In the real world, spatial arrangement does not always increase ori-
entation either. The reason for spatial arrangement is its necessity.
Counters and clerks need room and they have to be arranged some-
how. The skill of good architects is to use space to create atmosphere.
However, creating atmosphere in the virtual world works differently: by
Chapter 2 326
having valuable content, attractive functions, simple and intuitive use

and good design. And orientation, in the rather straightforward case of
the post office, is best created by clear categories with simple labels.
My approach to the virtual orientation room, however, did have its

parallels with “physical” architecture. Its aim was to create different
forms of access for different needs, whether it was for users at the very
beginning of their research, like foreigners having to identify which
Swiss archive might have some mate-
rial in the first place, or regulars who We must always step in the
quickly wanted to check on some de- users’ shoes to design access.
tails. Catering to the different needs This is what I believe
of users as well as different levels of information architecture
previous knowledge is crucial for all is all about.
information architecture. Whether
novices or frequent users, they should feel comfortable in the process
and be confident that they know what they are doing at all times. No
matter what data we work with or what may be the requirements of the
information suppliers (our clients); while they account for the material
we build our concepts with, we must always step in the users’ shoes to
design access. This is, in a nutshell, what I believe information architec-
ture is all about.
Real Users
Still, creating access in the virtual world is different from the same task
in the physical one. The metaphor of physical architecture works well
for the principle of creating access, but I believe it reaches its limits in
the way it is achieved. Physical space has its borders, whilst informa-
tion space thrives on its complexity. More often than not, your user
does not know what she or he is looking for. It is not like looking for a
certain classroom in a school, or the ladies’ room in the theatre, or the
aisle with toothpaste in a supermarket. Looking for information is a
complex process and has a lot to do with decision making, something
that many humans have trouble with. There are many theories about
Chapter 2 327
information gathering I find very useful but will not go into here.2 In
my everyday job, I want to find out about problem solving in the con-
crete case. Does my mock-up of a recipe database help people find what
they want to cook? What are their criteria? Do they make their choice
based on a mouth-watering photo, the ingredients they might or might
not have available, the time needed to fix the meal, or something else?
How do people go about booking a flight? Do they actually book online
or just gather information? Do they book immediately, compare other
platforms, switch to their favourite airline, or first talk the options over
with their partner?
This part of the job is, for me, one of the most enjoyable ones: dealing
with real people and their everyday needs, troubles and ideas. While
conducting usability tests for our company, I have observed teenagers
looking for their future profession, traders speculating in shares in the
most varied ways imaginable, senior citizens playing games on their
mobile phones; I have watched and interviewed patient, unmotivated,
intelligent, conceited, witty, insecure, funny and unintentionally funny
people, and many more.
Collaborating on Information Architecture

The Need for Co-operation
No matter what kind of people we are working with, we want to cre-
ate a seamless experience in the virtual world as well as across the
boundary to the “real” world. It takes a lot of study and knowledge
and attention to detail, taking into account both the general and the
specific structure and the “interior design” as well. Sloppy information
2. E.g. Marcia Bates, The Design of Browsing and Berrypicking

Techniques for the Online Search Interface, in: Online Review 13,
October 1989, pp. 407-424, http://www.gseis.ucla.edu/faculty/bates/
berrypicking.html; the “Polar Bear Book”: Louis Rosenfeld and Peter
Morville, Information Architecture for the World Wide Web, 3rd
(revised) edition, Sebastopol 2006; James Kalbach, Designing Web
Navigation. Optimizing the User Experience, Sebastopol 2007.
Chapter 2 328
architecture results in unfinished structures, stairs leading nowhere,

buildings without bathrooms or windows and a cold, impersonal and
barren feel, like the virtual post office pictured above. In all but the
smallest projects, however, information architects hand over the elabo-
ration of details and the implementation in general to others. I men-
tioned earlier that my fellow archivists had trouble translating their
knowledge and processes into the users’ language and that they were
not the only ones. It also holds true for many of the people who contin-
ue our work. They are experts at what they do, programming, graphi-
cal design, copywriting, etc., but it is our trade, not theirs, to advocate
users’ needs. We have to work together to achieve optimal results, but
this is often easier said than done.
Obstacles
We often work on projects where the content of the website is created
by a large number of copywriters (i.e. content authors) who almost
always have little time and often little motivation for this additional
job. In particular, they do not take the time to understand the ideas of
the new information architecture, even though we take great pains to
carefully document them. The same holds true for the programmers.
We find programmers adding “search tips” to our lovingly elaborated
and user-tested search; instructions we know will confuse rather than
help users. We see copywriters creating new containers in the content
management system that have exactly the same function as containers
already available in our design. More often, however, copywriters make
much too little use of means of structuring their content and of guiding
their users through the process of focusing on a particular subject.
It is often a frustrating experience and it is easy to put the blame on

others. But because we are the people who care about getting the user
experience right, and because our clients are always in a hurry to meet
deadlines, make money, prevent losing money and make us rush, even
if they don’t have the time to review our work, I believe it is our job to
Chapter 2 329
develop better means of communicating to others the things that we

consider important.
Creating a Common Cause

Recently there has been a lot of talk about “content strategy”, a disci-
pline I believe will help us go in the right direction in content creation
or copywriting.3 Some articles accuse information architects of neglect-
ing the “interior design” of the sites they have designed. I’m sorry to
say I can understand this accusation. Many web or graphic designers
do not take the content of a web site into account when creating the
structure of the site. However good copywriting and good information
architecture complement each other in creating a great user experience.
Therefore, we have started to integrate more findings of content strat-
egy into our documentation and we are anxious to find out if this will
improve results. However, this is still a one-way form of communica-
tion. Our meticulousness should show that we care, but the people who
read our documentation might also find it annoying.
So should we treat the people who “build” what we have “designed” the
same way we treat users? Should we try to make them happy instead
of giving them instructions or imposing rules? My answer is yes and
no. We should make them happy, but not by giving them the choice
of whether they want to implement our concepts or not. It is our ex-
pertise and it is our responsibility that what we design will work in the
end, and that users will achieve their goals and feel confident on their
journey. Our clients are convinced of our skills; after all, that is what
they are paying us for. The people in charge of implementing our con-
cepts, however, do not necessarily appreciate our work. Treating them
as we do our users is probably not the right answer. They are part of
3. E.g. Rachel Lovinger, Content Strategy: The Philosophy of Data,

in Boxes and Arrows, March 26, 2007, http://www.boxesandarrows.
com/view/content-strategy-the; Kristina Halvorson, The Discipline of
Content Strategy, in: A List Apart No. 274, December 16, 2008, http://
www.alistapart.com/articles/thedisciplineofcontentstrategy.
Chapter 2 330
the team and should feel that way. If we want fruitful co-operation, we
must convince programmers, designers and copywriters that we are not
merely there to cut their budgets. Our concepts and documentation do
not interfere with their work, they are the foundation that allows them
to concentrate on their own areas of expertise. I believe that as a com-
pany and as a profession, we are still at the beginning of this process of
mutual understanding, of creating a common cause, and I don’t claim it
will be easy.
Speaking of a common cause—in my opinion, the worst thing we can

do at the moment is to put obstacles in our own path. At the Euro IA
2008 in Amsterdam (the European Information Architecture Summit),
several participants asked me if I was a UX or an IA, a user experience
designer or information architecture specialist. I was flabbergasted. I
had never considered the difference as being important. At our com-
pany, we work as a team and combine different skills and views. As
long as people outside our circles don’t even know we exist, let alone
understand what we do, we definitely should not get lost in petty quar-
rels about the definition of our profession. We should concentrate on
raising awareness that user experience matters and that there are spe-
cialists around who can create information architectures that are con-
vincing for all parties involved.
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About the Author

Andrea Rosenbusch is a partner in Zeix AG, Agency for User-Centered
Design in Zurich, Switzerland. She specializes in the information archi-
tecture of complex websites and applications, particularly in the fields
of e-government and transportation. Before joining Zeix, she stud-
ied history, economics and linguistics at the University of Zurich and
worked in the field of access to digital data at the Swiss Federal Archives
for several years. Out of the office, she is usually on the move—physi-
cally or in the virtual realms of the web or fiction.
Web: http://www.zeix.com/unternehmen/ueber-uns/team/andrea-
rosenbusch.php
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Chris Khalil
Director of User Experience
at News Digital Media
Sydney, Australia
How to Love and
Understand Your
Audience by
Probing Them
Introduction
Now that I have your attention, I’ll let you in on what I’m really talking
about.
The probe I’m referring to is a cultural probe, which is an in-depth, eth-

nographic research tool used to generate real audience insights—with-
out spending thousands of dollars or investing months of effort.
In this story I’ll share with you my recent experience of using one. I’ll
talk about how it enabled us to be innovative in our product design and
share some of the tips I picked up along the way.
An Interesting New Project

Once in a while a project turns up that has nothing to do with directly
improving the user interface and everything to do with developing a
deep understanding of the audience. Typically, this is because the stake-
holder who owns the product wants to obtain an insight into the needs,
behaviours and philosophies of their audience. Armed with this, they
can forge a product strategy that meets both user needs and business
goals.
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Chris Khalil How to Love and Understand Your Audience by Probing Them
This is the story behind one such project. The client was a large music
ticketing site in Australia. The goal was to generate a comprehensive
behavioural model of what the audience was doing in the music space
(i.e. how did they find out about gigs, what was it like to attend a gig
etc).
Opportunity to Experiment
A great user experience is grounded in the insights gained from un-
derstanding users’ needs, behaviours and motivations. One powerful
way of gaining this insight is by
simply observing users in their A great user experience is
natural environment, often over grounded in the insights gained
a long period of time by means of from understanding users’ needs,
ethnographic research. behaviours and motivations.
For this project, ethnographic research was precisely what was needed,
but we didn’t have either the time or the budget to do a full scale longi-
tudinal project
This constraint provided an opportunity for me to experiment and

apply an alternate method that I hoped would achieve similar results
without the long timeline and expense characterised by pure ethno-
graphic research.
Enter the ‘Cultural Probe’.

What is a cultural probe? Well, to help understand the principles be-
hind it consider the first lunar missions. Humankind, up to that point,
had very little understanding of the nature of the lunar landscape, so to
find out more information we sent probes to the surface of the moon
to transmit data and visuals back to Earth. This information was then
used to construct a model of what the surface of the moon was really
like, without a single human having made any direct observations.
Chapter 2 335
A cultural probe can be thought of in a similar fashion, but instead of

a probe being sent into space it is sent into the lives of an audience, re-
turning rich data and information which the researcher can then use to
construct a model of their lives.
Sounds complicated, huh? Well, honestly, it’s not. Typically a cultural

probe is simply a paper or video diary that the participant keeps for the
duration of the research. The idea being that in lieu of the researcher
directly following and observing the participant in their everyday life,
the participant recounts it for us.
The Problem With Traditional Probes

Paper or video diaries and other traditional forms of cultural probe are
often problematic for several reasons. Firstly, they are largely asynchro-
nous and self referential (i.e. I talk about my day through a frame that I
think is important). So, for example in a traditional probe, at the end of
each day the participant would record the significant events that took
place during the course of the day in their diary. Unfortunately, much
of the minutiae and richness of the everyday is often lost or forgotten in
this edited and processed view that the participant takes in their diary
entry.
Also, there are other issues such as the participant sometimes just for-
getting to write their diary entry, or the participant’s handwriting being
difficult to read or simply they are capturing a lot of interesting infor-
mation, just not about the right thing (i.e. the topic of the research).
A New Digital Approach

One way of mitigating these problems is to adopt a digital capture ap-
proach, a continuing series of snapshots of the participant’s interac-
tions in the digital space as they happen. For instance, capturing the
web pages they are looking at, the videos they are watching or the com-
ments they are making to their social network. All of these can be cap-
tured in a single stream to a platform such as a blog.
Chapter 2 336
In this way, it’s possible to keep an eye on the participant in real time
(by watching their blog) and encourage them if they aren’t contributing,
or nudge them in the right direction if they are getting off track.
This was precisely what I wanted to do, to utilise a blog as the means
with which the participants in the study could capture their online ac-
tivities. This idea brought with it several other advantages such as the
recording mechanism being in the same medium and context (the web)
that I was trying to find out more about. It also meant I could automati-
cally capture some of the participant’s online activities such as their
Facebook statuses, tweets, emails, instant messages etc and integrate
them into one feed.
This “live” capture of the participant’s lifestream would also ensure a

more realistic, natural record of their daily routine than asking them
to fill out a diary entry alone. Furthermore, it closely connected me to
the participant, allowing me to monitor updates to the probe as they
happened.
Lastly, having a digital-only record also made analysis, versioning and

distribution a whole lot easier.
Lifestreams
But what is a lifestream? Today, it is pretty common for most people
to capture vignettes of their life in digital format. From the emails they
send, to the status updates they post on Facebook or Twitter or the text
messages they send to friends and the photos they upload to Flickr.
Lifestream is an aggregated view of all these things, captured chrono-

logically in a single stream.
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The Research
Recruiting
Before I could start capturing lifestreams, I needed to find a way to
recruit the right participants for the research. Some of my colleagues
had, in the past, used a tool called Ethnio to recruit participants directly
from the sites we were studying. This seemed like the right approach
for my study. To recruit directly from the site meant that occasionally
a visitor to the site would see a lightbox screener asking them whether
they would like to participate in the research and offering an incentive
to do so.
This may at first glance seem disruptive to the user experience but you
do get to control the interval at which the screener appears (anything
from 0.01% to 100% of site visits). Therefore, dependent on the time-
scales for the research you can change the frequency to achieve your
recruiting aims whilst causing minimal disruption.
So, for instance, if the timescales are short, you could set it to 50% for a
very short period, in which you might expect many replies, and then it
can be turned off. If, however, you have a long lead time before the re-
search starts, it is best to set the frequency low and harvest participants
slowly, whilst minimising disruption to the site.
We didn’t have much time in this case, but we did have a heavily traf-
ficked site. This meant that I could start quite high, reap a lot of recruits
in a short time and then turn it down. This approach worked well.
Tips on Creating a Screener

1. Keep the screener as short as possible, ideally less than 10
questions.
2. Speak your audience’s language.
3. Be very clear on incentive, location and time commitment.
Chapter 2 338
4. Don’t offer the participant options such as a variety of dates or

time to choose from. Select one date and time and then see who is
available.
5. Factor in a good amount of time to organise the recruiting

process.
6. Sort and prioritise the respondents; create 1st, 2nd and 3rd tier
lists and backups.
… and then:
7. Pick the people who most closely match your criteria.
8. Let those who were not chosen know you might contact them in
the future for focus groups and further research.
9. Ring the people you want
a. It’s much faster and reliable than email.
b. Ensure they have enough time to participate and they under-

stand the obligation.
10. Send privacy agreements in advance.
11. Make a follow up call to quickly explain the process.
12. You’re good to go …
Over the course of a week I managed to recruit the seven participants I

wanted. It was time to turn my attention to finding the tool I would use
to capture their lifestreams.
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Selecting the Probe Tool

For the purposes of this research, I wanted a freely available tool and
one that was easy to configure and get going.
After a bit of testing with different blogging type platforms, I narrowed

my selection down to three:
1. Wordpress
2. Posterous
3. Tumblr
Wordpress is becoming the de facto blogging platform on the web and

is highly configurable with plenty of plugins. However, I just found it a
bit too hard to setup and scale correctly for my purposes.
Posterous was great and was very easy to use. Unfortunately, it didn’t
have the ability to capture an RSS feed, which I thought was critical.
With an RSS feed I could pull in a participant’s activity from most exter-
nal 3rd party sites that they might be using (Flickr for example).
So, I turned to Tumblr and found it offered just what I was looking for.
It was easy to use, well supported by a community and had a number of
great features that would be critical to the research.
It offered a very simple mechanism, a “bookmarklet”, (that is a but-

ton that lived on the browser, that when pressed saved the page to
the Tumblr) for the participant to capture videos, emails, images, text,
audio and IM conversations as they engaged in their normal online
behaviour.
Chapter 2 340
It also facilitated simple aggregation of multiple digital streams, pulling

in things like Twitter or Delicious streams. The participant could then,
optionally, add commentary around any of these.
Useful Plugins
In addition to being an excellent foundation product, Tumblr has a
number of third party plugins which augment the default capture
mechanisms. One example is Dial2Do, which allows participants to
record voice memos on their phones which are then automatically
transcribed and sent to the Tumblr. So, for instance, if the participant
wasn’t in a position to type, but wanted to capture a moment, they
could make a quick call to Dial2Do and record their thoughts. These
would then be uploaded to their Tumblr.
Perhaps the most critically important feature of Tumblr, though, was

that the participant could email it. This was hugely important, since
email is a communication medium that all the participants were famil-
iar and comfortable with and furthermore didn’t require them to login
or access an external a web page.
This was crucial, as most of the participants were browsing the web
during office hours and didn’t always feel comfortable loading Tumblr
at work. Email was a much less conspicuous, more natural medium for
them to capture their thoughts, and they could still attach images, vid-
eos or other files which were ported into the Tumblr page.
Running the Probe

Pre-probe Interview
Before starting the primary research phase in earnest, I organised a
30 minute training session on the use of Tumblr. Typically, I’d get the
participant to start making a few entries, recording images and videos
as well as getting them to send an email or SMS to their Tumblr (thus
getting its email into their address book). In this way, they left the ses-
Chapter 2 341
sion feeling comfortable and familiar with the tools I was asking them
to use.
The Probe Itself

The participants were then asked to return to their normal lives for a
week, and use the Tumblr to capture any of their thoughts or activities
around music.
It was interesting to see how the different participants got on running

their probes over the course of that week. Some really took it in their
stride and were blogging straight away, even going so far as personalis-
ing their Tumblr (adding avatars, making it the colour the wanted etc).
Others, however, required a bit of encouragement. This is one of the

great benefits of this kind of probe; you can see results as they happen
and act upon them if you need to.
For those that had, after a few days, done very little I sent a gentle email
encouraging them to participate. For others who were not quite cap-
turing the information I was looking for I was also able to nudge them
in the right direction by again giving them a call or dropping them an
email.
I made it a point, as well, after a few days to email all the participants
anyway to let them know they were doing well and to encourage them
to keep going. This worked really well, as it turned out many were look-
ing for the sense of validation that what they were recording is what we
were looking for.
The results of the probe were quite amazing. The Tumblrs were a re-
ally rich source of information we would never have been aware of
otherwise. We saw pictures from gigs, status updates to Facebook and
Twitter, and had an unprecedented view into the ecology of websites
they were using to find out more about music.
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Post Probe Interview

After the week was up, I brought the participants in and asked them to
take me through their Tumblr and tell me about what they had record-
ed and why.
This was the most critical part of the research. It is important to re-
member that it is not the data
in the probe that is the most It is important to remember that it
useful thing. Rather, it is the is not the data in the probe that is
story the participant tells the most useful thing.
you around the data. Here is
where you find the richness that gives the design researcher the deepest
insights.
Here are a few points I’d make about this process:
1. Ask participants to take you on their journey.
2. Get them to reflect on what they’ve actually done rather than deal
with conjecture.
3. Ask open questions to get at the why, such as “What were you
thinking about when you posted this?” or “How did you feel about
seeing your favourite artist live?”
4. Start with the item they are discussing but focus on the context,
what happened around this item, why did they add it?
5. Get them to “show and tell” on activities.
In practical terms, here are some other things I want to share with you
about conducting post probe interviews:
Chapter 2 343
6. Record the screen if possible, use Morae or other screen capture

software to record audio and video of the session. In this way, as
the participant reflects back, shows you websites or emails, you
have the ability to go back at a later date and watch it again.
7. Transcribe if possible: a record of the interview will be particu-

larly useful when you come to the textual analysis. But do not do
it yourself, it will distract you too much from the interview.
I suggest you either:
a. Pay a professional service, give them the video of the session

and ask them to send you back a transcript.
b. Replay the audio or video after the session has finished and
transcribe it manually.
c. Have two people in the session, with one taking comprehen-

sive notes. You will have to depend on the second person’s
ability to take comprehensive memos. Brief them beforehand
on the material that will be covered and the specific informa-
tion you are looking for. Also keep eye contact with them in
the interview to ensure they’re getting down the important
points.
The post-probe interview was probably the most rewarding part of the
research for me. The Tumblr the participants generated came to life in
the stories that they told.
Analysis
As you can imagine, after carrying out the probe study I was left with a
tonne of raw data. Turning it into something useful was the next real
challenge.
Chapter 2 344
I decided that a mental model was the best way in which to present
the results. So, I set about generating a meaningful mental model that
mapped the audiences’ motivations, thought-processes and the emo-
tional and philosophical context in which they were operating.
The generation of this model required many hours of effort. I used

Grounded Theory to codify the textual data I had generated from the
interviews. From this I then grouped related data into concepts and cat-
egories which related to levels of abstraction in the model. These were
all captured into a spreadsheet and then transformed into visual mental
model.
The model ended up being huge, around six meters long. It contained
hundreds of conceptual groups along an x-axis. Each of the conceptual
groups contained a series of users’ behaviours, philosophies or feelings
towards a single concept (for instance “going to a gig”).
It became an immensely useful tool for the product team who now no
longer make “guesses” about audience behaviour or needs, they can
now simply reference the model for answers. This allows faster, more
informed product development decisions to be made.
It was also a great learning experience for me. Just creating the model
submerged me into the mental space of our audience and product de-
sign and strategy level insights soon followed.
Conclusion
This was a fascinating and difficult journey, but one which was ulti-
mately very rewarding because of how valuable the research became to
the product team and for the lessons I learnt on carrying out this type
of research.
Deeper, ethnographic research like this is often where the miracles in

product design happen, where innovation is born. By living with your
Chapter 2 345
audience for a while you can generate models of their lives; you can
look for areas where unarticulated opportunities exist, or where current
systems break down. By looking for the gaps waiting to be filled you
can see new product opportunities. It is when these opportunities are
turned into solutions that we see innovation.
Chapter 2 346
About the Author

Chris Khalil is Director of User Experience at News Digital Media
(NDM) where he leads one of Australia’s best and most respected UX
teams.
He has over 13 years experience in the field and in his time has turned
his hand to the design of such things as: thermonuclear power plant
control panels, immersive augmented reality environments, seismic
simulators, intelligent agent interactions, workspaces, SaaS products,
traditional websites and virtual worlds such as Second Life.
As well as his design work he has carried out HCI research at leading
research faculties such as Loughborough University (UK), University
College London (UK) and XeroxParc Europe, Cambridge (UK).
He has a PhD in Human Computer Interaction, a Research Masters in

Telecommunications and degree in Electronic Systems Design.
You can read more of his thoughts on User Experience on his blog.
Blog: www.chriskhalil.com
Twitter: chris_khalil
Chapter 2 347
Martin Belam
Information Architect at The Guardian
London, UK
Using the Right
Tool for the Job
Three Methods of
Testing the
Redesign of
Guardian Jobs
I wanted to tell the story of a project to redesign Guardian News &
Media’s Job website, which was carried out during 2009. Guardian Jobs1
is one of the newspaper’s most successful digital properties. In a time of
financial uncertainty, particularly in the media sector, it was important
to make sure that any changes to the site improved not just usability,
but also the commercial performance of the web property. I was as-
signed the project shortly after joining The Guardian on a full-time
basis as Information Architect, and looked at it as an excellent chance
to demonstrate the value user-centred design processes could bring to
the business.
Strategically the project had two aims. One was simply to give the
design a refresh, so that, whilst it retained its own personality, it felt
1. http://jobs.guardian.co.uk
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Martin Belam Using the Right Tool for the Job
more in line with the look and feel of the main guardian.co.uk site. The
second was a business aim. In print The Guardian has additional daily
supplements for specific sectors—“Media” on Monday, “Education”
on Tuesday, and “Society”, which covers health and social issues, on
Wednesday. These carry a significant amount of recruitment advertis-
ing, and we wanted to reflect those key sectors much more on the jobs
site.
Guerrilla User Testing

In the early stages of the project I carried out some “guerrilla usability
testing” of the existing site at the London Graduate Fair, which was
held in Islington. With a long history of being involved in Graduate re-
cruitment, The Guardian was a sponsor of the event, and Guardian Jobs
also had a very central stand in the exhibition. The stand featured sev-
eral laptops where people could browse the Guardian Jobs site, and also
the Guardian Careers site2 where we publish information and content
to help people through their working lives. To carry out the testing we
replaced one of those PCs with my own MacBook.
For guerrilla testing, I use the Silverback App software3 which simulta-
neously records the user’s on-screen actions, whilst also recording their
video and audio via the webcam. The footage turned out to be really
useful, if not elegantly shot. In fact several people did not quite appear
in shot at all, and I got some excellent footage of the tops of people’s
heads or torsos. This wasn’t a huge problem though, as I had still cap-
tured their voice and their on-screen actions.
I didn’t have any kind of formal “script” for the tests. Instead I asked
people questions around whether they had ever used the site before,
and what other jobs sites they had used. Then I would show them the
site at http://jobs.guardian.co.uk, and get their opening reactions.
Looking at our statistics we know that users of Guardian Jobs have
2. http://careers.guardian.co.uk/
3. http://silverbackapp.com/
Chapter 2 351
a tendency to browse rather than search. Depending on what they

did first, I would ask them some questions which either explored the
way they browsed for jobs, or searched for jobs. I also tried to find out
whether they used “jobs by email” alerts, and whether they searched for
jobs via social networks like LinkedIn.
The first couple of students I approached recoiled with horror at the

idea of being video-recorded whilst using the web. I learnt that the easi-
est way to get co-operation was to say something slightly more ambigu-
ous like “the laptop will record what you do” rather than “you will be
videoed”. It wasn’t strictly an untruth, but it was being a little bit disin-
genuous. I also didn’t try to get the subjects to sign any kind of consent
or rights release form. For that reason, I’ve never shown the footage
to people outside of the Guardian offices. Whilst it was pragmatic, to
increase the number of people willing to take part in the testing, it is
a shame, as I think we got lots of lessons worth sharing in it, not just
about the Guardian Jobs site, but about the attitude of graduates to job
research on the web. And some lessons to be learned about good and
bad practice as a tester.
I put together a five minute clip-reel to show within Guardian News

& Media, and, to give it some context, I filmed myself giving a little 30
second introduction to the concept
of guerrilla testing, and setting the Rather than show each user
scene. Rather than show each user sequentially, I arranged the
sequentially, I arranged the clips clips thematically around the
thematically around the questions questions that had been asked
that had been asked of them. I used of them.
caption slides to display the ques-
tion and then followed that with quick cuts of various responses, mak-
ing sure that I covered the spectrum of views that had been expressed.
This wasn’t formal testing, so I didn’t come out of the session with any
specific user interface recommendations. However, we had established
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that graduate jobseekers seemed less likely to be on services like

LinkedIn for job-seeking, were very unlikely to find Twitter based ser-
vices useful, and wanted “jobs by email” alerts to be very specific. I also
got clips that demonstrated students looking for their first job both by
browsing an industry sector like “engineering”, or selecting entry-level
criteria, like “graduate jobs”.
Online Taxonomy Research

One of the things that we wanted to ensure we got right with the new
site was that the labels we used for jobs matched both the expectations
of recruitment advertisers and that of the audience. It is no good hav-
ing a jobs category called “Internet”, if your audience is looking for jobs
with the search term “web”, and your clients want to post adverts in a
vertical called “digital”.
In order to make progress with redefining the categories, I first of all

made a spreadsheet with all of the existing categories and sub-catego-
ries on The Guardian’s site. Then I looked at broad first-tier competitor
sites, and captured their visible job classification schemas. For the areas
of job hunting that were particularly of value to us, I also investigated
the job categories on vertical-specific recruitment sites. I also had help
from the experience and knowledge of the sectors that my colleague
Piers Jones, the Jobs Product Manager, has. At the end of the exercise,
for each of our key areas I had a record of our existing taxonomy and
some synonyms for key terms used on other sites.
I had wanted to do some card-sorting exercises to validate our proposed

taxonomy, and to find the terms and labels that we’d missed, but cover-
ing all of the different job sectors effectively would have been prohibi-
tively time-consuming and expensive.
However, I am very lucky at Guardian News & Media. We have a

Research & Customer Insight team, which can help organise all sorts of
research. We also have an already recruited panel of over 40,000 regular
Chapter 2 353
Guardian users and readers, who we can ask to take part in surveys. So
instead of face-to-face card-sorting, we did some online survey testing,
where we asked existing job site users which sector they were looking
for work in, and then got them to validate our choices of sub-sector la-
bels in that area.
Progressing the Information Architecture

An important part of a project for me is to sketch out lots of differ-
ent possibilities for the information architecture of a site. Producing a
lot of variations allows you to explore different ways of displaying key
information. I usually start with pencil and paper, and I’ll often do my
sketching away from my desk so that I can not be interrupted by email,
the phone, or a compulsive urge
to check Twitter every twenty sec- Producing a lot of variations
onds. The Guardian recently moved allows you to explore different
into some fantastic new offices at ways of displaying key
Kings Place. As a result, I can sit information.
on some soft seats in what we call
“trainspotter’s corner”, which overlooks the platforms of London’s busy
Kings Cross mainline station. There are always trains pulling in and
out and plenty of hustle and bustle. Alternatively, I sometimes sit in
the canteen. This is on the other side of the office, and overlooks the
decorated narrowboats, which are moored in Battlebridge Basin, on
the Regent’s Canal. This is an industrial revolution era canal that runs
through London, and the section that links Islington to Camden runs
along the back of The Guardian’s building.
The early sketches in this project show that I played around with the
idea of the browse categories appearing as left-hand navigation, with
the categories ordered not alphabetically, but by the number of jobs
available in each sector. After producing a series of sketches, I would
meet up with the product manager to discuss some of my thoughts and
the options available. The feedback from that session would allow me
to narrow down the design into a more formal set of wireframes.
Chapter 2 354
For me getting the “fidelity” of wireframes right means that the amount
of detail varies from project to project. For the Guardian Jobs redesign,
as my ideas on the layout became firmer, I worked on some wireframes
which were indicative of “zones” of content. Instead of content, I indi-
cated the layout with labelled boxes of varying shades of grey, indicat-
ing their purpose and function. I find this useful, as it means business
stakeholders are able to look at the relative hierarchy of the information
on display without being distracted by things like the choice of imagery
and icons, the colour, or even sometimes the particular story chosen to
represent the “news” section.
As my wireframes progressed, I settled on an approach where the top

“browse” section of the page would have a tabbed interface. The initial
homepage view would be a top-level view of “All” job categories dis-
played. The tabs would feature the key verticals to the business and,
when selected, they would display one of a series of templates, either
including specific jobs, news stories, or user-generated forum content
from that category, alongside a drill-down to sub-categories relevant to
the sector.
The basic layout at this point had browse and search sections at the top
of the page, with a panel listings the services available on the site along-
side an advertising slot. Underneath that, a narrow left-hand column
featured “promo” content, and there were sections for news, excerpts
from the user forums, and a slot to showcase video. A small section
above the video slot was allocated to offer recruiters the chance to place
advertising on the site.
Having got to some wireframes that I was reasonably happy with, and a
set of categories and sub-categories that we thought would work, it was
time to progress to some formal usability testing.
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Lab-User Testing With Madgex

The Guardian’s job site is supplied by Madgex4, a specialist jobs board
software company based in Brighton. As well as doing the technical
build for the new version, we commissioned them to carry out a us-
ability study on the proposed wireframed design. Their user experience
specialist is Dr Harry Brignull5, and he worked with myself and Piers
Jones to define the testing script.
As well as the wireframes of the new homepage and sub-sector homep-

ages, the test followed the end-to-end process of registering on the site
and applying for a job. These sessions, overseen by usability testing
moderator Simon Johnson6, were extremely productive for us. When it
comes to asking for budget to fix things, there is something incredibly
powerful about having video footage of users struggling to complete
certain key tasks on a transactional website. A report saying that “there
is a problem with area x of the site” can sometimes be dismissed as
the design team striving for perfection, or wanting to make change for
change’s sake. It is much harder for people to shrug off watching their
site fail to work for even people who are being guided through it in a
controlled fashion.
What I was most interested in finding out was audience reaction to the
new homepage structure. One of my key learning points from this proj-
ect was that I certainly made mistakes in the way that I commissioned
the testing. We had decided to recruit two people from each of the
vertical sectors that we were hoping to have a higher profile on the site.
Since we were going to be using an HTML prototype that meant I had
to make a clickable HTML page for each sector.
As we were only testing the principle of taking this approach for the
different sectors, rather than the actual content, I believe that we could
4. http://www.madgex.com/
5. http://www.90percentofeverything.com/
6. http://squaxor.posterous.com/
Chapter 2 356
have comfortably only tested people from two of the sectors and I could
have produced less versions of the design. As it was, with simultane-
ous pressure from other projects, I didn’t allow myself enough time to
deliver fully-fledged versions of the eight different tab states needed. I
built the prototype using Axure and the time restriction meant that we
ended up presenting users with a “mixed fidelity” prototype to assess.
Some elements on the page were pure wireframe. Other elements fea-
tured the visual design and typography from the live site, as I had ended
up having to use images, which I had cut and pasted, from the existing
site.
Despite the obvious drawbacks of this approach, the testing was ex-
tremely useful in shaping the final design. We were able to categorically
dismiss the tabbed design. The idea had been that the tabs would also
change content on the rest of the page i.e. selecting the environment
tab would change the advertising, news stories and search terms tag
cloud on the page to all be environment themed. We established that
the way users understand tabs means that they were definitely only
expecting changes in the “bounding box” at the top of the page and did
not notice any changes elsewhere on the page, especially if the transi-
tion took place on a section buried below the fold at the time the tab
was selected.
Throughout the process, I had always envisaged that the changed state
of the tabs would be delivered by a page reload, rather than any AJAX-y
on-page effect. For bookmarking and, frankly, SEO purposes, this was
to provide new top-level URLs like jobs.guardian.co.uk/environment.
Whilst dismissing the tabs, the lab testing process did validate this “sub-
sector homepage” approach. Test subjects from all the different sectors
confirmed that they would find a “sector homepage”’, which combined
the jobs from their vertical with news and careers advice relevant to
that job area, useful. We therefore settled upon using a second-tier of
navigation to display these sub-sector homepages.
Chapter 2 357
Visual Design Process

Having finalised a set of wireframes, the visual design process was then
a collaborative effort between the design team at the Guardian’s HQ
and Madgex. The aim was to produce a design, that incorporated our
understanding of The Guardian’s house style, and marry it with the
knowledge Madgex have of producing jobs board software for a vari-
ety of clients. After a couple of iterations the design was finished and
signed off, and the build could begin. The new homepage and the sub-
sector homepages launched at the beginning of December 2009.
Lessons Learnt
As I mentioned earlier in my story, these are tough times for the news-
paper industry, with an advertising downturn affecting revenues from
display, classified and recruitment advertising. One of the clear metrics
for us was an increased search engine presence for the main sectors we
cover and there was an immediate uplift in our rankings from re-orga-
nising the site and adding the new tier of themed pages. There was also
a commercial gain in having more sellable “slots” for featured advertis-
ing on the sub-sector homepages.
I’ve always been a fan of iterating designs, rather than “big bang” total
relaunches, as it allows you to incrementally improve performance all
of the time. Our next task is to take what we have learned from rede-
signing the homepage and apply those lessons to search results and in-
dividual job listings on the site.
What I was particularly pleased about in this project was how we were
able to combine three different types of research to produce a reasoned
overview of the direction that the information architecture and design
should take.
The online survey validated our taxonomy choices, with real mem-
bers of our audience and users of the site. The “guerrilla” testing at the
Graduate Fair gave me compelling anecdotal evidence that our target
Chapter 2 358
audience would definitely use multiple browse paths and so we needed

to facilitate those. The lab testing confirmed that sub-sector homepages
would be useful to job seekers in our target verticals, but that tabbed
navigation was not the way to make the functionality clear to them.
Alone, none of these research methods would have given us defini-

tive answers—but combined they have helped us to deliver a much
improved user experience with added commercial, SEO and usability
benefits.
For me personally, the most satisfying thing is that this project success-
fully established the principle of “guerrilla” testing playing a role in our
product development process. On subsequent projects I’ve tested The
Guardian’s incredibly successful iPhone application by filming people
using their phone over their shoulders with my Flip mini camcorder,
spent hours in cafes ambushing unsuspecting customers to get them
to try out different aspects of guardian.co.uk and enjoyed a day trawl-
ing London’s major art venues looking for people to interview who like
“culture”. It is not the most scientific of research methods, and I would
never use the clips as the basis for any statistical analysis, but I find a
regular dose of putting our website in front of people and asking them
about it helps me to act as the “voice of the user” within the business—
and enjoy it!
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About the Author

Martin Belam is an Information Architect and writer based in London,
with a decade of experience working and consulting on products and
services for global brands and institutions like Sony, Vodafone, the
Science Museum and the BBC.
Since February 2009 he has been Information Architect in the

Guardian’s web development team, working on the guardian.co.uk
website.
Besides his role at The Guardian, Martin Belam acts as one of the con-
tributing editors for FUMSI, commissioning articles and writing edito-
rial for the ‘Share’ practice area in the magazine aimed at information
professionals. He blogs about information architecture, journalism and
digital media at www.currybet.net
Web: www.currybet.net
Twitter: currybet
Chapter 2 360
Jay Eskenazi
Usability Expert and Partner
at Customer Experience Labs
Seattle, USA
How to Avoid
Wasting Millions
on Your Product
Development
Today, we have a little story to tell. Some might call it a parable about
the dangers of not doing consumer research early in the product cycle.
Others might describe it as a true story about a past consulting project
and a UI (User Interface) parable of sorts for our times.
The team, which we’ll refer to as the “Oxygen team” for this article, had
everything going for them a high tech team could hope for.
They had solid committed resources from an established company.

They had a team of 40+ employees, comprised of very smart and tal-
ented people from all disciplines including dev, test, pm, marketing, and
others.
And they worked at one of the “hottest” companies at the time.
The Oxygen team was working on a web based application targeting

small business owners. More specifically, the team was creating a web-
based application for small business owners to create websites. It was
an early web application as at the time, back in 2000, this was a unique
thing that no one was doing; everything was still box, or CD based.
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Jay Eskenazi How to Avoid Wasting Millions on Your Product Development
Like many internet teams, speed was of the essence. They wanted to
have the “first mover advantage” and be the first to market.
Does this story sound familiar?
The team had been developing this product for more than a year and
the total project costs were well in excess of a million dollars.
My role and involvement with the team on this project was as a consul-
tant. I was brought in for several weeks to help the team complete this
project before moving on to consult with another team the following
month.
After a week of team interviews, assessment and preparation, we moved

on to the actual usability test. The first day of the usability test arrived.
The team was quite interested in the usability study since they had
never seen one before. My supervisor was in the room the entire study,
observing me too. So I was nervous to say the least! We were all sitting
on the “observer” side of a typical expensive usability lab set up at a big
company (i.e. two rooms separate by one way glass). Imagine an eight
square foot observer area, with six of us crammed into that space to
observe.
Drama in the Usability Lab

The first participant, Joe, walked in. We did all the usual things we all
do in a usability study. We built rapport so he would feel comfortable
giving honest feedback. We did a little pre-interview about his back-
ground and experience in business. And then we started the study.
The build was not quite ready for prime time. It kept crashing so our
participant was not able to complete the tasks because the software was
so unstable. This prototype was highly interactive and the team was rel-
atively deep into the actual coding and development so we were using
a working build rather than a paper prototype. Ideally, if user research
Chapter 2 363
had been brought into the product development process much earlier,
inexpensive paper prototyping
would have been a valuable and Ideally, if user research had been
cheap way to conduct an iterative brought into the product devel-
test right from the start. opment process much earlier,
inexpensive paper prototyping
The development team decided would have been a valuable and
they needed to tweak things a cheap way to conduct an itera-
little bit more. So I went into the
tive test right from the start.
room and asked the participant
if he would be willing to stay for another session and he agreed. (Of
course he received double compensation for his efforts.)
So, fast forward an hour and we’re starting the test again. Everyone
seemed a bit “keyed up” and nervous tension filled the air. The team
had been working so hard and for so long, but they had still never actu-
ally observed a customer using the product.
Joe started the test and was struggling. About 30 minutes into the ses-
sion, he clicked on a link to go to a page and suddenly there was a
LOGIN window on the computer screen!
At this point I was confused.
To be honest I was probably sweating a little bit too.
“Uh, what is that?” I asked Janet, the lead developer sitting beside me
on the observer side of the usability lab. “Oh, that’s the login screen. We
designed the system to time-out after 30 minutes for security reasons,”
she replied. (This was the first time I’d heard or seen of this “feature”.
Janet went into the room to help log the participant in and Joe started
asking her why there was a login screen).
Chapter 2 364
So Janet walked over to the participant side of the usability lab. And
that created an unusual and very interesting situation; suddenly we
were observing not just the participant interacting with the website.
But we were observing the frustrated participant now face-to-face with
the person who created the website. And the person directly respon-
sible for their frustration!
It would have been humorous if the tension in the air was not so
strong. And it was neat to be observing the end user actually interact di-
rectly with the person creating the product. Joe was so frustrated at this
point that he was a powder keg ready to blow. He was quite irritated
and it was actually quite entertaining to see him sharing that frustra-
tion directly with the developer, rather than to the usability profession-
al as is usually more common. As an aside, many usability practitioners
have had the experience of conducting some really solid research and
then being met with some level of skepticism or defensiveness by the
developers. So it is always nice when the team can experience that feed-
back directly from the end users.
We went on with the study …
Joe continued with the list of tasks that represented the core things
that a customer would want or need to do in order for this product to
be successful. Since the prospective customers were creating a website
these tasks were fairly straightforward, they had to be able to create
some pages and format them to look like some sample pages they were
shown.
There was one “little” problem though, the product was very confusing.
In order to create a website, of course, the first thing you need to do is

create a single web page. When Joe started using the site, however, he
was confused by the formatting options. So he wasn’t able to select the
Chapter 2 365
right type of page to create. Then after he had selected the wrong type
of page to create and realised it didn’t look right, he wasn’t able to fix it!
Overall, the success rate for selecting the right type of page to create
was only 50% and that meant that half of the participants could not
choose the right kind of page to make. Then, after they created the
page, they often were not able to format the page correctly. They expe-
rienced a major slow down in their task flow as they tried to decipher
what the final page layout would look like from reading the accompa-
nying text descriptions. Users had to read through text descriptions and
it took them a very long time to find a page that matched the descrip-
tion of what they were trying to do. All of the participants, except one,
selected the wrong page to build. Later, they tried to “fix” the visual ap-
pearance of the page and tried to change the layout, but the real prob-
lem was that the page type was incorrect.
The user interface was so ineffective that the participants could only
make five to seven pages in a 90 minute session.
At the end of the study, we asked the participants to do some user in-
terface ratings. These were standard questions usability folks often use
about satisfaction and their experience using the product during their
session. These ratings were on a seven point Likert scale. And the rat-
ings for this study averaged nearly two points lower than any other
study I have conducted personally or been involved with during the last
decade! People are usually positive when evaluating products in the us-
ability setting, so that was revealing.
During the post test debrief, Joe had scathing feedback:
“The instructions were unclear” he said. “The procedure leads one to

believe it is ‘step by step’, but it is far from ‘step by step’. Descriptions are
unclear, as are certain instructions. Moving about from one point to an-
other in the program to check one’s progress, or see how things look, is
Chapter 2 366
very clunky. In other words, it is difficult to get from point A to point B

for purposes of editing, or seeing one’s progress. It is not a user-friendly
program. It is much, much too time consuming to get through. It is so
far from intuitive that one almost needs either an experienced personal
guide or an “Oxygen For Dummies” ancillary guide.”
OUCH!
Anytime a user tells you they need a manual to use a website, or even
a software product, it’s usually a bad sign! And the emotional tone and
depth in this one sample com-
ment was also a bit alarming. Anytime a user tells you they need
Needless to say, it was crystal a manual to use a website, or even
clear that the product was not a software product, it’s usually a
ready for prime time. bad sign!
As I mentioned earlier, I was in a consulting role at the time and tran-

sitioned to a new team and project following the completion of this
usability test. But this test really made an impression on me and I re-
mained quite curious about what the outcome of this project would be
and how the research would be utilized in the product development
process.
Several months after the study, I learned that the company pulled the
plug on this product and the “Oxygen” team was dissolved.
At the end of the day, a company with extensive resources and deep
pockets was unable to move a product so severely flawed forward. It
was simply easier to pull the plug than to try to salvage this effort.
Most companies don’t have anywhere near the level of resources (time,
money and people) that this company had, so the issue would probably
have surfaced much earlier in a smaller company.
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What Is the Moral Of the Story?

As history shows us, while it’s great from a marketing perspective to get
to market first, it’s even more important to get a great user experience
to market. Apple is a great example of doing the right thing versus rush-
ing to market. For many years they were criticized for not having a mo-
bile phone. They did the right thing and only shipped when they were
ready. The result as we all know was a huge game changer and they
have achieved market dominance in a very short period of time.
The moral is: test early and test often. Don’t let this type of usability
failure happen to you, your team, your product, or your company.
If you pick up an old text book in human factors they always talk about
how it “used to be” so expensive and time consuming to conduct us-
ability testing back in the 1960’s or so. But its 2010 now and there is no
excuse for not doing usability testing and other forms of consumer re-
search, even at the earliest stages of your product development. A case
study like this one of “usability gone wrong” helps to remind us of what
happens when user experience research is not a part of the lifecycle of a
product or service from the very beginning.
Cheers to better user experiences for our customers in 2010 and

beyond!
Chapter 2 368
About the Author

Jay Eskenazi is a Usability Expert and Website Psychologist and
Partner at Customer Experience Labs, LLC—an Innovative Customer
Experience Research firm specializing in helping companies improve
their revenue via usability testing, eye tracking and hybrid research.
Jay’s research career spans 20 years, and he has worked in user expe-
rience research since 1999. For nearly a decade prior to co-founding
Customer Experience Labs, he served as an internal usability consultant
and expert, helping to drive product improvements via user experience
research—first at at Microsoft on their top e-commerce channels and
then at Expedia, Inc. where he created and then served as Director of
User Experience Research for more than seven years.
Jay earned his B.A. in Psychology from University of California at Santa

Cruz, an M.A. in Communication from University of California at Santa
Barbara, and an M.A. in Psychology and a Ph.D. in Clinical Psychology
from Alliant International University in San Diego.
Jay Eskenazi lives in Seattle, Washington.
Web: www.customerexperiencelabs.com
Twitter: customerexplabs
Facebook: http://www.facebook.com/pages/Seattle-WA/
Customer-Experience-Labs/74824355957
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Clemens Lutsch
User Experience Evangelist at Microsoft
Unterschleißheim, Germany
Style of Change
It was a beautiful morning, the sun burning away quickly the not-so-
uncommon fog of the moor countryside north of Munich. Our work-
shop started with fifteen minutes delay, the group arrived late flying in
from Hanover, but fifteen minutes, hey, we can make up for it during
the day.
What does the stage look like? I am the User Experience Evangelist at
Microsoft Germany. In this role I manage Microsoft’s relationships
with its partners, software and multimedia, or creative companies that
deliver user interfaces, and have a substantial impact on determining
user experience. I also work with software-development companies,
enterprises and companies in all sectors really, as long as usability, user
experience or human-centred design is involved. The group that arrived
with an air of curiosity that morning at our German headquarters in
Unterschleißheim had a problem. This problem prompted a colleague
to call me.
Sven: “Hi Clemens, got a sec?”
Me: “Well … it depends …”
Sven: “A partner IT company from Hanover … they are working on …

well, they ask … lately they were trying … it is about their user interface,
the new one.”
Me: “They want to rework their user interface.”
Sven: “Yes, as I said.”
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Clemens Lutsch Style of Change
Remark: Dear reader, you might have noticed that even within a com-
pany, a colleague was careful to bring up this issue for fear of being mis-
understood. He was very cautious as he wanted to make clear that there
is NO problem with the partner itself, only with that crappy thing they
were doing to the user interface. This was something he did not know
anything about, that he had no solution to and that did not really affect
his daily work—something he expected me to take care of.
Me: “What is it?”
Sven: “They want to discuss some issues and show you the current state
of their work. They adopted the ribbon for their new release.”
Me: “Just a moment … what do they do?”
Sven:” They develop software for logistics. They have a lot of clients.
Most of their portfolio is legacy stuff.”
Me: “What do they expect?”
Sven: “Just a fair discussion of their approach, some insights on their

strategy, I think a day will do.”
Me: “Ok, send me the details, we will find an appointment.”
Sven: “It’s kind of urgent …”
Me: “What do you mean by urgent?”
Sven: “Next week … ?”
Me: “O … K ...”
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So we sat down, set up our equipment and made the routine intro-
duction round. They quickly came to the point, a painful point. After
a recent acquisition, they had to include two other logistics products
into their new portfolio. Together with their own three applications,
the formula they tried to come up with was 3+2 = 1 and they kind of felt
that a user interface developed
in 1998 would be somehow Together with their own three ap-
inadequate. I agreed. Interest- plications, the formula they tried
ingly enough, they were using to come up with was 3+2 = 1 and
usability buzzwords left and they kind of felt that a user inter-
right, using them in a wild and face developed in 1998 would be
sometimes a little bit romantic somehow inadequate.
way, but not exactly in a consis-
tent way. So I kicked off with a one hour bird’s eye view of user expe-
rience and usability. Then the ribbon came. Since we introduced the
ribbon (aka Office fluent UI) in Microsoft Office 2007, a lot of software
companies sought to adopt this design. After some initial confusion,
the users started to like and to prefer it to the old cascading menus of
earlier versions especially after looking at the published presentation,
“The story of the ribbon”, (held by the product team guy) about the way
we got there. So, they presented what they had done to the ribbon up
to now, ending with the mention that they had recently run into some
limits regarding the integration of 75 modules of their software into
ribbon design.
So they got ribbon in ribbon, tab in tab, scrolling in forms—pick your

personal nightmare and you should come pretty close to what we were
facing.
Now, there are several ways to break the truth to engineers. Some folks
prefer to work towards a discovery, so listeners can learn along the way
what they caused. Others want to sell a usability test and let users be
the herald of the bad news. Then there are the ones that come straight
to the point. Most often, I prefer the latter approach. So I told them,
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that I get paid for telling the truth, not for being nice. That was well
received. One respondent wanted an open visor discussion. One looked
for learning something and one wanted real, original feedback. Then I
said, on a scale from 1 to 10, 10
being very good, 1 being pretty Then I said, on a scale from 1 to
bad, their approach was a good 10, 10 being very good, 1 being
minus 20! That was not well pretty bad, their approach was a
received and caused some irrita- good minus 20!
tion. They had adopted the rib-
bon specs as laid out by Microsoft so how could it be minus 20? Techni-
cally, they were correct; the ribbon has been developed according to the
specs. But a ribbon is not only a technical element, it must also be easy
to use by the user. Then my favourite part came when the IT Lead said
that they know exactly how their users work, since they have known
them for years. Borrowing from my Microsoft colleague Arnie Lund the
quote “know thy user, you are not thy user” I got my torpedoes ready.
Everything they showed me was technically well implemented, per-

forming, working smoothly and fast. That was great and I told them so.
But step by step I pointed out their fundamental mistakes in interaction
design, the design of user controls, even in using their colour scheme.
“How many of you are trained in user interface development?” I asked.
“5.. no 6 People” the UI Lead replied.
Me: “How many of you are trained in human-centred design or Usabil-

ity Engineering?”
UI Lead: “None.”
Me: “Trained designers?”
UI Lead: “Um … none.”
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Me: “Anyone trained in User Experience Strategy?”
UI Lead: “No one.”
Me: “How many of the company decide on the user interface?”
IT Lead: “Well, the leads … 6-8 people.”
Me: “You are telling me that 6-8 people spend their time deciding upon
something what they have no fundamental knowledge of, something
that they are not trained in?”
IT Lead: “…”
Me: “So, you guys can implement a user interface, we’ve seen that. But
you are not trained to design a user interface, to create a concept and
devise a user experience strategy. You have no idea how to do it. And
that is because you have never learned it. And that is OK, because being
a UI developer; it is not your job, you have other responsibilities. The
problem that you have is not your 75 modules into the ribbon issue, it is
that you have no one that can take care of what to do in the UI.”
IT Lead: “…. You are right.”
Then the workshop started.
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About the Author

Clemens Lutsch is a User Experience Evangelist at Microsoft, Germany.
He has a record of more than 16 Years in projects in the field of User
Experience, human-centred design, Usability, UI design, requirement
management and strategy. His expertise covers different industries
and markets, as operative provider of designs and solutions and also as
consultant and trainer that conveys the benefit of Usability and User
Experience as part of development of interactive systems.
He represents Microsoft in national and international standardization

work on UX and Software-Ergonomics.
Clemens Lutsch is board member of the German Usability Professionals

Association.
Blog: http://blogs.msdn.com/clemenslutsch
Xing: www.xing.com/profile/Clemens_Lutsch
Chapter 2 377
Harri Kiljander
Director of UX Design and Brand
F-Secure Corporation
Helsinki, Finland
Escaping the
Waterfall
Heyday
It has never felt better to be a mobile user experience designer than
today. To be honest, it has been a rather long time since I was a true
design practitioner myself. I traded in the role of the creative problem
solver and user advocate when I jumped on the corporate ladder some-
where in the late 1990s. In my most recent roles, I often find myself act-
ing as a design strategist and facilitator whose greatest contribution can
be in setting the direction and creating the infrastructure and opportu-
nities for the true user experience designers in my design team. I try to
maximize their design talent, so that eventually, through our products
and services, people can connect in new and better ways. Sometimes
this design work is pretty straightforward, and sometimes more chal-
lenging; after all, we are talking about an industry where devices and
services, bits and atoms are converging in creative and surprising ways,
and user experience design is an extremely visible domain in mobile de-
vices product development, where almost everybody has an opinion or
even a financial interest.
From 2008 to early 2010, I was heading the UX design team in the
Maemo unit of Nokia, now called MeeGo. We were designing the user
experience for high-end mobile devices that allow users to live their
Internet lives when they are mobile. This is about browsing the web,
messaging with your buddies, doing your emails, subscribing to web
feeds, locating your position and navigating, listening to music, discov-
ering and installing new applications, making cellular phone calls and
internet calls—basically allowing people to be productive and to have
fun when equipped with their mobile devices. These multi-functional
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Harri Kiljander Escaping the Waterfall
miracle machines are based on the Maemo or MeeGo Linux operating

system and many of the users and fans of the products belong to the
open source developer community.
In the autumn of 2009, Nokia launched the N900 device1 that was the
culmination of a long period of human-centred design work. We had
taken the previous-generation Linux internet tablet UI design as the
baseline, and had then incorporated the user feedback we already knew
about, redesigned the stylus-optimized UI elements to be usable with
fingers, designed basic mobile device functionality, like cellular telepho-
ny and text messaging, tested meticulously with users and iterated the
designs, while the implementation marched forward. After the product
launch, the user experience designers who had worked on the project
for so long were finally able to breathe a happy sigh of relief while lis-
tening to feedback from the people who had purchased the device. It
has been gratifying to hear users and media praising the product, but as
professional designers, we also need to appreciate criticism, bug reports
and improvement suggestions with a humble and open mind. There
was already a soft launch of the N900 at the maemo.org developer sum-
mit in Amsterdam earlier that year, where hundreds of units were given
to the participants. We then listened closely to the feedback from these
early adopters and were able to incorporate some of the related design
improvements into the first software updates for the device.
Design Delivery in the Early Days

When I started as a newbie interaction designer and a usability re-
searcher at the Nokia Research Center in the mid-1990s, one of my
first projects was the interaction design to the successor of the seminal
Nokia 2110 phone2. We had a number of parallel design teams working
towards the same goal, each producing a prospective mobile phone UI
concept. Those were then prototyped and user tested during a ‘world
1. Nokia N900. 2009. http://maemo.nokia.com

2. Nokia 2110. 2009. http://conversations.nokia.com/almanac/
nokia-2110
Chapter 2 381
tour’ across Japan, Central Europe, and Silicon Valley. Eventually, the
best UI concept, dubbed “Jack”, was selected and then implemented,
initially in the Nokia 6110 phone3. The code name Jack was chosen for
this small-footprint UI, since we were working at the same time on
the new Nokia smartphone UI, later to be known as Series 60, and we
needed code names for both designs. Someone suggested the names
Jack and Averell, two of the four Dalton brothers in Lucky Luke, the
best-selling Franco-Belgian comic series. Jack was the shortest of the
brothers, and Averell the tall one, albeit perhaps not so smart. The Jack
UI took the 2110 UI design as the baseline, simplified and clarified the
interaction logic, while adding numerous new features and introducing
a GUI for the first time in a Nokia phone. We had a whopping 84 by 48
pixels at our disposal on the display, all in black and white, although at
that time, pixels were not completely square, so fonts and icon design
were somewhat more restricted than today.
The detailed design delivery process at that time can be characterized

as a waterfall-style4 creative-design-meets-technical-writing process
that then handed over to software implementation. The creative de-
sign phase took several months. There was user testing and prototype
validation being done, and the design delivery was documented in long
and very detailed, mostly textual, user interface specifications, cover-
ing interaction design, visual design layouts, graphical elements and
localization texts. We used paper prototypes and interactive design pro-
totypes running on a PC when testing in a lab context with real users.
For longer-term user testing, we also built tailor-made handsets with
prototype software. The software implementation teams then started
to work their coding magic, which eventually resulted in prototype
3. Lindholm, C., Keinonen, T., Kiljander, H. How Nokia Changed the
Face of the Mobile Phone. 2003. McGraw-Hill, ISBN 0-07-1385142, 304
pages.
4. Giudice, M. Can’t We Just All Get Along? Human-centered Design
Meets Agile Development. 2008. http://bauhaus.id.iit.edu/externalID/
presentations/drc08_mariagiudice.mov
Chapter 2 382
software working on prototype hardware. At some point, this combi-

nation started to be robust enough for usability testing in a lab setup,
and eventually, for friendly user testing with Nokia in-house test users.
The findings of this user testing phase were then fed back to the design
and software teams, and we still had time to make some corrections to
the user interaction flows, visuals and terminology before the product
launch.
Agile Software Development

The agile software movement4,5 started around 2001, when a group
of software thinkers gathered to come up with ways to improve how
software is developed; at the time, the prevailing development meth-
ods emphasized heavy documentation, and the group felt that this
was neither efficient nor effective. This gathering produced the Agile
Manifesto6, which emphasizes
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
The agile approach to software development tries to adapt software de-

velopment practices to the dynamic world around the software devel-
opment organization. Development work is prioritized and divided into
meaningful packages that are developed in an iterative and incremental
manner, each iteration and increment trying to deliver software that
5. Kettunen, P., Laanti, M. Combining Agile Software Projects and

Large-Scale Organizational Agility. 2006. http://research.nokia.com/
publications/combining_agile_software_projects_and_largescale_orga-
nizational_agility
6. Agile Manifesto. 2001. http://www.agilemanifesto.org
Chapter 2 383
is, at least theoretically, shippable. The most widely used agile process
framework or method is Scrum, where each iteration, lasting usually
from two to four weeks, starts with the development team making a
plan for that phase. The whole development project starts by capturing
the customer needs in the form of user stories or similar.
I have come to learn a lot of agile software development philoso-

phy and methods in the workplace, but perhaps even more at home.
Coincidentally, my wife Maarit is one of the leading agile software
development champions at Nokia. Through following her agile evan-
gelization efforts in the company, I gradually started to think how agile
methods are actually quite similar to professional modern user experi-
ence design practices, and how user experience design could fit in the
agile software development process framework.
The Good, the Bad and the Waterfall

The waterfall product creation process, when applied to human-cen-
tred design, sounds really lucrative when you think about it. First you
identify your target users. This usually comes somewhat automatically
from the business strategy of the company or from the interests and
aspirations of the product marketing or development team. Then you
go out to do user research, using various ethnographic or contextual in-
quiry methods. You then turn the user insights into user needs, develop
personas, and spell out user tasks. The tasks then form the basis for the
user interface design work, supported by visual design that is done to
appeal to the target users, from Mid-West farmers to Shanghai business
people. When all the design is done and documented in Flash simula-
tions and Word documents, you hand these over to the implementation
team and surf to the next cool design project.
In certain circumstances, this approach can be made to work4; but in

the new Maemo product design and development context, it no lon-
ger gave us what we needed when it came to the design quality and
schedule.
Chapter 2 384
For a start, there is no time to do the design work inside a black box
and only proceed with the implementation afterwards. You need to run
these tasks simultaneously to speed up the total process. Information
design and interaction design are very often deeply intertwined with
the technical architecture. Secondly, modern digital interactive prod-
ucts are so complicated that one can seldom get the design right during
the first round. You must validate
your design with users and go back You must validate your design
to the drawing board to fix things with users and go back to the
that did not work. Thirdly, when drawing board to fix things
developing a mobile communica- that did not work.
tions device, you really cannot find
out all the twists and quirks with a fake design prototype; you must also
test the appeal and usability with prototype software running on proto-
type hardware connected to the mobile network. Only this type of user
testing will give you real user feedback that can be used to iron out real
problems with the device or service you are building; only real software
and hardware connected to a real network will enable you to measure
realistic response times and performance, the essential constituents of
the real-life user experience.
All this requires an iterative and incremental approach to the design

work in a typical product creation project. The creative user experience
design work needs to be synchronized in an appropriate manner with
the software development activities that, in a modern setup, are execut-
ed using various agile software development methodologies.
UX Design Manifesto
We arranged a UX design and development practices workshop in late
2007 with Alistair Cockburn, one of the software visionaries behind the
original Agile Manifesto, and produced a UX Design Manifesto, among
other things, since we felt we needed to crystallize some of the founda-
tional drivers of our improved mode of operation in design and product
creation. In our UX Design Manifesto we boldly stated:
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We are uncovering better ways of designing user experience

by doing it and helping others do it.
Through this work we have come to value:
Collaborative, proactive human-centric design over last-minute validation,
Desirable design over documentation,
Fewer and better features over more features.
That is, while there is value in the items on the right,
We value the items on the left more.
The Best of Both Worlds

I have heard some of the proponents of the agile software engineer-
ing movement say that there is a fundamental mismatch between agile
methods and human-centred design because “human-centred design
always wants to involve the users in the design and development pro-
cess, and in an agile process there is no time for that kind of overhead.”
One concrete example is user testing. Planning a user test, writing a
test script, recruiting test users, setting up a testing facility and equip-
ment, running the test sessions and producing a findings report can
easily take a week or two, or even a month if you need to run the tests
on the other side of the planet; the agile software development team
usually will not be happy or willing to wait for this kind of a delay.
This does not have to be so. As a matter of fact, the original Agile
Manifesto does not explicitly exclude any elements of human-centred
design.
There is no fundamental disconnect between these two approaches to

product creation. As an example, Nielsen7 and Patton8 have elaborated
on the applicable ways to integrate user experience design with agile
7. Nielsen, J. Agile Development Projects and Usability. 2008. http://

www.useit.com/alertbox/agile-methods.html
8. Patton, J: 12 Best Practices for UX in an Agile Environment. 2008.
http://www.uie.com/articles/best_practices/, http://www.uie.com/
articles/best_practices_part2
Chapter 2 386
software development. Based on my experiences in various Nokia prod-

uct development environments, I would highlight the following best
practices:
1. Assign UX designers to work in Scrum teams. Separating UX

design from the software implementation may be practical in
certain cases, such as with the use of a design vendor or software
subcontractor several time zones away, but usually the maximum
efficiency and effectiveness is reached when designers, developers,
architects, marketers and testers work together. Sometimes this
integration requires all disciplines to show some extra flexibility,
e.g., when it comes to the physical workplace, but most often,
this cross-disciplinary collaboration is highly beneficial and leads
to a better quality product within a shorter total development
schedule.
2. Treat UX design a bit like architecture development; the big rocks

need to be turned first. Just as there must be a software architec-
ture blueprint before the coding starts, there needs to be a UX
architecture blueprint, covering the foundational elements of the
information, interaction and interface design. Preferably, the soft-
ware architecture reflects
the UX architecture needs. Treat UX design a bit like
UX design can and should architecture development; the
move one or two sprints big rocks need to be turned first.
ahead of the agile software
implementation sprints, in order for the more substantial design
exploration and design decisions to be made, based on possible
user testing, as appropriate. During the software implementation
sprint, the UX designers will then support the software engi-
neers, and the sprint will deliver both the software and the cor-
responding design documentation. If your product development
is organized in a number of parallel software projects5, a master
Chapter 2 387
UX blueprint and design management function will enforce cross-

product UX consistency and quality.
3. Establish a continuous user testing and feedback loop mecha-

nism. Agile development aficionados sometimes claim there is
no room for UX work in their project because there is no time to
start setting up usability tests during the fast-paced development
sprint. Oddly enough, these same projects often run into difficul-
ties at the end, when it is found that the delivered software is so
difficult to use that users simply don’t get it, and even the sales
team supposed to sell it doesn’t either. To be able to run user test-
ing effectively and efficiently, one should set up a mechanism
where the test facilities, test users and testers are readily available.
If your development project is large enough (and if the product
will actually have users!), you may even want to set up weekly or
biweekly user tests even before you know what is going to be test-
ed. In a large project, there are always new designs and software
to be tested, and it is a lot faster if the test facility is pre-booked
and test users have been scheduled.
4. User stories build UX quality. A ‘feature’ in agile jargon denotes

the smallest possible combination of related functionality that
can be marketed to consumers. A feature consists of one or more
‘user stories’. User stories define what the software project will
implement. Write the user stories in the user’s language, and do
not just try to camouflage technical requirements as user stories,
which can easily happen in an engineer-driven product develop-
ment culture. A user story describes a requirement from the real
world, like: “As a user, I can rotate an image both clockwise and
counter-clockwise and can save the new orientation permanent-
ly.” At some point in the process, there must be one or more test
cases associated with the user story, so that the project team and
the customer representative can verify that the user story is ‘done’.
Chapter 2 388
5. Use appropriate levels of UX prototyping fidelity. Rapid UX proto-

types, made, for example, with paper prototyping techniques, can
help the design team to resolve major design issues very cost-effi-
ciently in the early phases of the design and development process.
Later in the process, higher-fidelity prototypes, such as interac-
tive Flash or QML simulations, are more useful when the more
detailed interaction design and visual UI layer is being developed.
In the optimal case, you are able to use a rapid prototyping tool,
such as Qt Creator, that integrates directly with your production
software development environment. Often, it is useful to treat the
design prototype as part of the requirements specification for the
implementation work, and then use that as the iteration baseline.
6. Definition of Done to acknowledge UX. The agile movement was

started by programmers for programmers, and as such it did not
have any strong linkage with human-centred design. Luckily,
there is the Definition of Done—one of the key tools the agile
practitioner uses to ensure that, at the end of each sprint, the
team has a potentially shippable product. The Definition of Done
should include checkpoints to guarantee that the user story is
in place and sensible, that there is design work being done if the
project is working on something that has a user interface, that
there is adequate user research and testing being done, as appro-
priate, that the user testing results are approved by the product
owner and that the design documentation delivered by the sprint
is in line with the software that is delivered. So, there is no real
rocket science here, but sometimes you really need to start with
the basics, even to ensure that there is a competent designer al-
located in the project. What we’ve observed is that a new software
development team sometimes does not really see value in user-
centred design, user testing or even having access to user experi-
ence designers. Only after they have delivered their first product
to the real people out there, do they usually start to acknowledge
Chapter 2 389
the value that the UX practitioners can bring to the product de-
velopment work.
7. Designers are not users, neither are developers, and vice presi-
dents certainly aren’t. Whenever a product is being developed for
users or consumers outside the development organization, the
designers and developers should follow human-centred design
principles professionally, i.e., not use themselves to represent the
target users—unless they do represent them, of course. Designers
need to be mature enough to kill their darlings, developers should
not deliver architecture and code that only tries to minimize the
development effort or just to show off their coding wizardry, and
vice presidents should not force the inclusion of their pet features
in a narrow-minded manner.
Epilogue
There are variations and nuances to the aforementioned principles,
based on the magnitude of the design and development exercise,
whether it is new development from scratch or incremental develop-
ment on top of an earlier product release, whether the available design-
ers can be co-located with the software development team, whether
you are introducing some ground-breaking new innovation or some-
thing your competitors have already made familiar to the users and
consumers out there, whether you are developing a web service or an
embedded software product, who and where your users are, and what
the schedule constraints are. Product design and development are really
all about people, about the cross-disciplinary team collaborating and
communicating to develop something appealing and usable to the real
people out there. The combination of human-centred design and agile
development is a good approach to make this happen, when applied
consciously and with understanding of the product design and develop-
ment context.
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About the Author

Harri Kiljander is a user experience design leader and design strategist
with 20 years’ experience in the software and mobile communications
industry. He is currently leading UX design and brand development at
F-Secure Corporation, creating computer and internet security prod-
ucts and services to protect the irreplaceable.
Before joining F-Secure, Harri worked at Nokia in various UX lead-

ership positions, most recently heading the UX design work of the
Maemo unit, designing appealing and usable mobile computers pow-
ered by Nokia’s Linux-based Maemo operating system, now called
MeeGo. Prior to that, he was responsible for Nokia’s corporate UX
strategy development, and worked in various UX design management
and research positions in Nokia’s Internet service, research and devel-
opment, and brand management teams in Finland and the USA.
Harri holds a Ph.D. in Interactive Digital Media from Helsinki

University of Technology. He also holds a number of patents in the
area of mobile HCI and is a co-editor of the book Mobile Usability: How
Nokia Changed the Face of the Mobile Phone.
His other interests include architecture, photography, sailing, and rais-

ing two creative children.
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Deborah J. Mayhew
Early Pioneer in Usability Engineering
West Tisbury, USA
UX Then and Now
I entered college in 1969. This is a 40 year retrospective of both the UX
profession and my career in it.
College—1969-1974
I did not have a clue as to what I might do after college. Back then,
in America, we did not even think about careers while in college, the
world was our oyster, and we focused on exploring what was interest-
ing. Not to mention various ways to change or save the world! It was,
after all, the late 60s and early 70s. A liberal arts education, largely self-
defined, was considered the best route to a successful career.
I went in thinking I might focus my studies on English, I loved to read

and write, but early on discovered the field of Psychology. I sensed this
might be a good field for me, but floundered around in classes on clini-
cal, social, perceptual and behavioural psychology; I managed to eke out
a major, but was not really grabbed by any of it. I just sensed that B. F.
Skinner, the famed psychologist who believed you could only study be-
haviour, as mental processes were invisible, was missing the important
stuff!
Having grown up in a very isolated, small, rural environment (an island

in fact) with a single mediocre high school, I was also still grappling
with the culture shock of living in a city for the first time and adjust-
ing to an Ivy League subculture and academic standards. After just a
few weeks into my third year at college, with my requirements for a
degree in psychology all but done, I bailed out and took a year off. Not
a very productive year, but it did convince me I needed to finish college
and gave me more focus. I went back the next year and mostly com-
pleted a secondary degree in music, great fun and very satisfying, but
hardly on any career track. Then towards the end of my college years, I
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Deborah J. Mayhew UX Then and Now
enrolled in a very new offering in the psychology department: Cognitive

Psychology. Bingo! I knew I had found my passion.
Master’s Degree—1974-1977
Still having no real thoughts about a possible career, I applied to gradu-
ate schools that offered cognitive psychology programs, excited to study
in this emerging and fascinating field. At the University of Denver in
Colorado, besides learning about human cognition, I also learned about
computers.
I had no experience with computers until I got to graduate school.

There were, of course, computers back at college in the very early 1970s,
but they were generally only accessible to students specializing in en-
gineering and certain sciences. Back then, it was punched cards and
teletype machines at first, but by the end of my Masters’ Degree (my
third year in graduate school, 1977) I was working with a DEC PDP-11, a
16-bit mini-computer about the size of a chest of drawers. By this time
computers had become practical and affordable enough to find their
way into other academic disciplines, including psychology. I learned
how to program in Fortran for the purpose of running statistical analy-
ses for my thesis advisor, and for my master’s thesis I built a computer
model of human learning and problem solving, as well as programming
an online problem solving task for my research subjects. Along the way
I also did research assistantships, studying behaviour in a primate lab,
and conducting research on IQ with subjects in a state penitentiary.
After a summer off, living in London, I transferred to Tufts University

in Boston, MA, to complete my Doctorate. Near the end of my first year
there (my fourth year of graduate school ending in 1978), I discovered
that no grant money was available for the summer. Up until that point,
my whole graduate school career had been funded by research assis-
tantships which paid my tuition and also offered a barely-poverty-level
stipend to live on. I still had not spent more than a second or two con-
sidering what I would actually do when I grew up. Hmm. Should I go
Chapter 2 395
home to my old waitressing job for the summer, or try to find a real job
in Boston? It was the Spring of 1978. I was 27 years old, with four years
of college and four years of graduate school under my belt, but as of yet,
no experience in the real working world.
Doctoral Degree and First Job—1977-1981

I perused the wanted ads and noticed a lot of jobs available for comput-
er programmers. There were lots of high tech jobs, but very few people
coming out of college with any concentrated training in computer sci-
ence. Few, if any, degree programs yet. Companies were hiring anyone
smart and motivated and providing on-the-job training. I did have
some skills programming in Fortran so I applied for a job in a very small
startup consulting company, founded and run by three MIT graduates.
I did not mention that I only needed a summer job and expected to
quit and return to my doctoral program after the summer. Much to my
amazement, I was hired. Once I started, I discovered I had co-workers
working on doctorates in English Literature, History and the like.
Come Fall, I was really enjoying the job—especially the pay! I found out
later I was the lowest paid professional in the company at $10,000 USD
a year, but to me, after living on graduate school stipends for four years,
it felt like I was rolling in money. I did not want to give it up, so I con-
vinced my graduate program to allow me to keep a full time job and fin-
ish my doctorate around it. I only had some independent studies, some
exams and a thesis left to do. They were reluctant, being a completely
academic and unapplied sort of program who looked down their noses
at industry, but grudgingly gave permission.
I spent the next three and a half years working very hard; 50-60 hour
weeks programming, travelling and trying to complete a doctoral de-
gree at the same time. But I was young, single and full of energy and
motivation. At work, I learned to program in Basic, worked on DEC
timesharing mainframes and brought my handwritten draft documents
down to a word processing department. We were experimenting with
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a brand new cutting edge technology in the office—email. The only

people I could email were my co-workers on the same floor as myself,
but we were trying to stay ahead of
the curve. Fax machines were the We were experimenting with a
latest thing. brand new cutting edge tech-
nology in the office—email.
But while programming was en-
gaging, challenging and fun, I was really pretty bored with the business
applications I was building, and generally still much more interested
in psychology than technology. Nevertheless, I was enjoying my ever
increasing pay, and as I approached 30, I actually started to think for
the first time about what I might do for work after graduate school. My
only real prospect with a PhD in Cognitive Psychology, a very academic
field with few practical applications at that time, was to become a pro-
fessor in a university and teach and do research, for a fraction of my sal-
ary as a programmer and likely in someplace I would not want to live.
For my doctoral thesis, I conducted research in to what extent people

who are untrained in formal logic, use it in their everyday problem
solving activities. Research finding:
they do not. Little did I know that I conducted research in to
this research and finding would what extent people who are
be so relevant to my future career. untrained in formal logic,
Engineers trained in, and fascinated use it in their everyday
with, formal logic, were designing problem solving activities.
user interfaces for people with no Research finding: they do not.
similar training or interest. Usability
is very much about recognizing this basic fact and rectifying it by bring-
ing knowledge of cognitive psychology into the design process.
As I approached the completion of my PhD thesis (it took me another

four years beyond my masters, as I was working full time while com-
pleting my degree), I still needed to fulfil two other requirements:
a foreign language, and a competency exam in a secondary area of
Chapter 2 397
specialization. Somehow I managed to satisfy the language require-

ment with Fortran! I guess programming languages were still new and
glamorous enough back then (1980) to be considered comparable to
human languages. And as for a secondary area of specialization, well, I
discovered there was a little known and much disdained subfield of psy-
chology taught in my department called “Human Factors Psychology”.
Having never really heard of it before, let alone taken any courses in it, I
scrambled to study for an exam in that area.
At that time the field of Human Factors had been around for maybe
35-40 years, having emerged in WWII, but was very focused on the de-
sign of military equipment and other hardware products. Human fac-
tors in software design was just a gleam in a few peopIes’ eyes at that
point. But now I had glimpsed the possible connection between psy-
chology and technology. I tried to interest my small company in sup-
porting me in exploring this connection, but failed to do so. It was time
to move on.
UX Career, Corporate Jobs—1981-1984

And this is how I found myself, in 1981, 30 years old, with a doctorate
in Cognitive Psychology and four years working in a software develop-
ment company as a programmer and technology consultant to big busi-
nesses. And, lo and behold, in fact the field of software usability was
just beginning to emerge from the parent field of Human Factors right
at that time! Serendipity at its best!
Somehow I found a headhunter who specialized in placing traditional

human factors professionals; and he found me a job with Honeywell
Information Systems in the Boston area. They had two human factors
professionals on staff, but their background and work was primarily
in hardware and industrial design and they were in a different depart-
ment altogether. I was Honeywell IS’s first dedicated software usability
professional, reporting directly to a software development department.
Neither they nor I had much of an idea what I should actually do!
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I remember my first year there, Dr. Ben Shniederman was brought in to

teach a one day course on software usability, and I first met Dr. Susan
Dray, my long time friend and well-known colleague, who introduced
me to the Human Factors Society annual conference. In this way I start-
ed to connect to others pioneering in this emerging field. Honeywell
IS at the time was selling hardware and software office automation
systems, competing with Wang Labs. No one had heard of WYSIWYG
back then, and there were no graphics in software user interfaces, all
text and numbered menus and monochrome screens. For example, in a
Word Processor back then, you might be faced with a black screen and a
menu in green upper case text which took up the entire screen (no win-
dows of course, just a screen) such as this:
1. OPEN
2. PRINT
3. COPY
4. MOVE
You would enter the number of your choice in a fill-in field and then
press the Enter key, after which you would be similarly asked for pa-
rameters such as directory names, document names and printer names.
Once inside your document, if you
wanted, for example, to make a word The mouse was a cutting
bold or italic, you would have to enter edge device not yet widely
special characters before and after the used. Everything was
word in question, which would be trans- keyboard driven.
lated only at print time. The mouse was
a cutting edge device not yet widely used. Everything was keyboard
driven. I did user research and wrote Style Guides and built a business
plan for growing the usability function in my software department,
Chapter 2 399
creating a role as yet largely undefined. I think at that time my title was
“User Interface Designer”.
I moved on to Wang Labs after a year or two at Honeywell IS. More

hardware and software office automation. Jonathan Grudin, another
well known pioneer in the field, joined the company while I was
there. We had a colleague there named Carrie Ehrlich who not only
had usability skills but also organizational skills. Most of us back then
came from a similar background with advanced degrees in cognitive
psychology.
Carrie single handedly created, grew and managed a sizable usability

department at Wang that was more effective and had more impact
than many do today. The way she accomplished this was very clever
and remains one of my favourite stories from these early days. Without
anyone’s permission, or request, Carrie decided to run a usability test
(probably the first ever done at Wang) on a major new release of Wang’s
flagship product, after it was publicly announced but just before it was
released. She managed to talk several very high level vice presidents
into serving as test users (probably none of them had ever before actual-
ly used any of the products they managed.) As she knew would happen,
they all failed miserably to figure out how to do the simplest of tasks in
the software, which shocked them into grasping the importance of the
user interface.
The first thing that happened was that the product release was de-
layed, practically unheard of back then once a product was publicly
announced, until its user interface problems could be addressed. Then,
practically overnight, Carrie was assigned to report directly to one of
these vice presidents, grow a department of usability expertise and inte-
grate that expertise into Wang’s product development departments. She
was given significant power and support from very high up to do so.
Chapter 2 400
In 1983 I attended the very first conference dedicated to software us-

ability, a precursor to the formation of ACM SIGCHI and the first
SIGCHI conference. The Apple Macintosh was the latest thing, and
Windows had its first GUI user interface, a fixed pane (vs. overlapping
windows) environment. Wang was struggling to keep up with these
developments.
UX Career, Academia—1984-1986
That year, I also left Wang Labs for an assistant professorship in the
College of Computer Science at Northeastern University in Boston,
Massachusetts, where I taught what were probably some of the first
courses in the country on software usability, design and methodology,
in a computer science curriculum. It was then and there that I first
began to develop the methodology ultimately documented in my 1999
book The Usability Engineering Lifecycle (Morgan Kaufmann Publishers).
Two interesting things came about during my time at Northeastern

University. First, a publisher recruited me to write a text book on soft-
ware usability. Ben Shniederman’s first book was newly out, opening a
new market with practically no competition in it. I started writing, but
it was slow going and took me until 1992 to get the book published:
Principles and Guidelines for Software User Interface Design, Prentice-
Hall. The interesting thing to
me about this “ancient” book of The principles just have to be
design guidelines, is that in spite adapted to the changing capa-
of the fact that most of the exam- bilities of technology. But since
ples in it are from mainframe or they are quite general and based
very early GUI platforms, pretty primarily on human cognition,
much every principle is still com-
they are essentially timeless.
pletely relevant to present-day
GUI desktop applications and web sites. The principles just have to be
adapted to the changing capabilities of technology. But since they are
quite general and based primarily on human cognition, they are essen-
tially timeless.
Chapter 2 401
Second, I wrote a business plan to found an institute for usability re-

search within the College of Computer Science, and started an effort to
raise funding from software corporations. As it happened, this institute
never came to be, so I moved on.
UX Career, Consulting—1986-Present
By the end of 1985, I had come to the conclusion that neither large cor-
porations nor universities were the right work environment for me; and
I launched my own consulting business in January of 1986, jumpstarted
with some regular consulting work with my past employer, Wang Labs.
Early clients included other high tech vendors and universities, and
some financial institutions.
I bought my first personal computer, a boxy little Apple Macintosh with

a single floppy disk drive. I tried to learn how to market my services,
but was not very good at it. Fortunately I was perhaps one of the first
full time consultants in software usability in the country, and clients
found me. I had no website back then, and my business came almost
entirely through contacts I made teaching in the tutorial programs at
the SIGCHI annual conferences, and then by word of mouth. My laser
printer cost $3,500, and I spent a fortune creating and mailing bro-
chures in response to inquiries.
Also in 1986, I joined with other usability professionals in the Boston

area to host that year’s SIGCHI conference. I met other pioneers like
Marilyn Mantei, Raoul Smith, Arlene Aucella, Aaron Marcus, James
Foley, Dick Pew and many others, who remain good friends and col-
leagues to this day. We had a grand time working together on this
early conference. I also first presented a tutorial I taught for many
years called “Managing the Design of the User Interface” which was
the foundation that evolved into my Usability Engineering Lifecycle
methodology.
Chapter 2 402
As my practice took me all over the country and to other parts of the
world, I also wrote books, as mentioned: The Usability Engineering
Lifecycle published in 1999 (Morgan Kaufmann Publishers) and Cost
Justifying Usability with Randolph G. Bias in 1994 and 2005 (Morgan
Kaufmann Publishers), as well as contributing chapters to other books.
Around the time of the publication of my Lifecycle book, I started re-
ferring to myself as a “usability engineer”. Only relatively recently, say
in the past three or four years, have I started calling myself a “user ex-
perience engineer.” I like that term a lot, as it allows that a good user
interface requires more than usability, it may also entail great graphic
design, and effective marketing and sales (i.e., persuasion) techniques as
well.
Reflections
When I was a professor in the College of Computer Science at
Northeastern University, students had to commit to specializing in
computer science in their first year. It was a five year program that in-
cluded regular internships in local high tech businesses. I remember I
would often be advising students on what courses to take. I would see
students in their fifth year and close to graduation who would ask my
advice on whether to fulfil a few remaining electives with courses on,
say, compiler design or database design. Which would improve their
resume? I advised them to take this last opportunity to try some cours-
es outside the computer science college such as English Literature,
Psychology, Anthropology, Music or Art. They were always appalled at
this advice as they were, unlike my generation in college, very focused
on preparing for a career, and saw no value in taking courses outside
their computer science specialty. Sadly, I think that is still true of the
current generation of students, reinforced by poor economic times and
job shortages. College has come to be viewed almost like a professional
trade school.
But I think my story attests to the value of a liberal arts education. You
just never know where your interests will take you, and what new fields
Chapter 2 403
will emerge that will require interdisciplinary skill sets. I have always
felt that I had an edge over professionals who came from narrower
backgrounds. I felt I had more perspective and a greater breadth of
knowledge that helped me think outside the box. And while I have seen
successful UX professionals develop from many different backgrounds,
I also remained convinced that the best academic background for an as-
piring UX professional is cognitive psychology.
I now have a 17 year old daughter who is about to graduate from High
School and go off to college. She is a very talented singer and musician
whose aptitude emerged at a very early age. She has had a great deal of
training, has done very well in state and national competitions, and has
met, performed with and been recognized by an amazing variety of very
successful professional musicians (see www.katiemayhew.com) all by
the age of 17. Probably any conservatory would take her. But, she will be
attending a liberal arts university (albeit with a conservatory affiliated
with it)—both her preference and mine. She will take psychology and
biology courses as well as music and theatre, and probably other sub-
jects neither of us can even imagine right now will draw her interest as
she matures. Even for someone with such a clear focus and talent from
such an early age, this feels right to me.
My independent consultancy is now in its 25th year—not much young-

er than the field of UX itself. At various times I was tempted to grow a
business (that is, hire employees), but am glad I resisted that temptation
and remained an independent consultant. I have enjoyed the autonomy
and flexibility of being completely independent. I have had to reinvent
myself several times, as the technology and economic climate changed,
and I am sure I will continue to do so. It’s much easier to do this when
you are a one-person business. I am now working on my latest re-in-
vention and I expect 2010 to be a very exciting year. Stay tuned!
Chapter 2 404
About the Author

Dr. Deborah J. Mayhew, internationally recognized consultant, author,
speaker and teacher in software and web usability engineering since
1981.
Dr. Mayhew is known as an early pioneer in software and usability engi-

neering and user interface design. Beyond her native USA and Canada,
Dr. Mayhew has been invited to consult, teach or speak in countries in
Europe, Asia, the Middle East, South America, and Africa.
Deborah Mayhew’s highly regarded books have been sold in many dif-
ferent countries.
Chapter 2 405
Andrew Hinton
Principal User Experience Architect
at Macquarium
Charlotte, USA
The Story is
the Thing
Here’s something I believe in: stories are what make us human.
Opposable thumbs? Other animals have those. Ability to use tools?
Ditto. Even language, in and of itself, is not exclusive to human beings.
From my amateur reading of science, as it currently stands, the story

behind our stories goes something like this: the human brain evolved
with an uncanny knack to recognize and create patterns; and through
some strange twist of natural selection, gradually over millions of years,
our brains started turning the incredible power of that pattern-making
machinery on ourselves, until we became self-aware.
Aware of ourselves—our own faces, bodies, journeys, homes, children,

tools, and everything else around us. Over eons, we went from being
creatures that lived in each moment as it came and went, to protago-
nists in our own myths. Everything in our midst became the material
for making stories, strands of moments woven into tapestries that we
call things like “nation”, “family,” “love” or “discovery.”
And “design.” Because design is, ultimately, a story we make. And de-
signing is an act of weaving a new story into an existing fabric in such
a way that it makes it stronger, better, or at least more interesting, and
hopefully more delightful.
An Origin Story
My identity as an information architect happened accidentally, and
gradually. I just kept doing things I liked, that people were willing to
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Andrew Hinton The Story is the Thing
pay me for, until I woke up one day and realized I had a career. And the
things I liked doing were invariably surrounded by people’s stories.
One of the earliest jobs I had out of college (after trying my hand at car-
pet cleaning, waiting tables and telemarketing) was as an office manager
in a medical office. It was 1990, and this office of five or six providers
was running entirely on a phone, a copier and an electric typewriter. No
computer in sight. Every bill, insurance claim, or patient report had to
be typed anew … as if the 80s had never happened. I talked the owner
into getting a computer and a database management package—sort of
Erector set for database application design that I’d seen at a computer
user group a year before—so I could make the office more efficient.
It would’ve been pretty easy to create a quick application with a mini-

mal user interface, if I were the only one using it. But the owner also
had a couple of people helping in the office part-time who needed to
use the system too—people who had never even used a computer be-
fore. Did I mention this was 1990?
So I had a challenge: how to make it work so that complete computer

newbies could use it? It was frustrating, fascinating, and probably the
single most important experience of my work career, because it was a
crucible for acknowledging the importance of understanding the user.
To understand the people who were to use the application, I had to talk
to them, get a sense of what they’d done before and what sort of forms
they had used in the past. What sorts of technology? What terminol-
ogy was going to make sense for them? How do they tend to learn—by
written instruction or hands-on activity, by rote or through improvisa-
tion? I learned these things by watching and conversing. Eventually I
had enough of a sense of those “users” that I had a full story in my head
about how they came to the experience of this particular application, in
this particular place.
Chapter 2 409
I wasn’t conscious of this at the time; and I was working completely by

intuition. I would’ve done a better job if I’d had the experience, meth-
ods and tools I’ve picked up since. But looking back, the experience
itself has become a story I tell myself when I need a rudder to remind
me of my direction as a designer so that, even when I have nothing else
to go on, if I just watch, listen and absorb the stories of the people for
whom I’m designing, my design will be heading, at least generally, in
the right direction.
An Architecture Story
Much later, about ten years ago, I was working at a web design agency,
and our client was an organization that acted as a sort of confederation
of research scientists, universities and technology corporations. The
organization funneled research money from “investor” companies to
the scientists and their students in the universities, and in return the
companies received “pre-competitive” research and dibs on some of the
brightest graduate students when they graduated.
Their website had evolved like so many in those days—having started

from a few linked documents, it had grown by the addition of ad-hoc
sections and content created in response to member requests and com-
plaints, until it had become a horribly unwieldy mass of links and text.
We had been called in to clean it up and organize it. That sounded

straightforward enough. But when we started interviewing its users, we
found people who were unhappy with the organization and its commu-
nity in general—scientists who had become more entrenched in their
own sub-disciplines, and divisions between those managing the com-
munity and those merely dwelling there. Not to mention the natural
enmity between academics and business leaders.
We realized that the web site had become a visible instantiation of that
discord: a messy tangle of priorities in tension. A new information ar-
chitecture would mean more than just making things more “findable.”
Chapter 2 410
It meant trying to make a digital place that structurally encouraged

mutual understanding. In essence, a more hospitable online home for
people with different backgrounds, priorities and personalities. It was
a chance to create a system of linked contexts—an information ar-
chitecture—that could help to heal a
professional community, and in turn The structures of habitable
strengthen the organization founded digital places have to be
to support it. informed by the stories
of their inhabitants.
That project provided an insight that
has forever shaped how I understand the practice of information archi-
tecture: the web isn’t just a collection of linked content, it’s a habitat.
And the structures of habitable digital places have to be informed by the
stories of their inhabitants.
A Survival Story
Much more recently, I had the opportunity to work with a non-profit
organization whose mission was to educate people about breast cancer,
as well as provide an online forum for them to share and learn from one
another.
When interviewing the site’s users, it soon became clear how important
these people’s stories were to them. They would tell the tale of their
cancer, or the cancer of a loved one, and in each case the story was one
of interrupted expectation—a major change of direction in what they
assumed to be the storyline of their lives.
I learned that this website was merely one thread in a great swath of
fabric that the site would never, ultimately, touch. But the site was
most valuable to these people when it supported the other threads,
buttressed them, added texture where it was needed, especially when
it helped fill in the gaps of their stories: How did I get cancer? What do
my test results mean? What treatment should I choose? What can I eat
when getting chemo? How do I tell my children?
Chapter 2 411
They wanted information, certainly. Articles full of facts and helpful

explanations. And the site did that very well by translating medical re-
search and jargon into information people could use.
But even more than the packaged articles of information, so many

people wanted—needed—to share their stories with others, and find
other stories that mirrored their own. The most valuable learning these
people discovered tended to be what they found in the forum conver-
sations, because it wasn’t merely clinical, sterile fact, but knowledge
emerging organically from the personal stories, rich in context, written
by other people like them.
One woman in particular lived on an island in the Caribbean, and had

to fly to the mainland for treatment. There were no support groups
around her home, and few friends or family. But she found a commu-
nity on this website; one that would cheer her on when she was going
to be away for tests, console her or help her research alternatives if the
news was bad, and celebrate when news was good. She made a couple
of very close friends through the site, and carried on relationships with
them even after her cancer had been beaten into submission.
Here were stories that had taken hard detours, but had found each
other in the wilderness and got intertwined, strengthening one another
on the new, unexpected journey.
The stories are the foundations
This work, more than any other I’d of our lives, and the data, the
done before, taught me that stories information, is the artificial
aren’t merely an extra layer we add abstraction.
to binary logic and raw data. In
fact, it’s reversed—the stories are the foundations of our lives, and the
data, the information, is the artificial abstraction. It’s the dusty mirror
we use to reflect upon ourselves, merely a tool for self-awareness.
Chapter 2 412
It was through listening to the whole stories as they were told by these
digital inhabitants that I learned about their needs, behaviors and goals.
A survey might have given me hard data I could’ve turned into pie
charts and histograms, but it would’ve been out of context, no matter
how authoritative in a board room.
And it was in hearing their stories that I recognized that, no matter how
great my work or the work of our design team might be, we would only
be a bit player in these people’s lives. Each of them happens to be the
protagonist in their own drama, with its own soundtrack, scenery, ris-
ing and falling action, rhyme and rhythm. What we made had to fit the
contours of their lives, their emotional states, and their conversations
with doctors and loved ones.
The Moral of the Story

Design has to be humble and respectful to the presence of the user’s
story, because it’s the only one that a person has.
Stories can’t be broken down into logical parts and reconstituted with-
out losing precious context and background. Even though breaking
the story down into parts is often necessary for technological design,
the story lives only if there’s someone who can serve as a witness to the
whole person, with a memory of
his or her story as it came from Stories can’t be broken down
that person’s mouth, in that per- into logical parts and reconsti-
son’s actions. tuted without losing precious
context and background.
Keeping the story alive keeps the
whole idea of the person alive. Whether we use “personas” or “scenari-
os” or task analysis or systems thinking, the ultimate aim should be to
listen to, understand and remember the stories, precisely because the
stories are the beating heart of why we’re designing anything at all.
Chapter 2 413
So, now, when I’m working on more mundane projects that don’t touch
people in quite the same way as some of the others I’ve done, I still try
to remember that even for the most everyday task, something I de-
sign still has to take into account the experience of the whole person
using the product of my work. That, after all, is what we should mean
when we say “user experience”—that we seek first to listen to, observe
and understand the experience of the people for whom we design. We
honor them in what we make when we honor their stories.
Chapter 2 414
About the Author

Andrew Hinton is Principal User Experience Architect at Macquarium,
a UX consulting firm headquartered in Atlanta, GA.
An internationally recognized speaker and writer on IA and UX,

Andrew has been designing information systems in one way or another
since 1991 for Fortune 500s, small businesses and non-profits alike. He
helped start the Information Architecture Institute in 2002, and cur-
rently serves on its Board of Directors. Andrew is a big believer in the
practice of information architecture, which (to to his mind) concerns
the design of contexts and their connections in digital space. Andrew
lives in Charlotte, North Carolina, blogs at inkblurt.com, and tweets via
@inkblurt.
Chapter 2 415
Chapter 3
“The other day when I was walking through the woods,

I saw a rabbit standing in front of a candle
making shadows of people on a tree.”
Stephen Wright
Daniel Szuc
Vice President of the
Usability Professionals Association (UPA)
Hong Kong, China
Three Stories
One
During our 2009 visit to Helsinki with my partner Jo Wong, our taxi
picked us up on a cold morning from our friend’s place in Lauttasaari,
an island about 3 kilometres west of Helsinki’s city centre. We were on
our way to a business meeting and running a little late. As we arrived
at our destination, the driver noticed that I was playing with my Nokia
E61i; I was texting a colleague to announce our arrival. He glanced
warmly at me in the driver’s mirror, started to smile, and reached into
his pocket. He then turned around quickly and held up the same model
Nokia E61i, waving it in the air and saying proudly, “See, Nokia too!” At
that moment, it was clear to Jo and I that we were not only officially in
Finland for the first time, but we were also visiting the home of Nokia,
and its people who are very proud of their home-grown product.
It also made me proud to be experiencing user experience with the

people of Finland themselves.
Two
The other night, I was watching a documentary on TV about the evolu-
tion of the camera, wireless radio, air travel, morse code, the automo-
bile and the underlying need for people to communicate outside their
local communities. Humans need to travel and explore. As I enjoyed
dinner with my wife, we both laughed at the effort and number of steps
needed to start the Model T Ford, the weight of the first cameras used
to record film footage (without sound) and the restricted time of the re-
cordings, the open cabin of the first flights, and so on.
We really do take so much for granted and in doing so, become spoilt
about both the technologies and luxuries around us. Yet, in 2010,
we still face some challenges about what it means to move forward
Chapter 3 420
Daniel Szuc Three Stories
together in sustainable ways. We still have so much work ahead to

improve products and services and the experiences we want to give to
each other. So as I look at my own home with TV, Wii, wireless inter-
net, iPod touch, laptops, mobile phones, desktops and other modern
conveniences, perhaps the question that arises is how much more do
we all really need?
Three
On a recent trip to the USA, I was reminded of something very im-
portant. I had been invited to speak to students at CMU’s HCII1. This
was my first visit, and my impression of Pittsburgh was that of a place
going through a renaissance, with a layer of creatives and future think-
ers rising up from an old economy of steel mills. A grounded place with
wise and passionate people. There were some delays during my week
in Pittsburgh because of the severe weather conditions caused by snow
and storms—but it gave me more time with friends and also an oppor-
tunity to see the city and prepare for my presentation.
A small group of students had turned up for the presentation and I had
chosen to talk from the lectern, partly because the presentation was
being filmed and also because it seemed like the right place to present
from, since I was the “invited speaker.”
But I had missed the opportunity to really move away from the lectern
and sit with the students at the table to have a more personal discussion
on the topic of UX and Selling UX. A good friend and colleague said to
me later when he picked me up from CMU “it’s really a presentation to
your peers,” and so it was.
Remember, regardless of where you are in your life, remain grounded,

remember your beginnings, and treat everyone as both your peers and
equals.
1 .http://www.hcii.cmu.edu/ in Pittsburgh
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Daniel Szuc Three Stories
About the Author

Daniel Szuc is Principal Usability Consultant at Apogee, a usability con-
sulting services company based in Hong Kong—www.apogeehk.com.
Daniel has over 10 years experience in User Experience and previ-

ously worked on a usability team for Telstra Australia and has lectured
about usability and user experience in Hong Kong, China, Singapore,
Malaysia, Australia, the USA, New Zealand and Japan. He co-wrote a
Usability Kit with Gerry Gaffney which is an implementation guide pro-
viding best practices and guidelines for usability teams.
Daniel is the Vice President of the Usability Professionals Association

(2010) and holds a BS in Information Management from Melbourne
University in Australia.
Chapter 3 422
Andrea Resmini
President, Information Architecture Institute
Jönköping, Sweden
Hundred and Ten
“One day, a Water Rat called Bilargun was out hunting and he spotted a
Duck in the distance. This duck was called Daroo, and Bilargun wanted
Daroo as his wife. He snuck up on her and escorted Daroo back to his den.
Here, he fed her and nurtured her. Together, they were very happy and
Bilargun told Daroo that whenever she was in danger to slap her tail on the
surface of the water. After a while, Daroo had a brood, but quite an unusual
one. The offspring each had 4 legs and a fur coat like their father, and a
beak and webbed feet like their mother. That offspring’s descendants can
be seen nowadays, and they still use that same warning sign, and have the
characteristics of a bird and mammal.”1
How the platypus came to be during Altjeringa, the Dreamtime. Tradi-
tional Australian story.
One
It is a cloudy May afternoon and I am reading a book, drinking some
coffee and trying to find a way to make you grasp what I understand
by information architecture. I put the book down and get back to the
keyboard. I sip the last of the coffee and stare at the few lines I have
written. I can not decide if they say anything at all. I decide they do not,
I want it to be personal, as I believe design is like that, personal, and it
can get complicated if you do not want to end up lecturing. I think of
ways I could make you see me and tell the story without explaining it.
I think: What do I do? I design information spaces. But I have always
been designing. It has always been there. I hear the light tip-tapping of
rain on the window. It was raining then.
1. Knights, A. J. (2007). The Platypus. All Empire.

http://www.allempires.com/article/index.php?q=The_Platypus.
Chapter 3 424
Andrea Resmini Hundred and Ten
Two
I was around 9 or 10. It was a methodical process: I was not a particu-
larly methodical kid, but I could discriminate. This required method
and some application. I used only regular-size exercise books, not too
thick, not too thin, which only came in a yellow cover, God only knows
why. Those had enough pages, but not too many. I had my tools and
sufficient space on the table. I knelt on the chair and then I got going.
Cover first, as this had to be redesigned carefully. I drew some kind of
frame in inks and pens, usually something with an insane amount of
Art Nouveau flourish on the corners, and then glued in a new sheet of
heavy cloth paper inside the frame itself with white solid office glue. I
still remember the smell of the thing, and its distinctive metallic con-
tainer2. You had to apply the glue with its own small brush and make
the paper stick properly. Trying to avoid bumps and lumps was hard
work. Then I waited for the glue to dry, sketching dinosaurs or doing
one of the many things that only seem important or interesting when
you are just about nine. When I checked back after ten minutes I had a
yellow exercise book with a framed, empty light space on the cover that
opened up a world of possibilities and just called for more work. A five-
step procedure kicked-in: find a title, decide a style for the hand-made
lettering, figure out an image, draw the image, write the book from
top to bottom; first draft is the right draft. This could take up entire
afternoons for weeks, as the story would come up as I was writing it.
Changes crept in due to a sudden inspiration from a Jules Verne novel,
or a Donald Duck comic book, or something I saw on TV. But I do not
remember ever finishing one single story: that was not where the fun
was. The fun was in the possibilities, in the kick-off and in the design.
Three
When it comes to design, I do not believe in invention. I believe in in-
terpretation, in pushing forward, in changing direction and in reaction.
2. A true product of an earlier age of design, you can find pictures of
this incredible metallic packaging all over the Internet. One is here:
http://images.manufactum.de/manufactum/grossbild/23354_1.jpg
Chapter 3 425
I see us move on largely by shaping and reshaping what we inherit from

the past. This is pretty much everything I can say about my practice: it
is never conjured, often derived and always the fruit of experience. I did
not really know what, and why, worked back then, and I do not know
now. I only know that at a certain point everything flows and commu-
nication is possible.
Four
I was in my early thirties. When I moved into my teenage years I did
not get to spend much time with my mum. We just lived in the same
place and that was all. This changed when she got ill and needed help,
but even then, even when she was actually too sick to do anything more
than move around her apartment or be driven somewhere by car, she
fought fiercely and heartbreakingly for her independence. But I remem-
ber one occasion, some ten or twelve years ago, walking with her to
some narrow backstreet shop or office not far away from the Cathedral
in Parma. It was a small, new place inside a really old building, all tim-
bers and bricks and carefully lit passages. I really do not remember what
we were there for. Something bureaucratic, I imagine, as those were
the only things where she would sometime indulge herself to a little
help. Whatever it was, we finished early, and I just asked her if she fan-
cied walking a little more and have a coffee in the Oltretorrente; the
neighbourhood across the Parma stream where she grew up with her
parents and her ten brothers and sisters after World War Two. Parma
is a relatively small city in the North of Italy, lying just far enough from
everything, the sea, lakes and mountains, it still maintains a rather pe-
culiar interest in its feudal traditions. Like factions, for example. The
Oltretorrente is the popular heart of Parma, the place were you were
to be born, or grown up, or had to live, if you were to consider your-
self a real Parmigiano. People from there could tell which street and
sometimes which building you were from just by the way you spoke
the local dialect. We walked past the many shops of one of the main
streets, and crossed the bridge over the stream. The remains of the old
Roman bridge are still half there, but it is now neglected and stretching
Chapter 3 426
over dry land, as the Parma has changed its course over the centuries.
We walked left and entered the older, winding streets looking for a café.
Then I noticed something: the city my mother saw in front of her eyes
was a totally different city from the one I saw. While for me it was a ge-
ography of places and street names I knew from reading signs or from
having been there before, she was following a personal cartography
which was all people and persons. “We turn left where Gianni used to
live when his father worked at the shoe factory”. “That’s Maria’s bakery.
The second window on the right, second floor, that’s where your aunt
Eva used to work as a maid before getting married”. “You remember
Alberto? His mother’s family used to live just across the street from
where we used to play as kids. Right there”. “Now let’s turn right at the
house where the old Signora Pezzani used to sell her eggs and cheese,
there are more shops over there”. I had to keep on reminding her I had
neither the slightest idea who these people were nor where they lived
forty or fifty years ago. If we wanted to move around at all it had to be
second right or third left or keep straight on, for me. Her world was
precise, but so intimate and so personal that I was not a part of it. It was
a secure, conversant world, but it was a smaller, hard-to-communicate
world.
Five
My dad put it straight down to me one morning just before my first year
of the Italian equivalent of High School was about to start: “First day I
find out you go to that school so you can boast, you are coming to work
with me right away, young man”. He was a plumber, and he meant that,
so I took his advice very seriously. I went on to become an architect, so
I could command plumbers around in my houses, and thanks dad for
that.
Six
“I do not like it”. “You might not know that now, but you are going to
like it. A lot”. Italy in the 1980s had two different High School tracks:
scientific and classical. I chose scientific. This amounted to a lot of
Chapter 3 427
different social expectations, perspectives and outcomes; but in the

end, and after some rough confrontations with some of the students
from the other pond, we agreed it was all about either having maths
(as we did) or Greek (as they did). Latin was for everyone, five years of
that. Also Art History, three years, both squads. This was it. I was 16,
attending my 3rd year, and was looking at a picture of Piet Mondrian’s
Composition II in Red, Blue, and Yellow. You know, the iconic painting
with large primary coloured squares. I had just stated I did not like it,
I meant it, and our Art teacher was commenting on my dislike. And he
was right, of course. In time, I would find that Mondrian and Malevic,
and so much of what is abstract art, were telling me something.
Understanding teenagers that way is a precious gift, but this teacher
was a long-haired, bearded, left-wing dispenser of questions, not an-
swers; and this was the real treasure he shared with my classmates and
me. He taught us the value of “it depends” when we needed to smooth
out the edges of teenage cockiness. This was so many years before Eric
Reiss started considering it just one more unnecessary step in the verbal
click stream. I still have troubles relating the two, as if my “it depends”
is actually something different from what Eric is stigmatizing. I get
what Eric is saying now and why, and I agree, but “it depends” was not
something you took for granted in Italy in the early 1980s. For the first
time a teacher was telling us that asking the right questions was much
more important than believing you had the right answer ready at hand.
Reality is complex, kid, get over it. Oh, and by the way: welcome to the
world of grown-ups.
Seven
I was 12. The curtains were partly drawn in the silent sitting-room
at my grandparents’. I remember cicadas, so it must have been sum-
mer. My grandfather was working on one of his paintings at the table,
standing, as I remember him doing most of the time, and I was sitting
alongside drawing something and peeking at what he was doing. He
had all his gouaches ready on a handmade palette, which looked as if
he had been painting for millions of years, and was carefully building
Chapter 3 428
complicated patterns of multi-coloured dots into a scene which sported

a Gothic church, the Sultan’s palace, towers and domes from some re-
mote Russian province and leopards. Lots of leopards. My grandfather
had worked his way through life landing a large number of wildly dif-
ferent jobs, as was common at the time; a family of thirteen was no
joke even back then. Among other things, he had been a nurse, a travel-
ling salesman, a professional musician, and a restaurant owner. But all
of his life he had wanted to be a painter and could not afford it: after
all there was no money to be made there. When he retired, he finally
bought himself some colours and some brushes and started painting
wherever he could: loose sheets he stole from grandchildren, spare ply-
wood planks, a cardboard from a package, everything was good enough
for him. He filled more than a thousand canvasses with images of the
Opera he loved so much, and of all the places he wanted to see when
he was younger and dreamed about, signing on as crew and cruising to
other parts of the world. The Sultan’s palace, and the towers of Russia.
He painted an amazing waterfall on a Formula One racing track box I
owned, the cars just diving down into the blue water. To this day I do
not know how he managed to snatch that away without me knowing.
He was rather protective of his work, and was not very interested in
showing, promoting or selling his stuff. After a few reluctant exhibi-
tions which one of my uncles tricked him into doing, the critics started
to take note. In a matter of years he was very well known and an inter-
nationally respected “naïf”, and then “art brut”, painter. He did not care,
he was not there for that. He was there for the dots and the pleasure
of turning to me, or to one of his innumerable nieces and nephews
and asking “It’s a nice place, isn’t it? What else should we put there?” In
an interview, he was asked “Benassi, why do you do that? Why do you
paint?” The answer was damn simple. “Because I want to go to places
I’ve never been before.” I still believe that is a pretty good answer. It tells
you a story and lets you figure it out yourself.
Chapter 3 429
Eight
I am 44. I have been married quite a few years now and I have a daugh-
ter who is 10. We live in a small university town in central Sweden, and
in my daughter’s world the Internet, computers and mobile phones are
a fact of life. She makes no distinction between physical and digital, and
there is no such thing as virtual in her vocabulary. She has this game
for the PS3 called Little Big Planet, a cute little platform game we play
together. You can customize the way your character looks by dressing
it up to be either a sackboy or sackgirl, in any way your creativity sug-
gests. From ninja to cowboy to peacock to Jack Sparrow, you name it,
you do it. And you can share your costumes with a vast online commu-
nity, build levels and share these as well. These are her dolls. She dresses
them up as chefs and then builds a level with kitchen appliances, and
bakes videogame muffins. She is not scared of the possibilities.
Nine
My mum had the small world of the Oltretorrente as her universe,
personal and mostly incommunicable. Communication is helping my
daughter make the world her neighbourhood. She uses a webcam to
talk to friends who are thousands of kilometres away, and she plays on-
line with kids from the other side of the Earth. The perception of space
and place and the way she experiences “being there” is necessarily going
to be different from her dad’s, who, when her age, considered kids living
two blocks away as a different tribe. Her world is getting smaller physi-
cally, but it is increasing tenfold semantically. It is cyberspace, and it is
not the consensual hallucination in 3D Gibson envisioned in his early
novels, but a layer which is becoming tightly integrated into the world
around us. It is nothing like the TV I had when I was a kid, it is action-
able, it is a place my daughter and her peers will live a large part of their
lives in and they know it. It will always be there and they are not scared
of the possibilities.
Chapter 3 430
Ten
I design those information spaces where people like my daughter are
going to live. I help shape the links, the connections, the semantics, and
ultimately the map people will travel on. And in cyberspace, as Andrew
Hinton is fond of saying, the map is the territory. That is why I call
myself an information architect; because, in all frankness, I see no radi-
cal departure from what I did when I used to design apartments and
buildings. My teachers designed the shops we visited for our weekly fix
of music. We bought LPs, and these required shelves. I design the shops
today’s teenagers visit for their fix of music. They download MP3s, so I
design the paths to these in cyberspace and ways to store and find them
in a place that has no necessity for shelves. My teachers designed the
offices that people would visit to gather information about their taxes,
their health or their civil duties. I design the way for people not to visit
them and still receive the information they need. My teachers designed
the houses, I help design our place in cyberspace: I am sure my daugh-
ter will appreciate it.
Chapter 3 431
About the Author

Andrea Resmini is an information architect with FatDUX, a leading UX
firm based in Copenhagen, Denmark, and UX practitioner, researcher
and scholar at IDA, University of Borås, Sweden.
A long time IT professional, he holds a MA in Architecture and

Industrial Design and a PhD in Legal Informatics and he has been prac-
tising information architecture since 1999.
Andrea currently serves as president of the Information Architecture

Institute, chairs the Italian IA Summit, and is an associate editor for the
Journal of Information Architecture.
Chapter 3 432
Abhay Rautela
Senior Human Factors Engineer
New Delhi, India
Technical
Capability is Only
Half the Story
A Story
Once upon a time, there were two internet companies that had recently
introduced interaction design teams. Both of these companies managed
to hire talented interaction designers (IxD). While they did hire some
good IxDs, they were not following a User Centered Design (UCD)
process.
Their process was basically as follows. The product team would come
up with the information architecture (IA) of a new product and the in-
teraction design team would come up with the user interface (UI) and
iron out creases from the flow given to them at a low level (micro IA).
Changes would be made to the product once it went live, based upon
studying how it was performing through reports from the Management
Information System (MIS) and web analytics.
Now this was not a very optimal method of doing things. It would often
be the case that after going live, the IA and UI would be modified. This
would have been perfectly acceptable except for the fact that these
modifications were to be made on high level structures—both in IA and
UI. This, of course, was not easy to do, since the entire web applica-
tion or website rested on these high level structures. All of this cost the
company dearly in terms of time and money, which was being spent on
issues that were never anticipated.
Chapter 3 434
Abhay Rautela Technical Capability is Only Half the Story
At this time, none of the companies were conducting any form of user
research or usability evaluations. The interaction design teams in both
companies were aware of this and around the same time, both teams,
frustrated with the state of affairs as they were, and for the good of
their respective companies, decided to try and introduce UCD tech-
niques into their organizations.
The interaction designers thought that conducting user research would

help them provide product management with better inputs for develop-
ing a better IA validated by representative users. Not only that, it would
also help them design a better UI by validating its ease of use through-
out the Product Development Life Cycle (PDLC) through conducting
usability evaluations. Both teams managed to grab opportunities for
usability testing during development of new products around the same
time.
After a year had gone by, one team had managed to set up a small un-
official but recognized user research group which their company was
quite pleased with. Not only that, they had a pipeline of projects to keep
themselves busy for the coming months. On the other hand, the second
team was faring rather badly. Nobody wanted to let them conduct any
usability tests. A new product was in the making and they did not get
to conduct any user research for it either. Their plan to introduce UCD
techniques into the organization had pretty much failed and they were
beginning to give up because of the lack of results they had seen. They
were unimpressed by the response of the organization. Likewise the
folks in their organization were unimpressed by the result of this group
of interaction designers, who they thought would have saved time if
they had simply stuck to what they were assigned to do in the first
place.
If both these teams were very talented and technically capable, what
exactly did one team do so right and the other so wrong? They both
had the same destination, but took different paths in order to achieve
Chapter 3 435
it. The successful team put in extra effort, just as much as it did to tech-
nically implement its usability evaluations, to make sure that all their
stakeholders—business leads, technical leads, product bosses, program-
mers and marketing folks—were happy and upbeat about the entire
process, right from day one, whatever compromise it required. The
other team simply conducted usability tests and cold bloodedly revealed
its findings, which basically rather openly razed much of the work that
the other teams were doing.
Takeaway
When you are trying to introduce UCD techniques in your organization
and your goal is to ultimately integrate UCD into your organization’s
Product Development Life Cycle, then arming yourself with technical
capability is only half the story. The other half is your team’s ability to
effectively deal with soft issues and successfully engage with stakehold-
ers. With either part missing, you will not be able to go very far.
Technical capability is your team’s ability to make use of their collective

knowledge of user research and usability evaluation along with IA and
IxD methods so they can use the correct one or a combination of them
in order to find out who the users are for a product and what they want
and need. They can then validate assumptions about how users will
use a product, and gather information continually about how easily the
product being developed can be used by its intended users.
If you have strong technical capability (and by that I mean having a

good understanding or experience of how to execute UCD techniques),
you will naturally be able to demonstrate how valuable UCD can be
when used on a project. But doing so is not as straightforward as it
seems. When you try to do so, you will be met with varying levels of
skepticism and quiet opposition. This is because, while you are in es-
sence trying to simply improve the efficiency and effectiveness of the
overall product life cycle, it is often interpreted by the others as show-
ing inefficiency in the current way they are working, which is not a
Chapter 3 436
good thing for them. Nobody wants to look bad, especially when they
can avoid doing so.
In order to implement your technical skills, you need to get hold of op-
portunities to demonstrate value in the first place. Then, you need to
be appreciated for the work you are doing and get the right noises made
so stakeholders and other influential
people in your organization hear about In order to implement your
the value the product has derived out technical skills, you need to
of it. Going further, you need willing- get hold of opportunities to
ness from your stakeholders to take demonstrate value in the
a few pains themselves in order to
first place.
help you get further projects and set
the ball rolling. In order to do so, you will need to effectively deal with
soft issues all the way and successfully engage with your stakeholders.
Otherwise known as ‘soft skills’, I will refer to it as soft capability.
Who are your stakeholders? They are everyone and anyone who is af-
fected by your actions. This includes folks in product or project man-
agement, business, programming, analytics and marketing. That’s a lot
of people, and that’s just how much opposition you might face when
your user research actively crosses their paths. Folks from the product
team may already go with the marketing guys for conducting interviews
with users (they probably do focus groups too). The product guys al-
ready use sales and customer checkpoint data to keep a pulse on what
the user feels about the product and the programmers simply don’t
agree with the itsy bitsy changes you make to the interface and flow
to enhance the user experience as it increases their work load in an al-
ready tight plan.
You may think that soft skills are not unique to the situation I’m de-
scribing and that they are required in any sort of occupation across the
industry. That’s correct. But the difference here is ‘how important’ is it?
The difference is about ‘good to have’ versus ‘required’. Let’s say, if an
Chapter 3 437
organization has a systematic usability process in place, then techni-

cal capability basically translates to successful implementation of UCD
techniques for you. Here, dealing with soft issues, just as in any other
work area, will help increase efficiency of the department. But if you are
trying to introduce UCD methods into your organization, then techni-
cal capability does not translate into successful implementation. It is
here that technical capability is indeed half the story, and ‘soft’ capabil-
ity is the other half. You will be able to get a better understanding of
what ‘soft capabilities’ are and how and when can they be used in the
following two stories.
Example 1—The Key Keepers

Continuing from the previous story, this story puts a lens onto the team
that tried to introduce user centered design (UCD) methods into its or-
ganization but had very little progress after a year.
One of the first opportunities the folks who wanted to try and intro-
duce UCD techniques into their organization got was not on a com-
pany product but rather on their intranet. They had been assigned to
work together on the redesign of the often complained-about search
page, search results page and a new Collaborative Question Answering
(CQA) feature. The interaction designers managed to convince the Vice
President of Engineering, who headed the project, to give them the op-
portunity to conduct a series of usability tests on the new search that
was being developed. They were unable to get him to let them conduct
usability tests right from the beginning—from ideation into paper pro-
totyping and then low fidelity wireframes, since he thought their time
would be better utilized at this point devoting time to simply getting
the UI design off the ground, based on stakeholder and product inputs.
In any case, this would be a trial usability test and he could not afford to
assign any resources on experiments. However, he did agree to let them
conduct usability tests once they were ready with interactive prototypes
since they would have achieved something concrete by then. In addi-
Chapter 3 438
tion, he also agreed to let them do the same in the next iteration for
CQA development as well.
The Vice President (VP) was quite pleased about the initiative taken by
the interaction designers. Steve Krug’s book, ‘Don’t make me think’ had
been lying on his work table for quite a while now and anybody who
entered his cabin was sure to catch a glimpse of it. He had read a bit of
it and it did make sense, though he would like to see results rather than
simply reading about how usability could improve a product on paper.
He enjoyed talking about how he was trying to bring ‘usability culture’
into the company and considered himself quite the usability evangelist.
All in all, the interaction designers could not have found a better person
to get an opportunity from because things were already slightly in their
favor, thanks to his positive outlook towards usability. Now all that was
required was to show him that this stuff really worked!
When the time came, they set about conducting their usability tests.
Their plan was an elaborate one. It was longer than the VP expected,
especially since he had asked them to simply send over a quick one
page plan by email with the dates of the test as well as a short high level
overview of what they would be doing, along with the test scenarios
and tasks. The plan they mailed over attached as a lengthy eight page
word document, had too much information in it according to the VP,
and he simply called one of the three interaction designers over to his
cabin and asked him to explain how they planned to proceed. The VP
wanted all eight test sessions to be done in a day and wanted to to see
the findings the very next day. The interaction designers however said
it would take them at least two days to conduct the usability tests and
then another two days to analyze the data after which they would have
the report ready with the findings he wanted. So the usability test was
not to wrap up in a maximum of two days as the VP would have liked
to have it, but would take around a week, something he was not too
pleased about.
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The interaction designers chose to set up camp in a larger war room.

This would be their usability lab which would allow one facilitator, a
note taker and an observer for each session. They mailed everyone on
the intranet project mailing list, informing them that there could be
one observer for each of the eight sessions, and anybody interested
could mail them back to book a slot. When the VP thus decided to drop
by on a test session, he was requested to come for the next one since
there was already an observer in the room. In the next session, when
he chose to ask a few questions while the participant was undergoing a
task, he was not allowed to do so and was requested to make a note of
any questions he wanted to ask and ask them after the test, in the end
during debriefing.
In order to keep a pulse on what the tests were revealing, he had asked
the interaction designers to give him a summary of the test findings at
the end of each day. But they were not very keen to do so as they did
not want the findings to be known and spread by word of mouth before
they could present a report of findings to the intranet team once all the
tests were done. When the usability tests were over and they were ana-
lyzing session videos and making notes, the VP came by and enquired
about what direction were the results generally pointing out to, and
what the findings were, since by now they surely would have a fair idea
of it. Being the guy who was introducing usability tests into the orga-
nization, he wanted to have a look at the results before they were pre-
sented to everyone else so he could generally talk over lunch with his
colleagues about ‘how most of his assumptions were validated’ by the
test. It was his baby, after all. However, the interaction designers were
vague about it again; they really did not want everyone to know the
results before they presented the findings and recommendations, think-
ing it would dilute the whole effort.
Eventually the day arrived for presenting the findings. It was presented
to the VP and most of the leads from the programming and prod-
uct teams, in addition to a few other programmers and product folks
Chapter 3 440
working on search. The presentation was well made and the recom-
mendations were convincingly put forth. All in all, there were reluctant
but agreeing nods to the findings. The report did not speak much about
what was working well in the search and SERP (search engine results
page), perhaps there were indeed not many positives. The report con-
centrated on the utter failure of the facetted search which was neither
noticed nor understood by most of the participants, the excessive un-
used elements that cluttered each search result listing and also how the
positioning of the search user interface failed to imply it was to be used
for both global and local section searches. The report also let the inter-
action designers vent their frustration because they had pointed out
the issues with facetted search and positioning of the search UI to the
product team and the VP at the time of paper prototyping, but they had
not paid much attention to it at the time. This point too was made clear
during the presentation quite a few times.
Once the presentation was over, a bunch of programmers impressed

with the empirical findings went over and congratulated the interaction
designers on their work, although they now had a lot more UI fixes to
make, thanks to the usability test recommendations that were agreed
upon. And this was all the praise the interaction designers got. They
barely received any praise from any of the senior folks on the project.
The report did not make the VP look good in any way. In fact it made
him look bad. And so was his experience interacting with the interac-
tion designers from the first day of planning for the usability test right
up to the end with the report. The findings criticized most of the proj-
ect at a structural level, constantly reinforcing the message that related
risks had been pointed out but nothing has been done about them.
What started out with a positive outlook towards usability had trans-
formed into a bad exercise for him.
The VP’s final take was that the project could be seen as a waste of time
since it took up a week and most of the findings they agreed upon were
Chapter 3 441
very minor changes they could have done without. At this stage, the
plan could not accommodate structural changes and the VP, along with
other heads, dismissed the results and quickly agreed that the sample
size was too small. And this made it easy for them stuck to their gut
feeling that the facetted search would do just fine. The same was the
case for the search UI positioning in the page. The VP also managed
to get the product leadership’s consensus that the data was skewed
and was bent towards supporting the viewpoint of the interaction
designers.
That was pretty much the end of their UCD gig as long as they were on
this project under the VP. He spread the word about how difficult they
were to work with, how they were not being aligned with project goals
and that they could do with more professionalism. The VP also can-
celled his earlier agreed plan to let them perform usability tests in the
next iteration when they worked on CQA. With the VP spreading such
a negative influence, it was not going to be easy for them to get oppor-
tunities to conduct usability tests or user research on other projects in
the future either.
Takeaway
Who are the key keepers? Those who give you or your team the oppor-
tunity to implement UCD techniques, some form of usability evalua-
tion or user research on a product are the key keepers. Usually higher
up the organization chart and very influential, they hold the keys to
the kingdom—the kingdom where you can get to keep yourself busy
improving the user experience of products by incorporating UCD tech-
niques in not just a few, but all projects. While they hold the power to
give you a continual list of opportunities over time, they also hold the
power to close the gates and shut you down. In other words, they make
or break your group. Make sure you never make them look bad in any
way at the expense of trying to achieve perfection. Because ultimately,
if they decide to not like your work, it will not look good, however good
you may think it is or it actually be. Looking back at the story, there was
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nothing really the interaction designers had actually done wrong, but
they could have made a few concessions for the VP. They could have
sent over a one page email plan as the VP had requested, they could
have allowed him to attend any usability test session he wanted and let
him ask questions in one of them before they requested him to hold
them till the end, and they could have provided him with a summary
of findings at the end of the day, just the way he wanted. When it came
to the report, cushioning in hard findings with a lot of good stuff to say
about the project, even if it was superficial, would have harmed nobody.
They should also have avoided venting their frustrations about how the
findings were in line with what they had pointed out as risks earlier.
If they had done this, it would have been much more likely that they
would not have been shut down. By capitalizing on the VP’s initial posi-
tive outlook, the same exercise would have come to a very fruitful end.
So if there is anyone you should use your soft skills on across your
range of stakeholders, the key keepers are the ones you should use it
with most, because their voice matters the most in terms of getting ap-
proval for the UCD activities you are trying so hard to introduce as a
better way of executing projects in your organization.
Example 2—Stakeholder Goals Over User Goals

This story is about a group of interaction designers who were newly
hired by a company that had grown huge and done very well making
business to business (B2B) portals in the apparel domain. As in the pre-
vious story, it was primarily the product team which shaped the infor-
mation architecture (IA). The interaction designers did not have much
of an influence in determining IA although their inputs were taken for
micro IA. Their main task was to come up with the user interface. No
form of user research or usability evaluation existed and the interaction
designers saw the current product development process as a grossly in-
efficient process. They would often have to go back to square one from
a stage where the UI was not only prototyped to high fidelity but was
being developed by the programming team as well.
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It was thus not surprising how much they wanted to introduce usability
testing which they would like to see happening throughout the soft-
ware development life cycle (SDLC) from beginning to the end. This
would help not only them but the entire project teams to deliver prod-
ucts faster and with less time and effort wasted.
A year down the line after a lot of talk, two interaction designers man-
aged to break through with their product head. He wanted to use their
help in understanding the major pain points their users faced while
using one of their portals for fabric manufacturers and traders. He also
wanted to know how best they could go about improving their portal in
relation to the pain points that were to be figured out.
The product head gave them a week to do all they wanted as long as
they did it on a zero budget. The interaction designers’ plan was to
first conduct telephone interviews to understand the most common
problems their users faced, after which they would follow it up with a
usability test to validate those concerns. But since they had just a week,
they decided to only conduct telephone interviews and present their
findings to the stakeholders. Taking into assumption that things would
go well and the stakeholders would be impressed with what they would
uncover, they would then ask for another week to conduct usability
tests.
After getting a list of phone numbers out of the customer database,

they began their interviews. In four days, they worked extremely hard
and managed to successfully complete 100 semi-structured interview
sessions. They spent another long, hard day affinity diagramming. Once
they completed data analysis, they put in a few extra hours at the cafe
below their office. After many a cups of coffee and bagels, they were
ready with their report which they would refine over the weekend.
Monday came and they presented their report to the project stakehold-
ers. Besides letting the stakeholders know what was working well and
Chapter 3 444
a number of interesting UI concerns they had uncovered, they talked

about how much their users complained about the clutter on the
homepage and the search engine results page which was mainly due to
a lot of banner ads and featured listings. They pointed out that partici-
pants were unaware of the free registration option which was hard to
locate on the portal. The report also mentioned that participants found
faceted search very difficult to understand since the portal used full
page refreshes instead of partial page rendering (PPR). In addition, they
let their stakeholders know how participants were taken to the portal’s
registration page instead of the product details page when participants
used a search engine to search for the best prices they could find for the
fabrics they were interested in purchasing. By the end of the meeting,
everyone was tired and the stakeholders were not impressed. The inter-
action designers were not in a good mood either. What happened dur-
ing the meeting was that while there was agreement on a few findings,
most of the meeting went on arguing about how most of the findings
directly clashed with either business and marketing goals or could not
be implemented due to technical limitations. The stakeholders did find
some of the findings useful but thought there was too much signal-to-
noise ratio. In their opinion, the interaction designers were not aligned
with business goals or the technical constraints the project was working
within.
In fact, the stakeholders agreed to work on certain features based on

their findings that they thought made sense but asked the interaction
designers to skip the usability test which the product head had earlier
agreed to because they did not want them to validate concerns that
could not be addressed, since they clashed with business goals and
technical constraints.
The interaction designers’ hard work had gone waste and they did not
get any user research opportunities thereafter for almost another year.
In addition to other findings, their findings revealing clutter on the
website due to ads and paid listings were actually not revealing at all
Chapter 3 445
to the stakeholders who had known all about it, but this is where user
goals and business goals clashed. Ads and paid listings were a substan-
tial portion of their revenue and the trial user research activity was not
going to change their business model.
Takeaway
More often than not, business goals and user goals differ. When trying
to introduce UCD into an organization, this is something you should
take note of. When you get an opportunity to conduct UCD activities,
you are trying to demonstrate value.
Begin by showing that you are aligned to business goals unless you
want to start off on the wrong foot. When you focus on findings that
are essentially user goals clashing with stakeholder goals, then you are
diluting the effort and impact of your activity.
So focus on and present findings that do not clash with business and
marketing goals in order to get maximum mileage from your effort. If it
is of any consolation, as your stakeholders begin to trust you more and
give you more UCD projects, you can then make your case down the
line, after establishing credibility with them and all the data collected
over multiple research activities, if you foresee an alternate business
model for increasing revenue.
Also, respect technical limitations. There is nothing you can do about

them. Avoid making recommendations that cannot be incorporated
due to technical limitations. Making the recommendation does not
magically lift those limitations. An ideal solution is not a solution, a
realistic one is. So concentrate on what is achievable and you will do
much better.
Chapter 3 446
About the Author

Abhay Rautela is a usability engineer based in New Delhi where he
works with a leading internet products company as Senior Human
Factors Engineer and looks after usability evaluation and user research
across projects. In the past, he has worked in information architec-
ture, interaction design, web accessibility and visual design for various
Fortune 500 companies.
Abhay is a member of the executive of the International Federation

for Information Processing Special Interest Group 13.1 on Interaction
Design & International Development. He is also a member of the ACM
SIGCHI and has been a student member of the UPA in the past.
Passionate about Human-Computer Interaction, Abhay writes on us-

ability engineering at Cone Trees1. He is also the curator of The UX
Bookmark2 and UX Quotes3. As a community evangelist, he heads the
New Delhi UX Book Club4 and the SlideShare Web Accessibility5 group.
Abhay is also a passionate electronic musician and has recently released

tracks on various record labels under the name, Sound Forest6.
Twitter: conetrees
LinkedIn: http://in.linkedin.com/in/abhayrautela
1. http://www.conetrees.com
2. http://www.theuxbookmark.com
3. http://www.uxquotes.com
4. http://uxbookclub.org/doku.php?id=new_delhi
5. http://www.slideshare.net/group/web-accessibility
6. http://soundforest.net
Chapter 3 447
Lennart Nacke
Human-Computer Interaction Lab,
University of Saskatchewan
Saskatchewan, Canada
Broken Soft Drink
Machines
London, Heathrow. Like a blood cell being pumped from the heart’s
ventricles back into the outer arteries, I had left the exhilarating mass
reunion scenes at the arrival hall behind me. At the bus stop, the first
vehicle brakes with fizzling sound, I get in. A quick ride later, I was cut-
ting through a dark, early September night alone on my way to find
a place to sleep on Brunel University campus. What am I doing here,
again? Right, I will be speaking at a conference the next day on play-
ability and biometric player measurement, a topic I have been passion-
ate about during the past years of undertaking Ph.D. studies in Digital
Game Development.
Finally, I found the booked accommodation, a student room on cam-

pus. Dirt stains glared from the second-hand furniture and the bath-
room did not reveal where the shower ended and the toilet began.
Nothing says you are still a student like campus accommodation.
Trying to find a comfortable position to lie on the squeaky little bed,
my thoughts drifted away from this stressful day to the time when I de-
cided to enter the academic rollercoaster.
Scientists vs. Rock Stars

U2’s Bono once said: “As a rock star, I have two instincts: I want to have
fun and I want to change the world.” I had the same instincts; only at
the time I was a computer science student (or more precisely a com-
putational visualistic student, trying to combine the joys of beautiful
code, visualizing information, and pretty graphics). Don’t get me wrong,
I know that geeks have come a long way to popular culture since—but
those were the days, when Transformers were kid’s toys, the big bang
Chapter 3 450
Lennart Nacke Broken Soft Drink Machines
theory was only really appreciated by cosmologists and to become a

guitar hero you actually had to learn how to play a real guitar. While I
learned to play the guitar in high school, my skills never rose to a Jimi-
Hendrix-level, so I figured by going to University, I might actually get
a good shot at doing something that I like and also have the possibility
to change the world, or at least a tiny part of it. In a nutshell, I had the
best intentions with choosing my area of research. However, the topic
of digital games was at that time not really considered by my peers as a
smart career decision for both a profitable professional or a successful
academic future. While games were already establishing themselves as
the favorite pastime of many peo-
ple, the motivational power of fun People rarely succeed unless
and positive feelings when playing they have fun in what they are
games had not made its way into doing.
the marble hallways, wood-boarded
lecture auditoriums and solitary offices of the world’s ivory towers. The
success of digital games today is due to their unique ability to provide
people with fun experiences and motivate them to train their skills.
Something which I would find out about in the following years as well.
People rarely succeed unless they have fun in what they are doing.1
While much of the focus of regular computer science is on computing

and information theory or the real-life application and development of
information and communication technologies, studying digital games
seemed like an ideal opportunity to become a wanderer between the
worlds. Ever since I spent sunny afternoons playing Boulder Dash on
my father’s old Commodore C64 computer, the magic of the machine
flickering in pale shades of blue before my eyes had fascinated me. So,
I first made game technologies the focus of my studies, but my inter-
est soon shifted to focus on players and how they interact with games
and entertainment technologies. UX in games is more focused on the
pleasurable interaction of the player and the game, while UX in nor-
mal software focuses on the software’s utilitarian function to achieve
1. Dale Carnegie (1888 – 1955), American writer and lecturer.
Chapter 3 451
contextual goals. Let us consider the following example: the UX of a

plane pilot is certainly shaped by his thoughts about the functionality
of the software he is using and his feelings about the contextual impact
of incorrect operation of such software. He needs to double check his
actions with the co-pilot and monitor the software with high concen-
tration at all times, because pressing the false button at the wrong time
will have a much bigger impact on his life and that of the people in the
plane than when a player interacts in a game. Here, the impact is pow-
erful, but merely virtual, and because digital games are simulated vir-
tual environments, actions can be undone and behavior can be trained
by playing them. This is a huge part of what makes games so entertain-
ing, the user empowerment without short-term real-life consequences.
But how do you achieve individual entertainment? Why do humans
like to play and have fun while doing it? What impact does playing have
on their thoughts and behavior? We need to study game systems and
human interaction to get a detailed answer to these questions.
The Joy of Interaction

Like a puff of smoke these thoughts and memories soon fade as I find
myself back on the bed in the student dorm room. I should get up as I
am starting to feel a bit thirsty and am supposed to meet my colleague
Joerg. We used to be childhood friends, but then our paths diverged
until recently I got back in touch with him when I visited his university.
To my utter surprise we found out that we had developed similar inter-
ests and worked within the same area now. We instantly reconnected
as we talked about the games we liked, where we saw general benefits
of usability in entertainment products and how we could see great
potential in studying games to explore essential facets of user experi-
ence requirements for non-entertainment products. And in today’s un-
derstanding of usability, we can indeed witness a growing importance
of hedonic qualities of user-product interaction that are concerned
with entertainment values and a new thinking about the beauty of
Interaction Design. I must admit that I still get a tingling rush of excite-
Chapter 3 452
ment when I witness true emotion or affection in a human being that

comes from the joy of interacting with a machine.
The fun and motivation provided by game-like interactions are pretty

strong in motivating people to change their behavior, so that we can le-
verage gaming principles making everyday objects more fun. A good ex-
ample for this approach is the current Swedish Volkswagen advertising
campaign which is focused on what they call “the fun theory”2. In the
advertisement videos, simple gaming principles are applied to everyday
activities to make them more fun and enforce behavioral change in peo-
ple. The examples from the ad campaign are (1) turning a bottle bank
into a gaming arcade machine (you score points for inserting the cor-
rect bottles and flashing lights provide you with very positive feedback),
(2) turning a subway staircase into a piano to enforce taking the stairs
over the escalator, and (3) emulating a really deep garbage bin through
sound feedback to enforce people to not throw garbage on the ground.
All of these examples have one thing in common: clear goals (behavior
change), clear options, and clear feedback, thus providing an instantly
clear relationship between user action and game goal. These are great
examples of how regular product and software development can benefit
from researching fun in gaming.
Hassenzahl3 said that a user-product experience can differ between in-

dividuals, situations, and over time. He also found that products cause
different emotional reactions. For example, when I put money into a
vending machine, I expect to receive goods that I want. If this works ac-
cording to my expectations, then I am likely satisfied with the product.
Hassenzahl would say that we have achieved our behavioral goal. As we
have seen in the examples before, there are clear design principles from
games (e.g., clear goal-action relationship, limited options, feedback)
2. Rolighetsteorin, see http://www.thefuntheory.com

3. Hassenzahl, M. The Thing and I: Understanding the Relationship
between User and Product. In Funology: From Usability to Enjoyment.
Kluwer Academic Publishers, Norwell, MA, USA, 2004, 31-42.
Chapter 3 453
that will make achieving the behavioral goal much easier for us and
provide us with real pleasure. Pleasure, for example, may be related to a
surprise that happens in user-product interaction. These surprise mo-
ments are usually playing with our expectations and provoke a sudden
shift in our attention. Games thrive on surprise moments and attention
shifts to engage users in interaction. A successful example of this is the
gameplay mechanic called quick time events, which has become popu-
lar in games like God of War (Sony, 2005) and Resident Evil 4 (Capcom,
2005). These games feature moments, where players are interrupted
during a cinematic sequence and prompted to press a combination of
buttons or execute a certain move to steer the game’s narrative in a
certain direction or simply to avoid losing the game. Creating an inter-
esting attention shift or surprise moment may actually be quite hard to
design as balancing attention to progress in a game puts a player under
cognitive stress. Finding the right balance of such stressful cognitive
processing moments and more relaxing recall of learned interactions
with a virtual environment is one of the things that makes games fun.
Csíkszentmihályi4 was one of the first to note that a balance between

personal skill and experienced challenge may lead to a feeling of higher
consciousness, which he called flow. This concept was developed dur-
ing his studies of self-motivated behavior of artists, chess players, mu-
sicians and sports players, but it can be applied to digital gaming and
interactivity5 perfectly (good examples can be found in 6,7). The activity
4. Csíkszentmihályi, M. Flow: The Psychology of Optimal Experience.

HarperPerennial, New York, 1990.
5. Polaine, A. The Flow Principle in Interactivity. In Proceedings of the
second Australasian conference on Interactive entertainment (Sydney,
Australia). Creativity & Cognition Studios Press, 2005, 151-158.
6. Cowley, B., Charles, D., Black, M. and Hickey, R. Toward an
Understanding of Flow in Video Games. Computers in Entertainment,
6, 2 (2008), 1-27. DOI= http://doi.acm.org/10.1145/1371216.1371223
7. Sweetser, P. and Wyeth, P. Gameflow: A Model for Evaluating Player
Enjoyment in Games. Computers in Entertainment (CIE), 3, 3 (2005).
Chapter 3 454
itself leads to feelings of high enjoyment and self-fulfillment. However,

Csíkszentmihályi also noted that boredom will kick in if the challenge
is too low and too much challenge will lead to frustration. Little did
I know that I was about to find out about the frustration that comes
from too much challenge in human-product interaction.
The Quest For a Drink

My cell phone rings and puts me back into reality. It is Joerg and he
asks to go check for some soft drinks as he is also quite thirsty from the
flight—it is surprising how the new restrictions of preventing you to
carry along liquids on airplanes sometimes result into real shortages of
drinks, when you have a hectic schedule. I agree to search for a zip of
water and we soon find ourselves strolling on the University campus.
Not much later, we encounter our first soft drink machine, hoping to
get a drink quickly and quench our thirst. Out of order! “Look,” says
Joerg and points to two other machines next to this one “they are all
empty.” Indeed, all three machines do flash red lights to us. “Bank holi-
day!” We smirk at each other. Rest assured that it will be hard to find an
open shop around midnight. This is a suburb. The quest for a working
soft drink machine begins.
For a little while, we stroll around the campus and come to discuss the
ideas of self-motivated activities. We both seem to agree on the fact
that one of the most powerful aspects of digital games is that they en-
gage you for a longer period of time. Successful games either challenge
you to solve a complex puzzle and keep you cognitively engaged by giv-
ing you only as much hints as you may need or they present adrenaline-
pumping visuals and audio that appeal to you on a visceral level. Thus,
whether a game is successful or not is largely dependent on its visual
and auditory aesthetics as well as its gameplay dynamics. Prior research
suggests that products that have high aesthetic value or attractiveness
are also perceived as being more usable than products with a low aes-
Chapter 3 455
thetic quality8,9,10. Aesthetic appeal of games might be one important

driver of game experience, but incorporating affective gameplay (in
which the game world reacts to fuel player emotions) in addition to
visual and auditory aesthetics has become an important factor of suc-
cessful sales, demonstrated by games like the Grand Theft Auto (GTA)
series (Rockstar Games) or The Sims franchise (Electronic Arts). A major
caveat of this success formula is that currently not much is known in
industry or research how to best design for affective gameplay and only
recently have we started to use affective measures to evaluate player
emotions.
In a way, another driving factor of digital gaming is the quest for infor-
mation and applying the knowledge that one has to acquire such infor-
mation to proceed further. Somehow, the situation we were in now was
similar to this as both of us had only limited information on where to
get a drink at night on a holiday in England, but we were determined to
extend our limited information space by exploring the environment. As
darkness crawled along on the sides of the campus pathways, we were
considering the options given our prior successful quests for drinks. At
this time of day, we thought it was possible to find liquid refreshments
at either:
8. Kurosu, M. and Kashimura, K. Apparent Usability Vs. Inherent

Usability Experimental Analysis on the Determinants of the Apparent
Usability. In CHI’95 Conference Proceedings (Short Papers) (Denver,
Colorado, USA). ACM, 1995, 292–293.
9. Tractinsky, N. Aesthetics and Apparent Usability: Empirically
Assessing Cultural and Methodological Issues. In CHI 97 Conference
Proceedings (Atlanta, GA, 22–27 March). ACM, 1997, 115–122.
10. Tractinsky, N., Katz, A. S. and Ikar, D. What Is Beautiful Is Usable.
Interacting with Computers, 13, 2 (2000), 127-145. doi: DOI: 10.1016/
S0953-5438(00)00031-X 0953-5438.
Chapter 3 456
1. A soft drink machine. The most common way of getting refresh-

ment after hours. Advantage: You can take the drink with you.
Drawback: The machine might be out of order.
2. A pub. Might be specialized in selling alcoholic beverages.

Advantage: Might be a way to get a soft drink. Drawback: Might
be long walk off campus.
3. A water fountain. Not as common in England as in the United

States. Advantage: Instant water goodness. Drawback: Might not
be available in this country or campus.
The list shows how limited our information space was, given that we
were thirsty and only making assumptions about our unknown envi-
ronment. Like headless chicken, we were really confused and wanted to
find a soft drink machine and go back to the dorms when we encoun-
tered security guards at the campus information center. Finally, a place
brightly illuminated and hopefully the end of our quest for a drink.
Strolling Around
We quickly reported our problem and the guards told us the location
(not far away) of a building with a soft drink machine inside, we de-
cided to go and try that one out. If it was out of stock as well, we should
return and find a solution together. The lady speaking to us was really
nice and I always enjoy listening to a clean English accent. Should not
be more than a five-minute walk for us. Or so we thought.
As we came to a road leading us off campus, after 10 minutes of search-

ing around, we figured that we had probably taken a wrong turn.
Having no campus and walking around at night were certainly handi-
caps we had to face on our quest. So, on our hike back we discussed
handicaps in general. In games, a handicap is a concept that is probably
taken from Golf sports. When playing golf, a handicap allows a player
to deduct a number of strokes from his score to adjust his abilities to
Chapter 3 457
those of a less-experienced player. This way, golfers with different abili-

ties can compete with each other, leaving the other rules of the game
intact. Such handicaps are also popular in digital games that rely heav-
ily on skill, especially on motor skill. For example, a classic game that
stands out in its use of radically teaching a player motor skills for inter-
action is Street Fighter II: The World Warrior (Capcom, 1992), a fighting
game that relies on certain controller pad and button combinations
to execute powerful special moves. While more casual fighting games
like Super Smash Bros. Brawl (Nintendo, 2008) allow a good amount of
special moves to be carried out simply by button smashing, the classic
challenge of Street Fighter II was to precisely learn and time the at-
tack movements to overrule the opponent. I remember childhood days,
when I had blisters on my thumb, because I practiced the Shōryū-ken (
昇龍拳: “Rising Dragon Fist” move of the Ryu and Ken characters in
the game) all day. However, one might consider these as simple learn-
ing obstacles that can be overcome with training. The regular form of
handicaps in games can be found in simply trying to balance out skill
by limiting resources. This can be often be found in game difficulty set-
tings, allowing for a smaller or weaker number of opponents.
Of course, the concept of training a skill to gain a gaming advantage has

been exploited more recently in the development of “serious games”.11,12
Although sounding a bit odd, serious games refer to the concept of
training certain skills, making education more fun and also informing
about complex processes. An example of such a game is Re-Mission13,
where players are fighting cancer as a nanobot on cellular level, related
to infections such as non-Hodgkin’s lymphoma and leukemia. The
game was designed to inform children battling cancer in an entertain-
11. Michael, D. R. and Chen, S. L. Serious Games: Games That Educate,

Train, and Inform. Thomson Course Technology, Boston, MA, 2005.
12. Zyda, M. From Visual Simulation to Virtual Reality to Games.
Computer, 38, 9 (2005), 25-32.
13. HopeLab 2006, see http://www.re-mission.net
Chapter 3 458
ing way that gives them hope and to have real psychological impact on
the success of their treatment.
Of course, in such an environment user experience tests are very im-

portant for digital games that have a certain goal (other than general
enjoyment or fun). The assessment of fun and other game objectives
allow us to leverage powerful game experiences for education, training
and strategic communication. However, I believe that all digital games
are powerful motivators to engage in a subject and make it easier to
process, store and recall information. Norman’s14 definition of emo-
tion is that it works through neurochemical transmitters, which influ-
ence areas of our brain and successively guide our behavior and modify
how we perceive information. The ease with which this information is
stored is related among other factors to the aesthetical presentation of
the information. In this context, emotional and cognitive processing
in player’s minds creates game experiences. These experiences result
from affective engagement with a game’s presentation or content and
the cognitive processing of gameplay to advance in the game. While
Norman makes a distinction between affect and cognition, he also con-
stitutes that both are information-processing systems with different
functionalities. The emotional connection makes it easier to retrieve
information when we need it.
During my dissertation I came to explore various aspects of fun and

positive emotion in gameplay and how to measure emotions when
playing games15. The user experience measurements that I used, usu-
ally consisting of a multi-method, qualitative-quantitative approach,
were most helpful when the game was designed for a certain purpose.
Once you have a hypothesis of what impact a game is supposed to
14. Norman, D. A. Emotional Design. Basic Books, New York, NY, 2004.
15. Nacke, L. Affective Ludology: Scientific Measurement of User
Experience in Interactive Entertainment. Ph.D. Thesis, Blekinge
Institute of Technology, Karlskrona, 2009.
Chapter 3 459
have, you can employ methodology from psychology to validate or

cross-reference this impact in an experimental design.
In the context of serious games, affective measurements are especially

helpful when exploring information acquisition strategies. Humans
strive to maximize their knowledge by accumulating novel but also in-
terpretative information. The processing of novel information activates
endorphins in the brain, which guide how we sense pleasure. For ex-
ample, presenting novel cues in a game will affect player experience and
learning. While experiencing novel information and being able to in-
terpret it may be a cause of neurophysiological pleasure, long-term in-
formation acquisition is usually done by mastering cognitive or motor
skills through repetition. In modern emotion theories, cognition and
affect mutually influence each other16,17. Knowledge of affective system
mechanics may help us understand and relate to its cognitive impact.
The Soft Drink Machine

As our discussion about the use of handicaps in games had led us to
philosophize about the impact of serious games and how to measure
user experience with games, time had flown by as we finally encoun-
tered the described building. While we managed to prowl around for
about half an hour, the building was really only five minutes away from
the guards’ place—if you knew how to find it. Through the illuminated
hallway we could see a working soft drink machine sparkling through
the windows. We fiddled our way into the hallway, the campus doors do
have a strange opening mechanism, and finally had the chance to insert
a coin into the machine. Ever since the first PONG arcade gaming ma-
chines had declared: “avoid missing ball for high score,” inserting a coin
into a machine was connected to high expectations on what might hap-
pen next.
16. Damasio, A. R. Descartes’ Error. G.P. Putnam, New York, NY, 1994.
17. LeDoux, J. The Emotional Brain. Orion Publishing Group, London,
UK, 1998.
Chapter 3 460
Crackle! Rattle! Clink! The coin was back, but the drinks remained in-
side. This cannot be! Joerg tried with a few of his coins. Nothing. We
rubbed, polished and grinded our coins using potentially all furniture
available in the hallway. Superstition did not help, still no joy. Mad
laughter prevailed. Dammit! We went back to the guards’ place and
reported our peculiar story. The helpful lady called in the troops and
in no time, we were back on our way to the building with the machine.
The two lads accompanying us could not believe this. Back in the hall-
way, four people were now jumping around, fiddling, grinding coins, all
trying to get the machine to give us what we wanted. Frustration set in.
Too much challenge and no reward.
Nevertheless, we now had help. Similarly modern games provide a help

system once they recognize the player is not succeeding as planned.
This was made extremely popular by famous game design Shigeru
Miyamoto with the “Super Guide” feature created for the game New
Super Mario Bros. Wii (Nintendo, 2009): If a player fails a level eight
times in a row, a green block appears, which allows a computer-con-
trolled Luigi to show the player a safe path through the level. The player
can interrupt this to take control at any time. After Luigi completes it,
the player has the option to try the level again, or skip it completely.
Thus, it is still possible to advance in the game, even if one part of it is
too challenging. In our case, we were glad to have two campus guard
super guides. The two lads remembered another building with ma-
chines and although on restricted premises, we might be able to sneak
in. Like the hobbits in Middle Earth, we all marched further through
the darkness on our quest for the one drink—all of us actually being
pretty thirsty by now. As we cut through the coppice, we finally reached
a building named after some German scientist (whose name we instant-
ly forgot), which featured soft drink machines.
Our two newly-won friends declared that these machines were new and
we were likely to be successful here. A final crackling and the machine
started to rumble and spit out a soft drink. Quickly we deposited all
Chapter 3 461
our coins into the machine and packed some bottles for the night. After
thanking the guards for their assistance, we went on our way home
and discussed this little adventure and how difficult it can be to achieve
what you want. Sometimes life itself is like a great game designer, put-
ting obstacles in your way so that you have to come up with creative
solutions. Thus, designing a game can be as creative as playing one and
the boundaries between playing and designing tend to blur the more
the power is given to the player. Nevertheless, we were certain not to
forget our campus quest for a drink, as the experience had settled deep
in our brains through the affective experience that accompanied it.
Chapter 3 462
About the Author

Dr. Lennart Nacke received one of Europe’s first Ph.D. degrees in Digital
Game Development from Blekinge Institute of Technology, Sweden. He
is currently working on affective computing and applying game design
methods to create entertaining interfaces as a postdoctoral research
fellow in the Human-Computer Interaction Lab of the University of
Saskatchewan, Canada. He frequently chairs and organizes workshops
and panels with academics and industry experts on topics such as ap-
plying game design to user interfaces, affective computing, measure-
ment of fun, joyful interaction design, game usability and UX at venues
like CHI, DiGRA, Future Play, and GDC Canada.
As much as an avid gamer, he is a passionate researcher and consultant,

whose scientific interests are affective player testing and physiological
interaction for example with EEG (i.e., brainwaves) and EMG (i.e., facial
muscle contractions) or eye tracking as well as gameplay experience in
player-game interaction, technology-driven innovation, and interaction
design in digital entertainment technologies.
Web: www.acagamic.com/lennart-nacke
Twitter: acagamic
LinkedIn: www.linkedin.com/in/nacke
Chapter 3 463
Robert Skrobe
Director of Professional Development, UPA
Las Colinas, USA
The Limitations of
Good Intentions
Come with me on a journey, as we walk a mile in someone else’s shoes.
Imagine you are a seasoned, professional consultant with over a decade

of web experience. You practice information architecture, usability and
user-centered design. You are sometimes referred to as a “user experi-
ence specialist” by your peers.
You are highly strategic, thinking about the bigger picture while con-
centrating on the details. You have won awards, and have spoken at a
few conferences. You feel pretty confident about what you do, and find
your work rewarding.
It is Monday morning, and you are sitting at your desk.
Your desk is located at a high profile marketing agency, located in the

heart of the downtown district. This agency produces both digital and
traditional work for various clients, and has been in business for over 15
years.
The agency’s offices are spread out over several expansive floors of a
refurbished downtown building. Open spaces are the norm, with meet-
ing rooms scattered throughout the far corners of the floor for privacy.
Vaulted ceilings and other remnants of the buildings’ history have been
preserved, giving an authentic flavour to the inside décor. Outside,
the daily ringing of light rail trains at a nearby intersection echo softly
throughout the work day.
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Robert Skrobe The Limitations of Good Intentions
Early that morning, several members of your project team pay you a
visit, paperwork in hand. It is an impromptu meeting in the open for
casual group discussion. After a few pleasantries, everyone gets down to
business.
The team is currently reviewing and examining your most recent deliv-
erables for a high-profile project, which include use cases, wireframes,
sitemaps and interaction models. They ask several questions, attempt-
ing to understand your rationale on certain design decisions you’ve
made in your work. Particular details are cross-examined and clari-
fied. They want to align your deliverables with the projects’ goals and
requirements.
Your immediate boss, an executive director, is sitting fifteen feet away

at their desk. She’s listening in on the conversation from a distance,
observing the groups’ interactions. She’s aware of the project and the
central role you play in it.
What’s happening here would probably be apparent to a casual observ-

er. An early morning discussion amongst interested team members at
the workplace. But that’s not the entire story.
Let’s make it interesting and put a few dynamics into the mix.
Imagine that most of them have problems understanding what you do.
They are amazed at your ability to turn around work in a short time-
frame, and appreciate the quality of the deliverables. Still, there is a fun-
damental disconnect, and you have not been able to figure it out.
Some of them do not understand what value you provide. They are
not sure how you should be utilized. You communicate your work ef-
fectively most of the time, but the underlying concepts are largely over
their head. Abstractions just do not translate, and the work you do only
seems appropriate for certain situations.
Chapter 3 467
You have volunteered to run some small workshops, aimed at showcas-

ing the benefits, advantages and disadvantages of a user-centric strategy
towards design projects. You have presented online tools for usability
testing and prototyping software to internal business teams. You have
e-mailed case studies and best practice examples from authoritative
sources and recent UX conferences. There is some clarity with the ma-
terials and the purpose they serve, but nothing seems to stick in the
long run.
A few of them are fearful or disagreeable, seeing you as a threat to their

authority, their job, or both. They periodically ask questions in an at-
tempt to either doubt your knowledge, or your rationale regarding your
deliverables.
Your immediate boss is a little nervous. She is starting to see you as

a liability, hearing conflicting reports from others on what they have
experienced. Despite your best attempts to do your job, be an agent of
change and manage your reputation, they have their doubts. It shows
when you occasionally ask for their support.
One particular executive, responsible for generating new business leads,

does not understand your work or your purpose. He openly questions
why a “resource” is going above and beyond their role to try and set
direction on projects. You have reached out to him in the past for clari-
fication and resolution, but its an ongoing issue. You are not sure if it is
a personality conflict or a political motive. Either way, he seems uncon-
vinced and communicates his doubts to his peers from time to time.
Eventually, the impromptu meeting ends, and everyone heads off

to tackle the next thing on their to-do lists, or what their Outlook
Calendar reminds them of. You’ve been left with a laundry list of cor-
rections, due at the end of the day.
Chapter 3 468
This cycle repeats itself more or less throughout the week. The chal-
lenge inherent with the work keeps you on your toes. But, your work
environment makes you a little nervous, and periodically fills you with
doubt. You wonder about your job security from time to time.
You are hopeful that things will change for the better, as small victo-
ries bring opportunities to improve your situation and showcase your
strengths.
But, in time, nothing seems to change.
Your company generally views user experience as an optional commod-

ity. Like accessibility, SEO, and content management, your discipline is
considered a “value-add” if clients can afford to pay for it.
Your attempts at impacting your work culture fail to gain traction.

Everyone is either too busy to notice, or too self-involved to care be-
yond their own responsibilities. It is not their fault. It is largely a by-
product of the company you work for. Its stability and security are
achieved with established processes, ultimately to maintain the status
quo.
Your role is reduced to where only a quarter of your abilities are em-
ployed, leaving the larger discussions about strategy and user experi-
ence to those who directly manage client relationships. Opportunities
for direct contact with your clients are minimal. Your strengths with
business strategy and user experience are rarely utilized. You seem to
produce nothing but supplemental documentation.
Frustrated, you eventually leave, seeking better opportunities else-

where. You leverage a few colleagues for references, update your resume
and brush up your online portfolio.
Chapter 3 469
Epilogue
This story, with some contextual variation, is one I have heard most
often from senior user experience practitioners in a number of compa-
nies I have had the pleasure of working for over the years.
I wish I could tell a more uplifting and motivational story. I wish that
my own body of experience could speak to
„The reality is that user
recognition and promotion, networking
with other practitioners, getting ahead and
experience is, and will
finding inspiration and satisfaction from remain, a tough sell.“
the craft. The reality is that user experience is, and will remain, a tough
sell.
The practice of user experience design is generally one of secondary

importance in today’s business world. Outside of companies that “un-
derstand” the importance of usability or information architecture deliv-
erables for their projects, UX largely remains a secondary consideration
to business-centric roles of accounting, program management and
human resources.
In fact, most work cultures have a general unfamiliarity with, or cur-

sory knowledge of, the disciplines of usability and user experience.
Sometimes it takes strong leadership, professional consultants or mar-
ket forces to influence decision makers on their worth. Other times,
internal turnover and shrinking market share can become powerful cat-
alysts. Inspiration and direction can also come from new talent, open to
different methods and approaches to getting work done.
It certainly does not mean that there are not triumphant stories of
companies, teams and individuals currently showing the value of UX.
There are thought leaders, evangelists and highly talented practitioners

leading the way every day. It has never been a better time to learn, grow
and explore opportunities. My own hope is that UX inspires others to
Chapter 3 470
do better work, bridge gaps and ultimately create better design and so-
lutions for everyone concerned.
What we need, ultimately, are better stories to tell.
Chapter 3 471
About the Author

Robert Skrobe resides in Las Colinas, a nice little suburb of Dallas with
lots of trees and walking trails. Beyond enjoying the outdoors, he’s con-
sulting clients on user experience strategy, usability and best practices.
Robert is currently the Director of Professional Development for the

Usability Professionals Association (UPA).
Web: www.robertskrobe.com
Twitter: robert_skrobe
Facebook: www.facebook.com/robert.skrobe
LinkedIn: www.linkedin.com/pub/robert-skrobe/1/90/862
Chapter 3 472
David Travis
Managing Director of Userfocus
London, UK
The Fable of the
User-Centred
Designer
Preface
Many years ago, I read a book by Kenneth Blanchard and Spencer
Johnson called The One Minute Manager. The book is an allegory about
good versus bad management. It describes the journey of a young man
who wants to learn how to become an effective manager.
Sitting at home one day, I found myself musing on what Blanchard and
Johnson would have to say about user-centred design. Like manage-
ment, user-centred design is ostensibly simple, yet when it comes to
great user experiences many people do it incorrectly. And as with man-
agement, there are some simple but powerful rules.
This fable is the result of my thinking. I’ve retained the narrative struc-
ture of The One Minute Manager and if you know the book there are
some other similarities you’ll discover. But above all, it’s a simple de-
scription of the secrets of user-centred design. I hope you will enjoy it,
apply it and pass it on.
The Search
Once there was a bright young man who was looking for an effective
designer. He wasn’t looking for just any designer. He wanted to find a
designer who could design complex technology that was easy to use.
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David Travis The Fable of the User-Centred Designer
He wanted to work with one. He wanted to learn from one. He wanted

to become one.
Over the years his search had taken him to the far corners of the world.
He had spoken with many designers: with graphic designers and prod-
uct designers, with software architects and information architects, with
interaction designers and visual designers, with business analysts and
computer programmers, with men and women—young and old.
He had gone into every kind of design environment: he had visited

large companies and small companies, digital design companies and
manufacturing companies, web design companies and computer games
companies.
He was beginning to see the full spectrum of how people design tech-
nology. But he wasn’t always pleased with what he saw. He had seen
many designers whose products—software and web sites—were de-
scribed as attractive. Some of their clients thought they were good
designers. Many of the people who tried to use their designs thought
otherwise.
As the man interviewed each of these designers, he asked, “What kind

of designer would you say you are?” Their answers varied only slightly.
“My designs are visually striking. I design interfaces that people find
attractive.” He heard the pride in their voices and their interest in
aesthetics.
The man also met designers whose products were described as state-of-
the-art. Some of their clients thought they were good designers. Many
of the people who tried to use their designs thought otherwise.
Chapter 3 475
As the man sat and listened to these designers answering the same
question, he heard: “My designs use the latest technology. I design in-
terfaces that people think are cool.”
He heard the pride in their voices and their interest in state-of-the-art

design. But he was disturbed. It was as though most designers in the
world were primarily interested either in designing attractive interfaces
or in designing cool interfaces. The young man thought each of these
designers was only partially effective. “It’s like being part of a designer,”
he thought.
He returned home weary and dejected. He might have given up his

search long ago but he had one great advantage. He knew exactly what
he was looking for.
“Effective designers,” he thought, “create technology that benefits the

organisation, its customers and society at large.”
The young man had looked everywhere for an effective designer, but
had found only a few. The few he did find would not share their secrets
with him. He began to think he would never find out what made an ef-
fective designer.
Then he began hearing rumors about a special designer who lived in a

nearby town. He heard that clients liked to work with this designer and
that the people who used his designs liked them too. The young man
wondered if the stories were really true and, if so, whether this designer
would be willing to share his secrets with him.
Curious, he emailed the special designer for an appointment. Ten min-

utes later he had his reply. The special designer was available the next
morning.
Chapter 3 476
The User-Centred Designer

The young man travelled to his appointment through a morning fog. It
was a cold day in mid-December and he was wrapped up warm against
the chill.
When he arrived at the designer’s office, he found him making coffee.

The young man coughed and the designer turned and smiled. The de-
signer was a slim man in his early 50s. He invited the young man to sit
down and asked, “What can I do for you?”
The young man said nervously, “I’d like to ask you some questions
about how you design technology.”
“I’m glad to share my design insights with you,” the designer said. “I will
only make one request of you.”
The young man had been expecting this. During his search, he had vis-
ited many designers who wanted to keep their ideas secret.
The designer continued, “If I answer your questions, I want you to

agree to pass these ideas on to other people.”
“I’ll be delighted to!” exclaimed the young man. This designer certainly
seemed a bit of a character.
“In that case,” said the designer, sitting back in his chair, “fire away.”
The young man took out the Moleskine notebook he carried with him
and looked at his notes. Tentatively, he asked, “When you design an in-
terface, do you focus on the way it looks?”
“Of course,” said the designer. “Modern technology is complex. People

need displays that are free of clutter, otherwise they can’t see what op-
tions they have.”
Chapter 3 477
“So you’re a visual designer,” the young man declared.
“Certainly not,” corrected the designer. “Visual design is just one part of
the user experience with technology.”
The young man looked at his notebook. “So,” he said, “do your designs
use the latest technological innovations?”
“That’s certainly a consideration,” said the designer, “but technology is

just part of the solution.”
The young man closed his notebook. “In that case, I’m confused,” he
said. “What kind of designer are you?”
“That’s easy,” responded the designer without hesitation. He leaned for-

ward on his chair and whispered, “I’m a User-Centred Designer.”
The young man’s face showed surprise. He had never heard of a User-
Centred Designer. “You’re a what?”
The designer laughed. “A User-Centred Designer. I call myself that be-

cause I focus on the people who use products and web sites—not on
visual design or the latest technology.”
“So what do you do?” asked the young man curiously.
“If you really want to find out, you shouldn’t ask me,” observed the de-
signer. “You should ask my clients.”
The User-Centred Designer picked up a piece of paper from his desk.

He wrote down some names and telephone numbers from his address
book. “Here is a list of three people I have worked with over the last
year. They have all said they are happy to talk about the work I have
Chapter 3 478
done for them and they are all available to meet with you today. Why
not give each one a call?”
The young man left the building and walked out into the winter chill. A
weak sun was beginning to burn off the fog. As he pulled his coat closer,
he felt slightly bewildered and a little uncomfortable. He had expected
to leave the User-Centred Designer’s office with a manual, or a text-
book, or something else to read. He didn’t expect to have to talk with
customers.
The young man looked at the first name on his list: Jane Sampson. He
gave her a call.
The First Secret of the User-Centred Designer

The young man arrived at Jane Sampson’s office later that morning.
The receptionist asked him to sign the visitor’s book while she made a
telephone call. The young man took off his coat and hung it on a hall-
stand in the reception area. “You have a visitor to see you,” he heard the
receptionist say.
A slender woman with auburn hair soon arrived at reception. She held
out her hand in greeting. “I’m Jane,” she said warmly, as she shook the
young man’s hand. “So you’ve been to see the special designer. He’s
quite a character, isn’t he?”
“I think he is,” acknowledged the young man, smiling.
“Did he tell you about being a User-Centred Designer?” asked Jane.
“Yes,” said the young man. “But he didn’t tell me much more. He sug-
gested I see you and two of his other clients.”
Chapter 3 479
Jane opened the door to a meeting room and invited the young man to
take a seat. “Well, that’s certainly the way he thinks,” said Jane. “When
he worked on our software redesign it got me puzzled at first.”
The young man asked, “Is that because he didn’t talk about visual de-
sign or the latest technology?”
“Precisely,” said Jane. “He talked about our customers.”
“How did that help?”
“Well,” answered Jane, “We design software to help businesses manage

their finances. With the User-Centred Designer’s help, we soon realised
that we didn’t really know how people used our system.”
As Jane spoke, the young man took out his Moleskine and uncapped his
pen. Jane continued, “Some people on our design team thought that
one or two people in a company would use our software frequently, so
they wanted a design that supported expert use. Other people thought
that our product would be used by several people less frequently, so
they wanted a design to support novices.”
“Why was that a problem?” asked the young man.
“Because the software was trying to do both things at once, and failing
badly. It wasn’t suiting anyone’s needs.”
“What did the User-Centred Designer do to help?” inquired the young

man.
“His first step was to identify the users of our system and what they
wanted to do with it,” replied Jane. “He watched people in offices to
see how they managed a company’s finances and interviewed some of
Chapter 3 480
them. He sat in on calls to our support desk and listened to customers’

problems.”
“What did he discover?”
“He helped us realise that we have very different groups of users with
very different needs. We had been designing our software for an ‘aver-
age’ user that didn’t exist.”
“So now you know who you are designing for and what people want to
do with it?” concluded the young man.
“Exactly,” said Jane. “We created user profiles—pen portraits of each

type of customer—and made sure the design team understood who
they are designing for.”
The young man nodded thoughtfully. “It sounds like you develop perso-
nas,” he said. “I’ve come across those before.”
“So had we,” returned Jane. “But the User-Centred Designer’s approach
was different. He made us base our personas on research findings—not
on the assumptions we had about customers. Nowadays, we have a say-
ing around here: ‘Supposing is good, but finding out is better’.”
The young man liked the saying. He wrote it in his notebook. “What did
the User-Centred Designer do next?” asked the young man.
“He helped us set up a program of regular site visits to our customers.

This helps us achieve three important goals.”
The young man leaned forward. “What goals are these?” he asked with
rising interest.
Chapter 3 481
“First,” said Jane, “we begin to understand what motivates our custom-
ers, so we can create personas. Secondly, we understand the environ-
ment in which people use our products, such as the company culture.
And thirdly, we develop red routes.”
The young man looked quizzically at Jane. “Red routes?” he asked.

“What are red routes?”
“You must have seen roads with yellow lines painted on them?” asked
Jane.
“Of course,” said the young man. “It means you can’t park on those
roads.”
“Well, in some cities they put red lines on certain routes,” continued
Jane. “By keeping these roads free of obstacles like parked cars, journeys
on these routes are completed smoothly and quickly. Motorists aren’t
allowed to stop on a red route, even for a minute. Make the mistake of
stopping your car on a red route to buy your daily paper and traffic war-
dens converge on you from nowhere!”
“How do red routes apply to your software?” asked the young man, who
was still a bit confused.
“Software has red routes too,” explained Jane. “These are the critical
tasks that people want to carry out—tasks that need to be completed as
smoothly and quickly as possible.”
The young man thought for a second and said, “So red routes are criti-
cal user journeys with a product?”
“That’s correct. For example, creating an invoice for a customer is an

example of a red route with our software,” said Jane.
Chapter 3 482
“But there must be dozens of things you can do with your software. Are
they all red routes?”
“No,” corrected Jane, “Some tasks are much more important than oth-
ers. That’s where the red route idea helps us. By focusing on the red
routes, we can make sure that less important functions don’t clutter the
interface. Those functions are still there, but to use them people may
need to go to a dialog box or another part of the interface.”
The young man paused for a moment and then said, “I can see how
focusing on red routes makes some tasks easier. But won’t this make
other tasks harder to complete, because you’ve relegated some func-
tions to dialogue boxes?”
“Yes it will,” said Jane. “But good design is about making decisions and
trade-offs. It’s impossible to make every task easy. You need to prioritise
what’s important. That’s why we need to do research with our custom-
ers: to make sure we’re focusing on the right goals.”
The young man looked at his notes. He said, “So your site visits to cus-
tomers help you understand who you are designing for, what people
want to do with the software and the environment in which the soft-
ware will be used.”
“You’re a quick learner,” said Jane. “That’s the first of three secrets of us-
er-centred design. Here, take a look at this poster.” Jane gestured to the
wall behind the young man. He had not noticed this poster until now.
The poster showed a mosaic of people’s faces: there were hundreds of
faces in the poster. In bold lettering at the bottom of the poster he read:
The First Secret of User-Centred Design: Early and Continual Focus on Us-
ers and their Tasks.
Chapter 3 483
“Thank you,” said the young man. “Let me jot that down, I want to re-
member that.” Jane watched the young man write in his notebook. She
saw him pause, and frown. He leaned forward and asked, “Doesn’t this
take a lot of time?”
“Of course it takes time,” said Jane.
“So that must mean your projects take a lot longer these days.”
“Certainly not,” said Jane.
“I don’t understand,” said the young man with a puzzled expression.
“We develop our software using a process called Agile,” explained

Jane. “This helps us quickly develop new and improved versions of our
software. But this process only works if we know what we need to im-
prove upon. By focusing on users and their tasks, everyone on the team
knows where to concentrate their efforts.”
“So it actually saves you time!” exclaimed the young man.
“It does,” agreed Jane.
The young man had another question. “If ‘early and continual focus on
users and their tasks’ is the first secret, what are the other two?” Jane
smiled and looked at her watch. “I think it’s time for you to visit the
next person on your list,” she said.
The Second Secret of the User-Centred Designer

After leaving Jane Sampson’s office, the young man stopped at a café
for lunch. Although the sun was getting brighter, there was a persistent
patchy fog and it was still cold; so he was pleased to get a seat near a
radiator. Over a coffee, he reflected on what he had heard. “It certainly
makes sense,” he thought to himself. “After all, how can you be an
Chapter 3 484
effective designer if you don’t know who you’re designing for or what
people want to do with the product you’re creating?”
The young man wondered about the two other secrets he still had to
learn. He was excited, and he soon left the café for his next engagement
with Peter Levy.
He arrived at his appointment a little early. After a short wait, he was

met in the reception by a cheerful, thickset man with dark hair and a
short beard. “I’m Peter,” said the man. “So you’ve seen the special de-
signer. He’s quite a character, isn’t he?”
He was already getting used to the User-Centred Designer being called

‘quite a character.’
“I reckon he is,” responded the young man.
“And he’s sent you out to speak to people like me to find out about
user-centred design,” said Peter, smiling. “That sounds just like him—a
very user-centred approach.” He showed the young man into a meeting
room.
“Yes, I already know about focusing on users and their tasks,” agreed the
young man, removing his coat. “What do you do next?”
“You need to make sure that your designs work the way people expect.”
“That must be easy,” said the young man enthusiastically. “Don’t you
just ask people what they think?” Peter didn’t answer the question but
took a mobile phone from his pocket. He handed it to the young man.
“What do you think of this handset?” he asked.
Chapter 3 485
The young man turned it over in his hands. “Well, it looks OK to me,”
he said. “Did the User-Centred Designer help you design this? It’s nice
and small, and I like the rounded edges.”
“Now try typing in your telephone number,” said Peter. The young man
began to type and quickly made a mistake. “The buttons are a bit close
together,” he said. “I keep pressing two buttons at once.”
“That’s the point,” said Peter. “You need to be wary of people’s initial
opinions. If you want to find out what the problems are with your
product, you need to get people to use it. We’ve had thousands of these
handsets returned by customers as ‘fault not found’.”
“What does ‘fault not found’ mean?” asked the young man.
Peter sighed. “It’s when the customer reports the handset as broken
but in fact there’s nothing wrong. It’s really because the customer has
problems using it. And it’s not just the buttons on this thing—it’s the
software too.”
The young man placed the mobile phone on the table. “That handset
must have cost you a lot of money.”
“It did,” said Peter. That’s why we called in the User-Centred Designer
to help fix it.” The young man took out his Moleskine notebook and
said, “So what did he do?”
“He set up a usability test. He asked our customers to use the phone
and we watched them as they worked. We noticed where they got stuck
and experienced problems,” said Peter.
“And did your customers tell you what to change?” asked the young
man.
Chapter 3 486
“With products like ours, people don’t always know what’s achievable,
so they don’t know what to ask for. There’s a saying from Henry Ford
that I like to quote: ‘If I had asked my customers what they wanted,
they would have asked for a faster horse’.”
The young man smiled and wrote the quotation in his notebook. “So
how do you get feedback on the good and bad parts of your design?” he
asked.
“We ask people to carry out specific tasks with our designs. Have you
heard of red routes?” inquired Peter.
“Yes, I’ve heard of red routes. They are the critical tasks that people
want to complete with a product.”
“That’s right,” said Peter. “We hand people our product and ask them to
carry out those tasks. People think aloud as they work so we know what
parts of the interface are confusing them.”
“So you get a running commentary on the usability of your product.”
“Yes,” replied Peter. “But that’s not all. In our tests, we also measure the
usability of the product.”
The young man stopped taking notes for a second and looked up at
Peter. “You measure usability?” he asked, surprised. “How do you do
that?”
“In three ways,” explained Peter. “First, we measure effectiveness: how

many people manage to complete the red route successfully?”
The young man thought and then said, “Because if the design is easy to
use, more people can achieve their goals.”
Chapter 3 487
“Exactly,” agreed Peter. “Then, we measure efficiency: how long people

take to complete the tasks.”
“Because if the design is easy to use, people will be able to achieve their
goals quickly,” pointed out the young man.
“Correct. And finally, we measure satisfaction: how people feel about

the design.”
“Because there’s no point having a design that people can use effectively
and efficiently if they don’t like it,” said the young man.
“You’re a quick learner,” said Peter. “Now you know the second secret of
the User-Centred Designer.” As he spoke, he pointed to a poster on the
wall. The poster showed a woman looking at a computer screen. She
was watching a video of a usability test and taking notes. In bold letter-
ing at the bottom of the poster, the young man read:
The Second Secret of User-Centred Design: Empirical Measurement of User

Behaviour.
“Let me write that down,” said the young man. After he finished taking
notes, the young man paused. Something was clearly bothering him.
“What is it?” asked Peter.
“After you have run your tests, you obviously find problems with your
product?” asked the young man.
“Always,” said Peter.
“And after you fix the problems, you need to test the system again?”
asked the young man.
Chapter 3 488
“That’s right,” said Peter.
“But doesn’t that take a lot of time?”
“I think you’re ready to find out about the third secret of the User-
Centred Designer,” said Peter.
The Third Secret of the User-Centred Designer

Back in the street, the young man noticed that the fog had lifted. He
turned up the collar of his coat against the wind and thought about
what he had just learned. “Usability testing certainly makes sense,” he
thought to himself. “After all, how can you be an effective designer if
you don’t watch how people use your design?”
His third appointment was with Sofie Brown at a web design company.
A very smartly dressed woman in her 30s met him in the reception.
“I’m Sofie,” she said with a smile. “So the special designer sent you over.
He’s—”
“—quite a character!” interrupted the young man, and they both

chuckled.
Sofie took the young man into a meeting room and gestured to him to
sit down. The young man said, “I’ve just been hearing about usability
testing. It seems to make a lot of sense but I’m worried that it will be
too time consuming.”
“Why do you think that?” asked Sofie, sitting back in her chair.
“Because when you fix one problem, you need to re-test the system,”
replied the young man.
“You’re absolutely right,” agreed Sofie. “That’s why we put off writing
code for our web site for as long as possible.”
Chapter 3 489
“But how can you test a web site if you don’t code it?” asked the young
man.
“The User-Centred Designer introduced us to a technique that allows

us to test our new designs very quickly. It’s called paper prototyping.”
“How do you test paper prototypes?” asked the young man.
“We show users a paper interface and then ask them to complete tasks
with it. Users press buttons”—Sofie made a quotation mark gesture
around the word ‘buttons’ with her index fingers—“and choose options
as if it’s a real system.”
“So you run usability tests on paper prototypes!” exclaimed the young
man.
“Exactly,” agreed Sofie. “We test again and again. The User-Centred
Designer taught me that the secret of good design is to sketch out lots
of different designs and test them. Then you take the best from each
one and create a new set of designs.”
“A bit like evolution by natural selection,” said the young man.
“You’re a quick learner,” said Sofie. “In fact, you might be interested in a
saying we have around here. ‘You can’t get the design right until you’ve
got the right design’. This reminds me that the first step in design is to
generate lots of different ideas. You then pick the best elements of each
design by running usability tests. This is what is meant by ‘getting the
right design.’ The next step is to refine the design: to ‘get the design
right.’”
“That sounds fantastic!” remarked the young man as he wrote in his

notebook. “Do you create all of your prototypes with paper?”
Chapter 3 490
Sofie said, “Paper prototyping helps us ensure we get the correct infor-
mation architecture—so that people can navigate the site and under-
stand the terminology. Then we move to electronic prototypes, which
look a lot more realistic but are still simulations. This helps us get the
correct visual design of web pages.”
“And you use electronic prototypes to ‘get the design right,’” said the
young man.
“That’s right,” said Sofie. “You’ve just discovered the third secret of the
User-Centred Designer.”
The young man smiled and searched the walls for a poster. “I don’t sup-
pose you have this written down anywhere, do you?” he asked.
“As it happens,” said Sofie, “I do.” She stood up and invited the young
man to follow her. In the corridor outside the room was a poster on the
wall. It showed a number of arrows arranged in a circle. At the top of
the poster were the following words:
The Third Secret of User-Centred Design: Iterative Design.
“Let me write that down,” said the young man, turning the page of his
Moleskine. As the young man glanced over the notes he had made, a
thought occurred to him. “Can I ask you a question?” he asked.
“Fire away,” said Sofie.
“As I look over these three secrets of user-centred design, they seem
very sensible.”
“I agree with that,” said Sofie.
“So why do so few companies design this way?” asked the young man.
Chapter 3 491
Sofie smiled. “I’ll let you ask the User-Centred Designer that question,”
she said.
The User-Centred Designer Explains

As the young man left Sofie Brown’s office, the low afternoon sun was
disappearing behind the office buildings. The sun cast long shadows
and the sky promised a fine sunset.
The young man walked back towards the User Centred Designer’s
office. “Iterative design certainly seems a very simple and powerful
method,” he thought to himself. “After all, how can you be an effective
designer if you just come up with one or two designs?”
He was looking forward to meeting the User-Centred Designer again.

The three secrets seemed so obvious to him that he wondered why so
few companies followed this approach. He hoped that the User-Centred
Designer might be able to tell him.
When the young man arrived at the designer’s office, he found him in
conversation with a colleague.
The designer saw the young man and finished his conversation. He
walked over and shook the young man’s hand. “What did you find out
on your travels?” asked the designer.
“A lot!” said the young man enthusiastically, shaking off his coat.
“Tell me what you learned,” said the designer, as they walked to a meet-
ing room.
“I found out that the first secret to being a user-centred designer is to

have an early and continual focus on users and their tasks,” said the
young man. “You need to visit your users, observe them as they work
Chapter 3 492
and interview them. You then use the data you have collected to create
personas and red routes and you share these with the design team.”
“So what do you think about all that?” asked the designer.
“I’m amazed at how simple it is,” said the young man. “And I’m sur-
prised that many companies don’t do it.”
“Most companies think they are customer-centred,” explained the de-

signer, “but when you ask their customers, very few of them agree. The
first secret of user-centred design has four ingredients. You need to
focus on users. You need to understand the users’ tasks. You need to do
this early. And you need to do the research continuously. Few compa-
nies invest the effort in each of these components.”
“You mean they just make it up?” asked the young man.
“I’m not sure they think of it that way,” said the designer. “They prob-
ably think they know their users because someone on the design team
used to work with customers in the past. That’s a start, but it isn’t
research. The data will be biased by the perceptions of one or two
people.”
The young man said, “So companies don’t do the research because
people in the organisation simply assume that they know what’s best
for customers?”
“That’s been my experience,” agreed the designer. “And when they do

research, it’s often not the kind of research that’s needed to create bet-
ter designs. The research often focuses on uncovering demographic fac-
tors rather than truly understanding people’s goals and motivations.”
“And so companies don’t get to understand users and their tasks,” said
the young man.
Chapter 3 493
“That’s correct. And even when a company does carry out research, they
often don’t do it early enough or they do it only at the beginning or end
of a project.”
“You mean they don’t do it continuously,” said the young man.
“Precisely,” said the designer, with a nod of his head. “So what else did
you learn?”
The young man turned a page of his notebook. “I learnt that the second
secret to being a user-centred designer is empirical measurement of
user behaviour. Why don’t more companies do this?”
“Most companies do carry out some kind of research on their products,

and they will often ask customers for their opinion in focus groups,”
said the designer. “But that’s not enough. With interactive products like
software, web sites and handheld gadgets, it’s not what people say that
matters. It’s what they do. So activities like focus groups won’t help you
find the problems with your product.”
“That’s why you need to carry out usability tests,” said the young man.
“And it’s also why you need to measure usability,” added the designer.
“By taking measurements of your product’s usability, you know if you
are improving or falling behind compared with earlier designs or com-
pared with the competition. You can set key performance indicators for
usability and see how the design stacks up.”
“So the problem is that few companies run usability tests and even
fewer collect usability metrics,” said the young man.
“That’s right,” said the designer. “What else did you discover?”
Chapter 3 494
The young man flipped through his notebook. “I learnt that the third
secret to being a user-centred designer is to design iteratively. That
means creating lots of paper and electronic prototypes, testing them
out and then changing the design based on feedback.”
“So there’s a distinct design phase before any code is written,” added the
designer. “How does that sound to you?”
“It sounds sensible, but don’t most design teams already create two or
three versions of an interface?”
“It’s true that design teams will come up with multiple designs for a sys-
tem. But then the decision on which one to develop tends to be swayed
by the HIPPO.”
“The hippo?” asked the young man.
The designer smiled. “The Highest Paid Person’s Opinion,” said the
designer.
The young man burst out laughing. “So the designs aren’t tested with
users?”
“Not often,” said the designer.
“But if every iteration is tested with users, companies won’t meet their
deadlines,” said the young man.
“You don’t need to get user feedback on every iteration. It’s about risk
management: you involve users whenever important design decisions
are going to be made. There are other techniques you can use alongside
usability testing, such as an expert review. But these will never entirely
take the place of usability testing.”
Chapter 3 495
“What’s the difference between an expert review and a usability test?”

asked the young man.
The designer explained, “With an expert review, a usability expert ex-

amines the design and compares it against a set of recognised design
principles. The reviewer doesn’t ask users to evaluate the system but
instead tries to get into the mind of the user.”
“What I hear you saying is that it’s a valuable technique but it’s never a
replacement for user testing,” said the young man.
The designer looked at the young man and said, “I’m impressed with
you, young man. You’re a quick learner.” The designer paused, and then
said: “How would you like to work here?”
The young man put down his notebook and caught his breath. This
was, of course, what he had been hoping for all along.
“I’d love to work here,” he gasped. And so he did—for some time. The
time the special designer had invested in him paid off. Because eventu-
ally, the inevitable happened. He too became a User-Centred Designer.
When he started a new design project, he made sure that the design
team had an early and continual focus on users and their tasks. He
made sure that the design team carried out empirical measurements
of user behaviour. And he made sure that the design team designed
iteratively.
He remembered his promise to the User-Centred Designer to share his

knowledge. He created a diagram to make it easier for people around
him to become user-centred designers and he gave it as a gift to every-
one he worked with.
Chapter 3 496
The New User-Centred Designer

Some years later, the man looked back on the time when he first heard
of the principles of user-centred design. It seemed like a long time
ago. He was glad he had written down what he learned from the User-
Centred Designer. He had put his notes into a book, and had given cop-
ies to many people.
Suddenly, his telephone rang. “Excuse me for calling you”, he heard a

woman’s voice say timidly, “but I would like to learn how to become a
better designer.”
And soon he found himself talking to a bright young person. “I’m glad
to share my design approach with you”, the new User-Centred Designer
said, as he showed the visitor to a seat. “I will only make one request of
you.”
“What’s that?” the visitor asked.
“Simply,” the designer began, “that you share it with others..”
Chapter 3 497
Adapted from Travis, D.S. (2002). e-Commerce Usability: Tools and Techniques to Perfect the
On-line Experience. London: Taylor & Francis.
Chapter 3 498
About the Author

David Travis is the Managing Director of Userfocus (www.userfocus.
co.uk), an independent consultancy specialising in usability train-
ing and usability consultancy. David holds a BSc (Hons) degree and a
PhD in Psychology. David’s professional affiliations include member-
ship of the British Psychological Society, the Experimental Psychology
Society and the Usability Professionals Association. He is a Chartered
Psychologist and has worked in the areas of psychology and user inter-
face design for over 20 years. He has published over 30 scientific papers,
including three books, and led seminars and tutorials at international
symposia. His most recent book, E-commerce Usability, was published in
2003.
David specialises in the design and evaluation of hardware and software

systems aimed at non-technical users and he has logged over four hun-
dred hours in usability labs. You can connect with David on Twitter by
following @userfocus.
Chapter 3 499
Umyot Boonmarlart
Designer and New Media Artist, frog design
Austin, USA
Image credits: Joyce Lee

Anything Can Be
Interactive Media
... If You Know

What You Are
Doing
“Today, I realized that the closest thing I have to love is a relationship with
my Blackberry. But don’t worry. It vibrates. FML”—by anonymous on FMy-
life1.
At Christmas two years ago, I went to visit my family in Bangkok,

Thailand. While I had the chance to do a lot of catching up with my
mom, I found myself having a hard time explaining to her what I do
for a living. “I’m an interactive designer, Mom.” I said. “So what is that
exactly?” Mom still wondered. “Well, you know. We design innovations
and things that help to improve people’s lives in the future,” I tried to
explain, but at the same time, I realized I was just making things worse.
“Like computer stuff?” Mom tried to clarify. “Well, sometimes,” I re-
plied, without realizing that from now on, I would be answering my
neighbors’ computer virus problems, as soon as my mother had relayed
to the community that I work on “computer stuff” in the US.
1 www.fml.com (a famous comedy feed website)
Chapter 3 502
Umyot Boonmarlart Anything Can Be Interactive Media
Later, I recognized why it’s so hard to explain to people what Interactive

Designers do. It’s because we not only make “things”, we actually design
“experiences” alongside our innovations. It doesn’t matter which media
are used. If you know what you are doing, you can use anything to cre-
ate an interactive experience. It’s abstract, yet very powerful.
Think about Amazon.com, for example. The core challenges that

Amazon’s designers aimed to tackle were not only what the web pages
should look like, but also how to convey what a shopping experience
at Amazon.com feels like. Solving this challenge included: designing
the search mechanism, guessing the search keywords that people type,
product categories, recommendations, promotions, listings, invento-
ries, commenting on the product, how to help buyers make a decision
without seeing the product, how they are going to pay, how to ship the
products, and how a customer returns a product.
Amazon.com’s experience also extends beyond the site. It actually

reaches out to your doorstep through the UPS guy who delivers the
product to you. Amazon’s marketplace even lets you play the role of the
seller, letting you reach out to other people to sell your stuff. Amazon.
com is not just a website, it’s an experience.
Two
Being a designer is about picking, mixing, and using design ingredients
to construct design works. This is no different for Interactive Designers
or Experience Designers. At a higher
level, elements of interactive experi- At a higher level, elements of
ences can boil down to three things interactive experiences can
that go hand in hand: story, media, boil down to three things that
and context. go hand in hand: story, me-
dia, and context.
Story is what you try to communi-
cate. It’s essentially what experience design is all about: communica-
tion. The message can be anything from branding, a narrative story,
Chapter 3 503
information, an educational message or simply the proposition to “buy

me.” Steven Spielberg once talked about how important it is to know
clearly what you are trying to say: “Getting what you want is easy, but
knowing what you want is hard.” Designers have to understand clearly
what they are trying to convey, because that is the goal of the design.
Once you get your core message clear, it’s time to pick the right media
to deliver it.
Today’s media concept expands beyond 20th century massmedia.

Anything, a piece of paper, a web page, color, imagery, video, sound,
typography, or even an empty space can be a medium, as long as it’s the
right vehicle to carry your message to your audience. Y+ Yoga Center in
Shanghai uses simple bendable plastic drinking straws as their interac-
tive advertising tool. They cleverly printed a picture of a yoga instructor
on the part of the straw that you bend to face your mouth. The yoga
Image credits: Client: Y+ Yoga Center, Advertising Agency: Leo Burnett, Shanghai, China
Chapter 3 504
instructor’s waist is printed exactly on the flexible joint between
the mouthpiece end and the rest of the straw, thus every time the user
bends a Yoga Center straw to drink, the yoga instructor changes her
position between the Back Bend and Downward Facing Dog positions.
This advertising campaign takes ad-
vantage of a flexible object to animate Keep in mind that to tell a
a still image and turnss a mere straw single story, you can use
into an interactive medium. Each me- more than a single medium.
dium has its own characteristics and
parameters. Look into them carefully and make sure every element of
the medium serves your storytelling. Keep in mind that to tell a single
story, you can use more than a single medium.
Lastly, one must consider the context of the story. Design in the 21st
century has reached a point at which we realize that an object has more
than one function, and on top of that, more than one meaning, de-
pending on the context. Take, for example, the iPhone. If you use it for
voice calls, the iPhone is just a phone. However, when you launch other
apps on the device, its function and meaning change. An iPhone can be
a GPS navigation tool, a music player, a social device, a camera, an or-
ganizer, etc. Designers today need to understand this dynamic context
and utilize it wisely.
The following is a collection of various interactive experience design

case studies that demonstrate good utilization of story + media +
context.
Three
BBC World’s Now In America campaign was an interactive billboard
installed in New York City in 2007, by BBDO, New York. The goal of the
campaign was to try to break into the US news market. The story is the
BBC branding itself as an honest source for world news that offers un-
biased reporting. This interactive billboard series, in the heart of New
Chapter 3 505
York City, addressed political or social issues as a theme. Each theme

was visualized by a journalistic photograph that represented a contro-
versial news topic. For example, one of the themes in the series used an
image of Chinese flags and the Chinese army marching in the streets of
Beijing. The left and the right side of the image displayed two oppos-
ing opinions about the issue. For instance, the same billboard showed
“Befriend” on the left and “Beware” on the right. Viewers could inter-
act with the billboard by texting either “01” to vote “Befriend” or “02”
to vote “Beware” to a dedicated phone number. The billboard had two
LED screens to display vote results in real time. The concept of the se-
ries included many themes such as bird flu and war in the Middle East.
This billboard series merged different media, cell phone and billboard,
within the context of social issues, in order to interactively communi-
cate BBC’s brand essence as a fast, honest, neutral, world news source.
Image credits: Client: BBC World, USA; Advertising Agency: BBDO New York, USA; Chief
Creative Officers: David Lubars, Bill Bruce; Executive Creative Director: Eric Silver; Creative Di-
rectors: Jerome Marucci, Ari Weiss; Copywriters: Adam Kanzer, Ari Weiss; Art Directors: Jamie
Overkamp, Jerome Marucci
Believe it or not, a homeless man can become an interactive medium

if you know how to design your campaign well. Fifty Fifty magazine
launched a special issue about homeless people. The campaign by Euro
Chapter 3 506
RSCG Duesseldorf, Germany, ingeniously brought together a homeless

man, a video camera, and an LCD projector, creating a live ‘invisible
man’ to convey the message “Don’t act like homeless people are invis-
ible.” How did they do this? They used the video camera to capture im-
ages behind the homeless man and projected them back onto him. This
created the illusion that the man had disappeared, as bystanders could
see “through” him.
Image credits: Client: Fifty Fifty Magazine; Advertising Agency: Euro RSCG Duesseldorf,
Germany; Creative Directors: Florian Meimberg, Torsten Pollmann, Felix Glauner; Art Direc-
tor: Jean-Pierre Gregor; Copywriter: Till Koester; Production Company: CONGAZ Visual Media
Company
Shiner Bock, Texas-born beer, used guerrilla marketing tactics by

McGarrah Jessee, Austin, USA, and beer can sleeves to grab the main
sponsor impression from Heineken at the Austin City Limits music
festival. While Heineken was the main sponsor of this major music
event, allowing only Heineken beer to be sold during the event, Shiner
Bock gave away free beer can holders. It turned out that everyone who
drank beer during the show was apparently holding Shiner Bock. This
campaign successfully utilized the brand character in the right context.
Austin is known for its rebellious and bold character and Shiner shares
Chapter 3 507
the same image. This cutting-edge campaign articulated Shiner’s brand

character and allowed people to show “How we Austinites roll.”
Image credits: Client: Shiner Bock; Advertising Agency: McGarrah Jessee, Austin, USA; Creative
Directors: James Mikus, Cameron Day; Art Director: Beau Hanson; Writer: Tannen Campbell
Complete experience design helps enhance fictional worlds, as well.

Lost, a famous TV show about a group of airplane passengers who get
stranded on a mysterious island after a plane crash, also extended the
experience beyond the show’s TV time. The show’s official website pro-
vides a lot of side stories, back-stories, recaps and sneak peeks for fans
who can’t get enough of the Lost experience on TV. Lost has its own
magazine which provides clues and theories about the show’s endless
mysteries. The most far-reaching experience Lost has to offer seems to
be Oceanic Airline, a fictional airline’s official website where users can
read news about the airline crash, advertisements, promotions or even
try to book a flight. This extended experience is a design piece that
blurs the boundary between fiction and reality.
In 2009, many TV shows pushed reality further by using real-world ref-

erences in the shows. For example, Dexter, The Office, and Heroes all
included the Thanksgiving holiday as the background for the episodes
shown during Thanksgiving week. The famous comedy, The Office,
even created a parody of one of the most popular videos on YouTube,
“JK Wedding Entrance Dance”, as part of an episode’s climax. Michael
Chapter 3 508
Scott, the leading character, also mentions the video directly, “Have you
seen this? It’s on YouTube.” With the new experience design, not only
are the boundaries between media fading, but fiction and non-fiction
worlds are also moving closer together.
Four
It might be easier to demonstrate how to create an interactive com-
munication campaign by picking a potential project and analyzing
how to push the design further. Here is an example: Cleo magazine,
an Australian based magazine in Asia targeted at women, promoted its
annual Bachelor of the Year party by tying Ken dolls to balloons and re-
leasing them into the sky over Sydney. Once the helium gas in the bal-
loons had escaped, the Ken dolls fell from the sky. The message written
on the balloon was: “It’s raining men. Vote for your Bachelor of the Year
at Cleo magazine.” The campaign was received very well by readers and
the media alike. That’s as far as the real story goes.
However, I believe that this campaign had a lot of potential and that
experience design would push the campaign up a notch. Let’s try to en-
hance this campaign in a thought experiment. Imagine that each Ken
doll, in addition to the original message, has one of fifty unique phone
numbers, corresponding to fifty Bachelor of the Year contestants. A
woman who finds a doll can call the number and listen to a recording
of the bachelor’s voice asking her to vote for him: “Hi, I’m Umy, bach-
elor number 13. I am a very good-looking designer. Please vote for me at
www.cleomagazine.com so we can have a chance to date.”
After that, the user or the reader can go to the website to look at the
contestants’ profiles and decide to vote for the men they like. Users also
can upload their pictures and profiles to enter a competition to win a
date with the contestants they feel for. Once the winners get to go out
on a date with the contestants, we can feature their dating experience
in the magazine. They will also be asked to blog about the dating expe-
rience with the bachelors they voted for.
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As a result, everyone who engages in this experience design campaign is

likely to get deeply involved with the campaign. They would also collect
the magazines, show the articles to their friends, and recommend the
blogs to their pals. The campaign would reach out to more and more
people, as followers get their friends involved.
Five
There is no obvious formula for designing a good interactive experi-
ence, but there are some basic principles for designers to keep in mind.
First of all, experience design is about people. Not only do you want to
engage a target audience, but also the people around them, the media
that might help you project your message, and your competitors who
are observing your actions.
Secondly, experience grows and develops. Design experience is not de-

signing for a single state, it’s about the lifecycle of design. Good design
is a process not a product. It can never
be finished. Apple Computer distilled the Good design is a process
company name and logo down to “Apple”, not a product.
reflecting its growth as a brand that em-
braces a variety of products, rather than just that of a computer manu-
facturer. Apple products such as the iPod and iPhone were to emerge
and change the face of the music and mobile phone industries forever.
Thirdly, prepare for feedback and be flexible enough to adjust to it.

Keep in mind that whatever you put out there, other people will re-
spond to. Audi once put up a billboard ad for their new, flashy sports
car with copy that read, “Your move, BMW.” A week later, in response
to the Audi billboard, BMW bought a billboard across the street to ad-
vertise their beautiful—if not better than Audi—sports car, with a single
word: “Checkmate.” In this case, BMW was clever enough to turn an
aggressive move by its competitor into an advantage by making a smart
retort.
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Fourthly, don’t forget to follow through. Keep your experience design

focused and plan to enhance the experience over time. The whole Lost
experience, mentioned earlier, was not planned in one day. After the
show’s ratings picked up, the design team started to put in ideas and
kicked off Lost’s convergence experience.
Fifthly, always have a plan B, C, and D. Think about alternatives if your

first attempt simply doesn’t work as intended. Also consider what you
will do if it’s more successful than you ever dreamed of. How will you
sustain it?
And lastly, our lives today are spent both online and offline, and the
boundary between them has almost disappeared. The other day, I had
this conversation with a colleague whom I hadn’t met in person in
weeks. If someone had overheard us, they wouldn’t have understood us.
N.:“Hey, Umy. I decided to go with your suggestion.”
Umy: “Cool. I’m glad you did that since you decided to get rid of all the
physicals.”
N.: “Yeah, and thanks for the link as well. It came in very handy.”
Umy: “Sure. I knew you would like it.”
The conversation doesn’t make any sense at all to a third person of

course, because it continued from the previous conversation I had had
with him on Facebook. This is the first half of the conversation.
N’s Facebook status: “Re-ripping all the CDs into mp3 (256kbps)”
Umy’s comment: “Been there. I did mine in Lossless.”
Chapter 3 511
N’s comment: “I wanted to do it too, but I use iTunes, which doesn’t

play Lossless.”
Umy’s comment: “Yes, it does. You just need to rip your CDs in Apple
Lossless instead of Flac. Here is the link to the Audio Decoder I use.”2
The two-part conversation shows how modern social interaction flows

seamlessly between online and offline environments. We can start our
communication with others online and continue or develop it offline
or vice versa. While you are reading this article, you might be stream-
ing music from Pandora.com. You might have posted on your Facebook
profile or Twitter about this story. When your friends read about it, you
may perhaps talk about it over dinner. That said, keep in mind that you
are not designing for either an online or an offline experience. You have
to consider how to bridge the two worlds of experience seamlessly.
Our real world and online lifestyle have merged, triggering endless
possibilities for communicating through design. The boundaries of
experience design are not defined by media, but only by the designer’s
creativity.
2 Lossless Decoder, http://tmkk.hp.infoseek.co.jp/xld/index_e.html
Chapter 3 512
About the Author

Umyot Boonmarlart (aka—Umy) is an interactive designer and New
Media Artist. He focuses on combining various media from prints,
video, radio to interactive media to achieve marketing purposes based
on wide range of experiences in marketing and media.
Umy’s interactive work not only has the quality of newness but also
embed Eastern philosophy to make them meaningful.
Umy’s currently a Designer at one of the top global innovation firms,

frog design Inc.
Web: www.umyot.com
Facebook: www.facebook.com/umyot
Twitter: umyot
LinkedIn: www.linkedin.com/in/umyotb
Chapter 3 513
Colleen Jones
Principal of Content Science
Atlanta, USA
A Woman in UX:
I’ve Come a Long
Way, Baby
“You don’t have the ‘presence’ that we’re looking for,” said an employer I
wanted to please.
When I asked why, the employer could not explain. Did I need to wear
suits? No. Was I acting unprofessionally? No. Finally, the employer
pointed out to me some examples which happened to be masculine. To
this day I believe the desired presence was a tall, dynamic male with a
deep voice, the classic CEO presence, as Blink points out1. Being a short
female with a squeaky voice, I clearly did not have that appearance.
While companies in the United States and other industrialized nations

might not blatantly discriminate against women, the subtle slights run
rampant even from the most well-intentioned people. My employer in
question was not purposely unfair to women and I genuinely liked the
company. The company also had clear policies for equal opportunity of
men and women. But good intentions and a company policy do not and
cannot root out all our human biases.
As a woman in UX, I have found dealing with these snubs while advo-
cating for user experience a challenge. I’d like to share some specific
situations from my more than 13 years as a UX professional in the
southeastern United States and how I overcame them.
1. Gladwell, Malcom. blink: The Power of Thinking without Thinking.

Back Bay Books, 2005
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Colleen Jones A Woman in UX: I’ve Come a Long Way, Baby
Machismo
“Macho doesn’t prove mucho.” (Zsa Zsa Gabor)
Machismo is an “exaggerated masculinity” that is “often coupled with a

minimal sense of responsibility and disregard of consequences.”2,3 Over
the years, I’ve run into Mr. Machismo in a few forms. Developers, ex-
ecutives, researchers, consultants and even designers each deliver their
own flavor of machismo. A prominent design example is the series of
tirades and “flops” by Peter Arnell, who was recently voted one of New
York’s worst bosses. And the quintessential executive example is Ken
Lay of the Enron scandal, which brought the financial world and econo-
mies around the globe to their knees.
For me, what marks someone with workplace machismo is an aggres-

sively staunch single-mindedness. For instance, a machismo-ridden de-
veloper wants to be seen as delivering the best or quickest development
solution ever and could not give a damn about anything else. Because
most interactive solutions need to consider much more than what
Mr. Machismo thinks about, he will derail a project. What is the prob-
lem? Mr. Machismo acts really certain about his narrow-mindedness.
Unfortunately, aggressive certainty is extremely convincing, regardless
of whether the person is right or wrong.4 Even more unfortunately, this
persuasive certainty often lands people with machismo in top leader-
ship roles, so you will more than likely have to work with one.5
2. Machismo. (2010). In Merriam-Webster Online Dictionary. Retrieved

January 17, 2010, from http://www.merriam-webster.com/dictionary/
MACHISMO
3. Machismo. (2010). In Encyclopedia Britannica. Retrieved January 17,
2010, from Encyclopedia Britannica Online: http://www.britannica.
com/EBchecked/topic/1381820/machismo
4. Burton, R. (2008). On Being Certain: Believing You Are Right Even
When You Are Not. St. Martin’s Press: New York.
5. Board, B. & Fritzon, K. (2005). Disordered personalities at work.
Psychology, Crime & Law, 11(1), 17-32.
Chapter 3 517
Early in my career, I thought I simply did not have enough experience

to question someone who seemed so very certain of himself. After
many years, I’ve watched such a person flop so often that, now, I almost
immediately doubt anyone who is extremely sure and completely un-
willing to listen to others.
Can women suffer from machismo? It seems possible to me. However, I

personally have not experienced it, so I can’t speak to that situation.
How to Deal
I’ve found these techniques handy:
1. Communicate firmly and intelligently.

People with machismo are not the people with whom you can
brainstorm. You have to know exactly what you’re going to say
and how to say it. You have to demonstrate certainty back. If you
need to do more research to answer a question, simply say that.
Be certain that you can get an answer to a question, even if you
don’t have the answer right then. And, though Mr. Machismo
likely will be rude to you, you cannot be rude back if you hope to
make progress on changing this person’s mind. Lower your ex-
pectations of this person’s communication skills, but don’t lower
your own skills in the process.
2. Be persistent, consistent, and calm.

Sometimes, you don’t have to convince the person with machis-
mo, but you have to compete with that person to convince some-
one else of a decision or approach. In a meeting, Mr. Machismo
will talk (or shout) over you, and his extreme certainty might
carry the day. But use time to your advantage. Calmly bring the
topic up again. Provide new arguments or more supporting re-
search. Point out the many considerations that Mr. Machismo is
excluding. Follow up in a variety of communications. The person
with machismo will not have the patience to compete.
Chapter 3 518
3. Refuse the “secretary” or other stereotypically female roles.

I once worked on a project where a particularly machismo re-
searcher consistently asked women to take notes for his meet-
ings, as if they were his secretaries. When he asked me, I politely
declined and am glad I did. As the project progressed, he asked
women to do other administrative tasks but did not even ap-
proach me. Don’t do what Mr. Machismo thinks you should do,
and he will get the picture quickly.
4. Limit your time with Mr. Machismo—and be prepared to leave,

if necessary. If I find this person to be pretty toxic I limit my ex-
posure. Regular meetings are fine. Co-working over many weeks
of a project is not fine. Dealing with him well requires effort and
preparation; constant exposure will exhaust you quickly. Plan
your schedule accordingly. And, if the situation gets too toxic, be
prepared to leave it, even if it means finding another job.
Women Who Hold Women Back, Way Back

“There is a special place in hell for women who don’t help other women.”
(Madeleine Albright)
Another difficult situation I’ve experienced is the woman who under-

mines other women. This phenomenon is so illogical to me that I don’t
fully understand why it happens. I think it is partly a response to feeling
threatened by other capable women. Regardless of the reason, I know it
happens. I’ve experienced surface slights, snide comments or veiled in-
sults as well as deeper backstabbing. Even more disturbing, I have heard
stories from several women UX colleagues about female bosses not ac-
knowledging their contribution to high profile work; socially engineer-
ing them for intellectual property and publishing or selling it as their
own; or literally preventing their advancement in a company. The result
of this undermining behavior is a complete erosion of trust—trust that
is critical to exploring and refining user experience ideas.
Chapter 3 519
Do I think women should favor other women over men? Absolutely

not. Women just need to give other women a fair shake. After a couple
of rough experiences, I’ve learned how to cope with Ms. Way Back.
How to Deal
1. Do your research before working with her.
In my experience, Ms. Way Back undercuts most women with
whom she works, but it might not be obvious. So, a little research
can go a long way toward uncovering whether a prospective col-
league or boss is a Ms. Way Back. If so, then you need to decide
whether the benefits you might get out of the work or position
outweigh the costs. One time, I unknowingly took a position with
such a boss and it caused me many months of profound frustra-
tion. Don’t make the same mistake.
2. Confront significant or repeated snarky comments.

“You need to eat more,” said one portly boss to me in a meeting
as she shoved a plate of cookies in my face. Yes, other people were
present. At the time I was flabbergasted and didn’t know how
to respond. Now, I do. “Thanks, but I’m not hungry now. If my
weight is a concern to you, let’s chat about it after this meeting.”
3. Persist about a decision that seems unfair.

Don’t take Ms. Way Back’s unfair “no” for an answer. Ask for
reasons behind an undeserved decision and, if the decision still
seems unfair, calmly ask for the decision to change and explain
why. If you have a reasonable alternative to suggest, suggest it.
As you persist, it is crucial to stay respectful of Ms. Way Back. Do
not give her any reason to dismiss your concern as questioning
her authority. If her behavior is a defensive reaction, attacking or
criticising her will just make her more defensive.
4. If persisting doesn’t work, go around Ms. Way Back.

If you give a good effort at persisting and the decision is
Chapter 3 520
important, such as whether to promote you, then bypass her and

go to her boss. If you are conscientious then you probably hate
this idea. But you owe it to yourself to do what is best for your ca-
reer. If an unfair decision from Ms. Way Back is delaying your ca-
reer, do everything you can to change it. The key, again, is respect.
Convey respect for Ms. Way Back to her boss. Do not criticise her
personally but criticise the decision. Explain why you deserve a
different decision and support your reasons with solid facts and
arguments.
Negotiating
“You get in life what you have the courage to ask for.” (Oprah Winfrey)
The previous two sections hint at the need to negotiate. I learned it

mostly on the fly, especially because user experience often involves
negotiating between user, technology, and business needs. Over time,
I discovered the importance of negotiating not only for my UX project
but also for myself. I recently found two fascinating books that encour-
age women to negotiate, books I wish I had had early in my career.
Women Don’t Ask shares the insights from a wealth of research that
proves women negotiate less and, systematically, are not taught how.6
Ask for It offers approaches and tips specifically for women as they ne-
gotiate in the workplace.7 Below are a few techniques that have helped
me and my UX projects.
How to Deal
1. Do negotiate. Always.
Very early in my career, I skipped negotiation because I trusted
6. Babcock, L. & Laschever, S. (2007). Women Don’t Ask: The High Cost
of Avoiding Negotiation--and Positive Strategies for Change. Princeton:
Princeton University Press.
7. Babcock, L. & Laschever, S. (2009). Ask For It: How Women Can Use
the Power of Negotiation to Get What They Really Want. Princeton:
Princeton University Press.
Chapter 3 521
that the person hiring me was making me the best possible offer.
I eventually learned my salary was not up to industry standards
and asked for it to change. Ever since then, I have negotiated job
offers, proposals and just about anything possible to negotiate.
“Ask for It” notes that the reality is that the person hiring you, or
making you an offer, anticipates that you will negotiate. In fact,
you could argue it would be strange not to negotiate. Consider it
a convention.
2. Know and show what you’re worth, politely.

How do you convey your value without coming across like a bom-
bastic jerk? The authors of “Ask for It” have found, fair or not, that
women are most successful in negotiating when they do so pleas-
antly. I find the best way to “sell” myself is not to sell but to simply
explain the achievements or benefits. I think of it as communicat-
ing clearly and persuasively, not selling, and the negotiation flows
easily from there. I find this explanatory approach also helps with
promoting my UX projects. Executives cannot appreciate a UX
project if no one gives them a glimpse into the work behind it, I
simply provide a glimpse.
3. Practice.
Practicing negotiation might feel silly, but it’s really smart. I’m
striving to practice it more often. Anticipate questions or objec-
tions and prepare answers. Recite your comments or possible
answers. You will feel much more comfortable then with the real
negotiation.
We Have a Long Way to Go

“How wonderful it is that nobody need wait a single moment before starting
to improve the world.” (Anne Frank)
UX women in the workplace have come a long way. Marissa Meyer,

Google’s VP of Search and User Experience, was named one of
Chapter 3 522
Glamour’s 2009 Women of the Year. Fast Company has an annual spot-
light on influential women in technology. But I feel we have work left
to do. Like a good UX professional, we can start that work with a top-
down and bottom-up approach.
Looking Top-Down: More Women UX Heroes and Speakers

We’re lucky to have some outspoken women in UX. We need these he-
roes to inspire women considering or entering a career in user experi-
ence. Just as importantly we
need these heroes to be memo- The more easily executives can
rable examples to executives. By imagine women in prominent UX
serving as examples that easily roles, the more likely it is that
come to mind, these heroes executives will make it happen.
fight the cognitive bias of avail-
ability.8 The more easily executives can imagine women in prominent
UX roles, the more likely it is that executives will make it happen.
Looking Bottom-Up: Day-to-Day Accountability

At the same time, we need to be conscious of the decisions and com-
ments all of us make each day. It’s easy to go with the flow when we
have so much work to do. But every slight we make and every bias we
ignore accumulates into an unintended “glass ceiling” culture. The only
fix I know is to watch what we say and do so vigilantly until we form a
culture that naturally gives anyone good at UX an equal chance at ad-
vancing. We might not change the culture of a large organization or en-
tire industry overnight. But, we can influence the culture of the projects
we lead, the teams we manage, or the companies we own and, in that
way, serve as successful models.
Some of my experiences sound discouraging. Despite them, I have high

hopes for change. I never gave that employer the “presence” it wanted.
8. Schwarz, N. et al. (1991) Ease of retrieval as information: Another

look at the availability heuristic. Journal of Personality and Social
Psychology. 61 (2)195-202.
Chapter 3 523
But, through my user experience leadership, I gave results, including

improved customer satisfaction and fewer angry customer calls. The
employer recognized the effort, giving me an award that only four out
of 250 people earned and a promotion. It’s hard to argue with results. I
believe women in UX bring them in spades. And, I believe that results
will prevail.
Chapter 3 524
About the Author

Colleen is the principal of Content Science, a boutique interactive con-
sultancy in Atlanta, GA. As a pioneer of user experience and content
strategy for 13 years, she has guided or supported strategic initiatives for
InterContinental Hotels Group, Philips, Cingular Wireless (now AT&T),
and Centers for Disease Control and Prevention.
Colleen loves helping clients get results online by studying how content
influences people’s decisions. Colleen is turning all that study into a
book called CLOUT: The Art and Science of Influential Web Content. Look
for it from New Riders in December 2010.
Find Colleen online here:
Web: www.leenjones.com
Twitter: leenjones
Company: www.content-science.com
Chapter 3 525
Simon Griffin
Director of User Experience Design
at Etre Ltd.
London, UK
Out of Focus
Here’s a question for you: Would you give up your seat on a crowded
bus for an Armenian woman?
I’d like to think that you—and, indeed, everybody else reading this
book—would respond to this question with a hearty “Yes, of course I
would!” But can I trust your answer? I’m not sure. Okay, so race might
not play a part in your decision. But, as Ricky Gervais might say, what if
she was talking to the driver while the vehicle was in motion? What if
she didn’t have the correct change ready when she got on? What if she
had previously been sitting in one of those seats that are reserved for
disabled people?
Stanford psychologist Richard LaPiere didn’t trust the answers he re-

ceived to this question back in the early 1930s either, so he took it upon
himself to find out the truth. Unfortunately, he had made a bit of an
oversight; he didn’t know any Armenian women and therefore had
no opportunity to observe their treatment on public transport at first
hand. Luckily, however, a Plan B was about to land in his lap.
One day, LaPiere answered the door to find a rather anxious-looking

student standing on his doorstep. The student explained that he and
his young wife had arrived fresh from China that morning, only to find
that the university’s halls of residence were full to capacity. As a result,
the couple were in desperate need of a place to stay. LaPiere therefore
offered to drive them to the main hotel in town.
This was an offer that LaPiere made with some trepidation, however,
because Chinese people were something of a rarity in 1930s America
and, as such, were frequently subjected to terrible (and overt) racial
Chapter 3 528
Simon Griffin Out of Focus
prejudice. The hotel, LaPiere recalled, was especially “noted for its nar-
row and bigoted attitudes towards Orientals”.
Upon arriving at the hotel, LaPiere nervously enquired as to the avail-

ability of a room for his new friends. To his great surprise, however, far
from displaying the prejudice for which the hotel had gained a reputa-
tion, the clerk was polite and attentive, and quickly found the couple a
suitable room.
Puzzled by the disparity between the hotel’s reputation and the clerk’s
treatment of his new friends, LaPiere later telephoned the hotel and
asked whether they had a room available for “an important Chinese
gentleman”. “No”, he was told, in no uncertain terms—the hotel would
not accommodate a person of Chinese race.
LaPiere was shocked by the discrepancy between how the hotel said
it would behave and how it actually behaved in practice, but was wise
enough to realise that his experience might have been atypical. To in-
vestigate further, he would need to repeat the same “experiment” with
a far larger number of hotels. So he picked up the phone again and in-
vited his new Chinese friends to accompany him on a driving tour of
the West Coast of America.
This was an offer that the Chinese couple readily and gratefully accept-
ed. To them, LaPiere appeared to be the most kindly of professors—a
man who, out of the goodness of his heart, had found the time in his
busy schedule to show them around his homeland. They did not, for
a moment, suspect that they were about to become the guinea pigs in
one of his experiments.
The experiment ended up encompassing 10,000 miles, 66 hotels and

184 restaurants. Upon arriving at each of these establishments, LaPiere
let his travelling companions enquire about the possibility of accom-
modation or food and then secretly noted whether their request was
Chapter 3 529
successful or not. The results matched his earlier experience. The

Chinese couple received courteous and helpful service almost ev-
erywhere they went—service that was no better or worse than that
received by the establishments’ white patrons—leading LaPiere to con-
clude that:
“... the ‘attitude’ of the American people, as reflected in the behaviour of

those who are for pecuniary reasons presumably most sensitive to the
antipathies of their white clientele, is anything but negative towards
the Chinese.”
Six months after returning from the trip, LaPiere conducted a follow-
up study, sending a questionnaire to each of the hotels and restaurants
he had visited. This questionnaire asked their owners about the types
of people they were prepared to accept patronage from and included
the question: “Will you accept members of the Chinese race as guests
in your establishment?” The answers LaPiere received to this ques-
tion made for uncomfortable reading. Over 90 percent of respondents
ticked the “No, Chinese people are not welcome here” box, with almost
all of the remaining 10 percent ticking the “Uncertain” option. LaPiere
received only a single “Yes” to this question, to which the owner had at-
tached a short note saying that the reason she would welcome people
from China was because she had recently enjoyed a nice visit from a
Chinese man and his sweet wife!
What LaPiere’s research reveals—and that countless other studies have

since corroborated—is that people cannot be trusted to accurately re-
port or predict their behaviour. What they say they do and what they
actually do are often two completely different things.
Focused on Failure
As far as most organisations are concerned, the phrases “customer re-
search” and “focus groups” are interchangeable. Whenever they need
to make an important decision about a particular product or service,
Chapter 3 530
they will corral a group of customers, solicit their opinion and then fix
a strategy based upon their response. Yet focus groups are, in fact, abso-
lutely useless. There, I said it. In your face marketers. Want to argue the
point? I’ll take you all on!
Before I explain why this is the case, let me first define the term “focus
group”, since it is employed to describe all manner of different sins. A
focus group is a bunch of people who have been gathered together for
an in-depth discussion about a particular product or service. They usu-
ally consist of eight to ten participants who have been selected because
they possess a set of characteristics (or “demographics”) that are deemed
representative of a certain target group of customers or users. For ex-
ample, if your product is aimed at lawyers, you might want to recruit
people who have the relevant legal qualifications, earn a lot of money
and possess no moral or ethical backbone. (Just joking legal eagles.
Please don’t sue me—I’ve already gotten myself into a fight with the
marketers.) Focus groups generally last between one to two hours, and
are often held in the evening so participants can attend after work.
A moderator leads the group, drawing out the participants’ collective

peeves, passions and prejudices while they discuss the product or ser-
vice. Typically, several focus groups are conducted in total (each com-
prising a different set of participants), to determine whether key themes
uncovered in one are repeated in others and are therefore likely to be
common to the target group of customers as a whole. The exact num-
ber of groups usually depends on the time and budgetary constraints
of the commissioning organisation, and the type of product or service
under investigation.
Representatives of the commissioning organisation usually watch the

focus groups as they unfold from an adjacent room via a one-way mir-
ror, and often feed new questions to the moderator on the fly or at the
end of each session.
Chapter 3 531
Sounds reasonable, doesn’t it? Yet, focus groups have been responsible
for some of the biggest marketing disasters of all time. For example, in
the early 1990s, in an attempt to convey “purity”, Proctor and Gamble
had redesigned its famous Ivory soap to make it clear instead of milky,
and in so doing, had seen a massive boost in sales. As a result, practi-
cally every company with a product that was supposed to be perceived
as “pure” began hurriedly developing a transparent version of it. One of
these companies was PepsiCo, who had come up with Crystal Pepsi—a
product that they wanted to market as a caffeine-free “clear alterna-
tive” to normal cola, equating its transparency with purity and health.
In 1992, the product was tested, by way of focus groups, in a number of
regional markets and met with an almost universally positive response.
Excited by these results, PepsiCo launched the product later that year
and threw its weight behind it with a massive marketing campaign, in-
cluding a ridiculously expensive Super Bowl ad.
Initial results were excellent, with the product capturing one percent of
the US soft drinks market in its first year—a figure that doesn’t sound
like much, but that equated to $474 million in sales, and provoked
Coca-Cola to enter the market by launching a rival in the form of Tab
Clear. Thereafter, however, sales of Crystal Pepsi fell away rapidly; so
rapidly, in fact, that during the following year, PepsiCo was forced to
pull it from the market. The product’s failure was later attributed to the
fact that its target audience, the health-conscious, did not see it as of-
fering anything that they were not already getting from Diet Pepsi and,
once the novelty of its transparency had worn off, saw little reason to
keep on buying it.
You would have thought that PepsiCo would have learnt its lesson
from this mistake, but, in 2004, it repeated it with the launch of Pepsi
Edge—a product that tasted similar to original Pepsi, but contained
half the calories. Focus groups once again endorsed the concept, lead-
ing the company to roll out the product across the globe. The globe,
however, rejected it en masse, thanks to what Business Week called its
Chapter 3 532
“murky positioning”. Pepsi Edge was neither zero-calorie Diet Pepsi

nor mega-calorie regular Pepsi, but something in-between. The effect?
Consumers who were watching their weight bought Diet Pepsi instead
of Pepsi Edge because Diet Pepsi was the healthier option; while con-
sumers who weren’t watching their weight bought regular Pepsi instead
of Pepsi Edge because regular Pepsi was the tastier option. Ergo: No one
bought Pepsi Edge and the product was quickly withdrawn from the
market.
Why do focus groups produce such wildly misleading results? There are
many reasons.
Let’s start with the setting. You would be hard-pressed to find a worse
environment for the exchange of frank and honest opinion than your
average focus group laboratory.
Most are sterile, boring, beige You would be hard-pressed to
places, with a whacking great one- find a worse environment for
way mirror at one end that can- the exchange of frank and
not help but lead you to wonder, honest opinion than your
“Who the hell is watching me?” average focus group laboratory.
Drop into this setting a group of
strangers, led in discussion by another stranger, and you have the per-
fect recipe for stilted, guarded, unnatural conversation.
Then there’s the moderator. Since the moderator is steering the discus-
sion, and, as such, is not a detached observer, she has a direct influence
on the results. It’s one of those “If a tree falls in the woods, and there
is nobody there to hear it, does it still make a sound?” type situations.
If people discuss a product in a focus group and there is no moderator
there to guide them, do they still say the same things? It is impossible to
know for certain. However, even if the moderator takes pains not to ask
leading questions or otherwise impress her own beliefs upon the group,
the introduction of some degree of bias is still very likely.
Chapter 3 533
In their book, Qualitative Interviewing, Herbert and Irene Rubin note

that bias also arises as a result of focus group moderators not having
enough time to gain participants’ trust, a necessary precondition for
eliciting their true feelings. Therefore, if the discussion turns to a con-
troversial or sensitive issue (like race, sexuality or gender) participants
are likely to feel a powerful impulse to self-censor or to give the politi-
cally correct answer, as opposed to the honest one.
Imagine if I turned up on your doorstep and asked you to tell me all

about your sexual proclivities. Would you give me a frank and honest
answer? I doubt it.
Finally, there are the participants themselves. The motivations of those

who attend focus groups are varied; however, it is probably safe to say
that most turn up for the money, and not because they have a burning
desire to express their heartfelt feelings about products and services
they might never have seen or used. Others come to enjoy the free food
and beverages on offer (most focus group organisers offer free pizza and
beer, or coffee and cake, as an additional incentive to attend) or merely
just to interact with other human beings (sad, but true), while some are
simply curious as to what a focus group entails.
I do not believe for a second that participants arrive at focus groups

with the intention of deliberately misleading the moderator and, by
proxy, the commissioning
organisation (why would The heady cocktail of food, drink,
they bother? There’s noth- payment and the constant validation
ing in it for them. They of their opinions leads them to tell
get paid the same amount the moderator what they think he or
whatever they say). Yet, for she wants to hear, rather than what
a variety of reasons, mis- they actually think.
leading the moderator is
precisely what they end up doing. Many participants are too eager to
please, for example. The heady cocktail of food, drink, payment and the
Chapter 3 534
constant validation of their opinions leads them to tell the moderator

what they think he or she wants to hear, rather than what they actually
think (some lonely souls even develop a crush on the moderator!). It can
also be difficult for moderators to keep participants on track, prevent
one know-it-all participant from dominating the conversation and to
extract comments from shy and otherwise disengaged participants.
To be honest though, all of the aforementioned problems are flaws in

qualitative forms of research in general and are not confined only to
focus groups per se. Furthermore, any research company worth its salt
will put in place a number of measures to mitigate these issues. For
example, they will ditch the one-way mirror and fit-out their lab with
home furnishings and decorations to make participants feel more at
ease, (they will also refrain from use of the word “lab” so as not to make
participants feel like they are taking part in some sort of bizarre scien-
tific experiment) and they will employ highly-experienced moderators
who are used to coaxing and cajoling comments out of the most intro-
verted participants and ensuring that extroverted participants do not
monopolise the conversation.
There is one problem that cannot be mitigated however, and that prob-
lem is the very one that Richard LaPiere and his Chinese companions
discovered back in the 1930s: What people say and what they do are
two completely different things. People will tell you that they hate a
product, but then go out and buy it the very next day. Not because they
are liars, but because when you ask people questions about how they
are likely to behave in a hypothetical situation (like whether they would
allow a Chinese person to stay at their hotel, or whether they would
buy Pepsi Edge), they can only ever give you a hypothetical answer. This
answer will usually have no bearing on what they would do in reality
since, as neuroscientists have recently discovered, most of the thoughts
and feelings that influence our behaviour occur in the unconscious
mind, not the conscious mind, which means that, no matter how hard
we try, we cannot accurately predict or report our behaviour!
Chapter 3 535
These issues are intensified in focus groups that invite participants to

comment on products and services that they have not previously seen
or used (i.e. most focus groups). In these cases, participants are forced
to make a snap judgement, an abstract opinion divorced from the real-
ity of actual usage of these products and services.
It was this that led focus groups to reject Herman Miller’s Aeron Chair.
Participants who attended these focus groups just didn’t “get it”, which
in hindsight makes perfect sense, the chair was like nothing they had
ever seen (or sat on) before, so how were they supposed to assess its
value? They couldn’t, so they wrote off a product that later went on to
generate millions of dollars in sales (and continues to do so to this day).
The participants said they hated it, when what they really meant was
that they were not used to it. They said it was “ugly”, when what they
really meant was that it was “different”.
Focus Pocus
Given these serious flaws you might wonder why focus groups remain
so popular. There are several reasons:
Firstly, focus groups have been around for years (they were first used
over 60 years ago, in fact, by US government sociologists investigating
the effectiveness of World War II army training and military propagan-
da movies) and are therefore clearly-defined in terms of process, out-
puts, cost and timeframes. They are also quick to design and conduct.
These factors make organisations feel comfortable in commissioning
them.
Secondly, there is ignorance, many organisations conduct focus groups

to evaluate their products and services for no other reason than because
they have always conducted focus groups to evaluate their products and
services. These organisations usually are not aware that better alterna-
tives exist.
Chapter 3 536
Thirdly, focus groups are widely used, which gives them legitimacy in
the form of “social proof.” (“Everyone else is using focus groups, so we
should use focus groups too.”)
Fourthly—and, in my opinion, most importantly of all—you can make

a focus group deliver any conclusion you want. Don’t believe me? Then
ask an advertising agency and they will put you straight! Quantitative
research methods, like opinion polls, deliver cold hard statistics that
are extremely difficult to “re-
frame”. Qualitative methods Qualitative methods like focus
like focus groups, however, groups, however, deliver a heap of
deliver a heap of often confus- often confusing and contradictory
ing and contradictory sound sound bytes, from which analysts
bytes, from which analysts can can cherry-pick those that support
cherry-pick those that sup-
whatever hypothesis they choose.
port whatever hypothesis they
choose. (I call this type of conjuring “focus pocus”.) This usually results
in them choosing a group of quotes that underplay bad news and over-
play good news, in an attempt to please the commissioning organisa-
tion. Why? Well, because it is human nature; nobody wants to upset the
people who pay their wages.
Unfortunately, such behaviour often leads to disaster. When General

Motors focus-grouped its Pontiac Aztek, for example, many participants
were critical of the vehicle’s “boxy” design. However, the internal team,
responsible for running the focus groups, apparently decided not to
report this to GM’s executive management team, in the belief that it
would be career suicide to do so. The company had invested so much
time, money and effort into developing the vehicle, that the analysts felt
that they had no choice but to give it the green light.
This was a good move for the analysts (at least, it was in the short-term
as it no doubt ensured their preservation); but a very bad move for GM
as a whole. Prior to launch, GM forecast sales of 75,000 Azteks per year,
Chapter 3 537
determining that it needed to sell just 30,000 units a year to break even.
Unfortunately, only 27,322 were sold in year one—with more than 50
percent of those purchased by captive audiences like car rental com-
panies (whose pre-existing agreements with GM meant that they were
contractually obliged to purchase a fleet) and GM executives (who were
forced to purchase the vehicle so as to be seen to be flying the company
flag). At the tail end of that year, Kay Polit, principal analyst at manage-
ment consultancy A.T. Kearney, suggested that warehousing the excess
supply, plus the cost of the incentives necessary to convince customers
to overlook the vehicle’s “ugly” design, meant that selling the Aztek was
already costing GM more than it had cost to design and build the ve-
hicle. Four years later, sales of the Aztek had fallen to just 5,020, forcing
GM to discontinue the model.
The irony: Styling aside, the vehicle was pretty darned good. The Aztek
had one of the highest Customer Satisfaction Index (CSI) scores in its
class and was named “Most Appealing Entry Sport Utility Vehicle” in
2001 by J.D. Power and Associates, who noted: “The Aztek scores high-
est or second highest in every [customer satisfaction] measure except
exterior styling.” Had the focus group results not been censored, GM
might therefore have swapped a few pieces of sheet metal around and
delivered a world-beater.
In the case of GM, its executive team had no idea that the results of
its focus groups had been manipulated. In many other cases, however,
executives are complicit in this crime. The classic example is that de-
scribed by MIT Professor, Justine Cassell, in a thought-provoking article
entitled “What Women Want”. Authored by Ruth Shalit, the article
reports Cassell’s experience of working with a company that was devel-
oping technology targeted at teenage girls. Following a series of focus
groups, the organisation concluded that what teenage girls desperately
wanted was technologically-enhanced nail polish. Which was great, be-
cause it just so happened that technologically-enhanced nail polish was
precisely what the organisation had just invented!
Chapter 3 538
It probably won’t shock you to learn, however, that when Cassell con-
ducted her own (independent) research with more than 1,800 teenage
girls in 139 countries, in which they were asked to describe what they
would like to use technology for, not a single one of them articulated a
need or desire for technologically-enhanced nail polish.
As these case studies demonstrate, the primary function of focus groups

is usually not to validate the product or service itself but to validate the
commissioning organisation’s pre-existing beliefs about the product or
service. Thus, while focus groups purport to explore the needs of con-
sumers, they really only fulfil the needs of vendors.
So if we can‘t rely on focus groups to provide an accurate evaluation of

our products and services what can we rely on instead? The answer to
this question is simple: we need to ignore what people say and, instead,
pay attention to what they do. In
other words, we need to follow We need to ignore what people
Richard LaPiere’s lead and get out say and, instead, pay attention
into the field. LaPiere knew that to what they do.
people could not be trusted to re-
port their attitudes towards those of a different race accurately, so he
drove across America to observe their attitudes towards those of a dif-
ferent race in person. We must do similar.
Thus, if you want to evaluate your website, forget focus groups and
commission a user testing study instead. You’ll be shocked by the dis-
crepancy between what users say and what they do. In a study I facili-
tated recently, I watched a user repeatedly commend a retail website for
its simplicity and “well thought out” design, while failing to complete
seven of the eight tasks I asked her to perform on it! Why did she con-
tinue to commend it? She blamed the problems she experienced on her
own ineptitude, rather than on that of the site’s designers. Such behav-
iour is commonplace.
Chapter 3 539
If you are still planning your website, watch people using your competi-
tors’ offerings or get out of your office and observe users in the offline
world attempting the types of tasks that you will eventually facilitate in
the online world. This will help you identify aspects of their behaviour
that you can better support via your site, and prevent you from becom-
ing side-tracked by the phantom issues that users might otherwise re-
port in focus groups.
These are precisely the techniques that we employ at Etre, although,

having read this far, I wouldn’t blame you if you were no longer pre-
pared to just take my word for it!
And Now for a Confession …

… but before I get to that confession … pop quiz hotshot! Ponder each
of the following questions for a moment or two and, if you have a pen
and paper handy, scribble down your answers as you go:
1. Do you intend to buy a car in the next six months?
2. How likely are you to give blood in the next six months?
3. How likely are you to floss your teeth in the next two weeks?
Finished?
Great!
Now, imagine me sitting in a revolving chair, wearing a grey Nehru

Jacket, stroking a Persian cat and unleashing my most evilest laugh.
Mwha-ha-ha-ha-haaaaaaaaaaaaaaaaa!
Because by asking you these questions, “all ur brains are belong to

me!” Or put another way, I have just made you far more likely to buy a
Chapter 3 540
car, give blood and to floss your teeth in the next few weeks than you
otherwise might have been.
How have I achieved this astonishing feat? Priming.
Priming is a recently-discovered method of exploiting the Automatic

System of the brain that involves using subtle cues, or “primes”, to in-
crease the ease with which certain information comes to mind or to
trigger associations that stimulate a desired action.
Priming was first observed in the field of social science, where the use
of the survey (or questionnaire) as a research tool is commonplace.
Social scientists employ surveys to find out how likely people are to
engage in certain types of behaviour; how likely they are to vote, com-
mit crime, purchase a particular product, and so on. This method of
research has been used for years, since it is pretty much the only way of
getting inside people’s heads and examining their intentions, without
using a scalpel. But, as scientists have recently discovered, this method
of research is fundamentally flawed. Because when you use a survey to
measure people’s intentions, you ultimately affect their conduct. More
specifically, when you ask people what they intend to do, they become
much more likely to actually go ahead and do it. Like a ticking time
bomb, they are “primed” to blow.
Interestingly, while this phenomenon is commonly known as “prim-

ing”, social scientists tend to refer to it as “the mere-measurement ef-
fect” (as it is an effect that is achieved merely by measuring something).
They also consider it a pain in the “ruddy” neck, because, when they
conduct a survey, they want to catalogue people’s behaviour, not alter it.
This negative perception is not shared by everyone, however.

Marketers, campaigners and evil geniuses, for example, positively adore
the mere-measurement effect, as altering people’s behaviour is their pri-
mary objective. Prior to the discovery of the mere-measurement effect,
Chapter 3 541
those who wanted to, say, encourage supporters of a particular politi-

cal party to vote at the next election had few options. They could run a
media campaign to emphasise the stakes; or they could find ways of re-
ducing the barriers that traditionally prevent people from voting (they
could bus their supporters to the polls free-of-charge on election day,
thereby eliminating the cost and inconvenience of voting, for example).
Yet, while such ploys typically yield positive results, they are also ex-
tremely costly (and time-consuming) to plan, execute and manage.
Which is precisely why campaigners like the mere-measurement effect.
Because it turns out that by merely asking people, on the day before the
election, whether they intend to vote, you can increase the probability
of their actually voting by as much as 25 percent!
Similar success stories can be found in a multitude of different arenas.

Let’s return to the three questions I asked you a moment ago, the first
of which was: Do you intend to buy a car in the next six months? When
Morwitz, Johnson and Schmittlein put this question to a nationally
representative sample of more than 40,000 Americans back in 1993,
they found that it increased automobile purchase rates by more than 35
percent!
The second question I asked was: How likely are you to give blood in
the next six months? When Godin, Sheeran, Conner and Germain put
this question to 4,672 people who had donated blood in the past (as part
of a questionnaire that enquired as to their intentions to donate blood
again in the future), they found that it increased blood donations over
the course of the following six months by 8.6 percent!
The third, and final, question I asked was: How likely are you to floss
your teeth in the next two weeks? When Levav and Fitzsimons put this
question to 50 MBA students in 2006, they found that it increased their
flossing by a factor of 52 percent.
Pretty impressive, eh?
Chapter 3 542
But we aren’t done yet, as it turns out that the mere-measurement ef-
fect can be amplified by supplementing questions about what people
intend to do, with questions about when and how they plan to do it.
This was first demonstrated in 1965, when Leventhal, Singer and Jones
delivered a lecture to a group of senior students at Yale University on
the risk of tetanus and the importance of visiting the on-campus health
centre for an inoculation. At the end of the lecture, the three research-
ers asked the students how likely they were to go and get the shot. Most
said they planned to do so. But when the researchers questioned the
students again a few weeks later, it transpired that only three percent
had actually made good on their intentions.
Disappointed by this result, Levanthal and co. corralled a new group of

seniors and delivered their lecture again. This time however, they gave
them a copy of the campus map, upon which the location of the health
centre was circled, and asked them to plan the route that they would
take to get there. They also told the students to take a look at their
weekly schedules and pick a time and date upon which they would be
free to go and get the jab. The result? Over the next few weeks, 28 per-
cent of the students visited the health centre and received the shot.
As Richard Thaler and Cass Sunstein point out in their influential book
Nudge, notice the subtlety of these additional “primes”. Since the stu-
dents were all seniors, and the Yale campus is relatively small, they did
not need a map to tell them where the health centre was located; and
since they were only told to plan a visit to the health centre, as opposed
to being forced to make an appointment, they were under absolutely
no obligation to get the inoculation. Yet, nine times as many students
wound up getting the shot this time around.
Surprisingly, social scientists have found that they can prime people
to perform certain types of behaviour by offering even subtler cues.
For example, a 2003 study by Aarts and Dijksterhuis found that show-
ing people a picture of a library, telling them they were about to visit a
Chapter 3 543
library, and asking them to pick out words like “silence” and “whisper”
from a collection of nonsense words, primed them to speak more softly;
a 2005 study by Holland, Hendriks and Aarts found that the faint odour
of cleaning fluid made people more likely to tidy up after themselves
when eating a crumbly cookie; a 2004 study by Kay, Wheeler, Bargh
and Ross found that game-players were more competitive, less coopera-
tive and less generous when a briefcase was placed by the door of the
games room (priming them to think of “work”); while a 2008 study by
Williams and Bargh found that participants’ judgments about strangers
were affected by whether they had been given a cup of iced coffee or hot
coffee beforehand. (Those given iced coffee perceived strangers as being
“colder” than those who were given a hot cup of Joe.)
Which brings me to my confession; while I have devoted this chapter to

bashing focus groups, surveys and other research methods that concen-
trate on what people say they do, as opposed to on what they actually
do, the mere-measurement effect provides a great reason to go ahead
and employ these methods. Because, if you can increase the usage of
your website by doing nothing more than asking people whether they
are likely to visit it at some point in the future, then that is all the rea-
son you need.
So employ focus groups and surveys to ask people about the likelihood
of their using your website (ask them how and when they plan to use it
too, if you can). Just don’t waste your time analysing their answers, as
they’ll almost certainly “prime” your site for implosion.
Well, that is about it from me. But before I sign off, let me leave you to
ponder one final question: how likely are you to recommend this book
to your friends in the next six months?
Chapter 3 544
About the Author

Simon Griffin is co-founder and Director of User Experience Design
at Etre Ltd—a London-based digital communications agency that spe-
cialises in results-driven user experience strategy and design.
Simon studied at Liverpool Art School, The Lansdown Centre for

Electronic Arts at Middlesex University, and London’s prestigious
Royal College of Art, obtaining a first class BA College graduate degree
in Graphic Arts and an MA in Design for Interactive Media. In 1999,
he won The Guardian newspaper’s Student Publication Designer of
the Year award and was runner-up in The Independent’s Best Student
Designer competition. Since then, he has helped deliver award-
winning websites and applications for Hershey’s, MCI, HP Shopping,
and Vodafone; and worked with many other global brands, including
HSBC, Deutsche Bank, Bear Stearns, Deloitte, Rolex, American Express,
Eurostar and MSN. In addition to assisting clients, Simon writes Etre’s
monthly newsletter (www.etre.com/subscribe/) and is a major contribu-
tor to the company’s blog, Reaction (www.etre.com/blog/).
A massive soccer fan, Simon co-wrote and sings the theme tune that is
played whenever the world’s oldest professional football club—Notts
County FC—takes to the field. As you might have guessed, Simon is an
ardent supporter of the mighty Magpies!
Twitter: sigriffin
LinkedIn: http://uk.linkedin.com/in/simongriffin
Web: www.etre.com
Chapter 3 545
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Chapter 3 546
Politics of Mobility”, mpulse, May 2003.

http://www.soc.northwestern.edu/justine/PressClippings/what-
womenwant.pdf
10. Leventhal, H., Singer, R. and Jones, S., “Effects of Fear and
Specificity of Recommendations upon Attitudes and Behaviour”,
Journal of Personality and Social Psychology 2, 1965.
11. Thaler, R. H. and Sunstein, C. R., “Nudge: Improving Decisions

About Health, Wealth and Happiness”, Yale University Press, 15
June 2008.
12. Morwitz, V. G., Johnson, E. and Schmittlein, D., “Does Measuring

Intent Change Behavior?”, Journal of Consumer Research 20,
1993.
13. Godin, G., Sheeran, P., Conner, M. and Germain, M., “Asking
Questions Changes Behavior: Mere Measurement Effects on
Frequency of Blood Donation”, Health Psychology/Official Journal
of the Division of Health Psychology, American Psychological
Association, 2008.
14. Levav, J. and Fitzsimons, G. J., “When Questions Change

Behaviour: The Role of Ease of Representation”, Psychological
Science, Volume 17 Issue 3, 23 February 2006.
15. Kay, A. C., Wheeler, S. C., Bargh, J. A. and Ross, L., “Material
Priming: The Influence of Mundane Physical Objects on
Situational Construal and Competitive Behavioral Choice”,
Organizational Behavior and Human Decision Processes 95, 2004.
16. Williams, L. E. and Bargh, J. A., “Experiencing Physical Warmth

Promotes Interpersonal Warmth”, Science, 24 October 2008.
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Patrick Kennedy
Design Research Lead at News Digital Media
Sydney, Australia
Seeing Things the
Way They Are
The Student
Xun is a university student from China, living in Australia while he
completes his studies at a local university. He is in the second year of a
double degree in IT and Economics.
The university computer systems are not easy for students to use, es-
pecially for those who do not have English as a first language. It’s not
strictly his competency in English that makes it difficult for Xun, but
rather the cultural references or specific context of use.
“Sometimes I can read and understand the word, but how it is used
in Australia is different to how I know the word. You need to think of
what a word means in Australia, as well as what it means in English.”
Yet it’s not just international students like Xun who have difficulties
with language. Even the local students have to come to terms with the
academic and bureaucratic terminology used, which can be very con-
fusing. For instance, there are the names of departments, initiatives,
programmes, policies, facilities and, of course, the names of the com-
puter systems. The problem is made worse by having multiple terms for
the same thing, depending on who you ask or the age of the documen-
tation you read. Often, the issue is exacerbated by conflicting or incon-
sistent use by staff.
If there were only a few computer systems, the meaningless (to stu-
dents) names could be excused, but unfortunately there are a great
number of such systems that Xun and his fellow students are exposed
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Patrick Kennedy Seeing Things the Way They Are
to, including the university website, faculty websites, course websites,

student email, student portal, student accounts, virtual teaching envi-
ronment, student union portal and the multitude of library systems.
There is little clarity, consistency or integration between these sys-

tems. Separate logins for many of them means that getting ‘muddled
up’ with logins and passwords is a frequent problem for students. A
strict security policy exists for many of the systems, insisting on certain
combinations of alphanumeric and other characters to make passwords
‘stronger’. This makes passwords difficult to remember, thus Xun does
what many other students do, and writes his usernames and passwords
down in his diary. He also tries to make them all the same (if he can
work out how to do so and if the inconsistent security policies for each
system allow him to). Thus, the strict security policies do in fact lower
security, rather than raise it.
Last but not least, there is the issue of usability. Xun considered himself
expert at using computers back home, but quickly found he had dif-
ficulty using the software and systems at the university, particularly in
the library.
“They’re all really different and most are very hard to use by us
students.”
The library itself is another part of the university that doesn’t seem to
be geared towards meeting Xun’s needs. He doesn’t use the library for
much other than a desk to sit at; his courses are more about facts and
figures, not reading and research.
“The library is too old fashioned, who needs books? I can just use the
internet!”
Sometimes Xun will find a book to read in the library if he doesn’t have
his textbook. But usually they don’t have it or are a few editions behind.
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When Xun does need to look something up for an assignment, he’ll ask
his friends and see what they found. It’s not worth spending time look-
ing too far; he’ll just take the first thing that looks ok.
“Staff in the library often get rather cross with us, saying we shouldn’t
be just using Google, we should take time to learn the library systems
and do research their way. Too hard, too long ... we don’t need to, it’s
not important for us.”
There is a growing chasm between this educational institution and the

student body that populates it.
On one side are the expectations and expertise of the staff, as well as
the IT systems created largely by and for them. On the other side are
the relatively inexperienced students who are struggling to consume,
process and make use of the vast amounts of information they now
have access to, and doing so in their own way. An understanding of the
width of the chasm, and difficulties facing students, would allow sys-
tems to be designed in such a way as to make this scholarly path a little
less bumpy.
The Small Business Owner

Ahmed is an electrician who runs his own small business. He is a
relatively unsophisticated user of technology. He has a five year old
computer in his home office, which is connected to the internet via
moderate speed broadband. He has a mobile phone, and whilst it’s with
him constantly and he makes many calls, he doesn’t use its other capa-
bilities such as email or web browsing. His diary is paper-based, con-
taining all his appointments and jobs and the contact details for each
customer.
But Ahmed does use the web for research, from looking up directions
to a customer site, to finding a new supplier for certain parts. He also
looks for information to help him run his business. Like most small
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business owners, he tends to get caught up in the day-to-day rather

than strategic planning and thinking about growth and maturity.
Generic business websites are of no use to Ahmed, he’s not interested in

big business news, economics or shares and stocks.
“I run a business, I’m not interested in business. People send me stuff

about what’s happening to some big company or tell me about the
ASX200 or whatever ... that’s not me, I just want what I need to get
through each day.”
The information he needs is very practical in nature; “what can help me

right now?” This practical information includes ‘how to’ guides, expert
tips and probably most important of all: case studies. He finds stories
and lessons learnt from experience to be the most useful form of infor-
mation—case studies from “real people”. He talks to other tradesmen
and people he knows who have run a small business, even if it’s a com-
pletely different type of business. And he looks for the same thing on
the web.
“A good small business site is like something you’d ask a friend about
and would provide you with answers.”
So he prefers quite targeted information. He will use Google to search

for the thing he needs, whether it’s a price for a part or information he
can apply to solve a specific problem. He has taken note of a few web-
sites that cater specifically for small businesses, and whilst he might
not go to them directly, he recognizes them and knows which ones he
thinks are good.
Ahmed tends not to browse through a site, and doesn’t often read news
articles.
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“I don’t have time for news; if you read a story you feel like you’ve wast-
ed 10 minutes. When you go to a small business site, you are working;
being on a news site is more like browsing.”
At the same time, Ahmed expects a good source of information to

look reputable, professional and business-like. Generalist websites, for
instance, often try to appeal to less sophisticated users by adopting a
magazine style, but this can backfire because those same users don’t feel
they can rely on the infor-
mation, particularly if they By understanding the needs and
are going to use that infor- priorities of small business owners,
mation for their business. and not confusing them with generic
business people, websites and other
Being in business is not the information systems can be better
same as “big business”, and
designed for them.
the needs of most small
businesses have nothing to do with the corporate high flyers who make
the news. By understanding the needs and priorities of small business
owners, and not confusing them with generic business people, websites
and other information systems can be better designed for them.
The Parent
Stacey is a mother of three who has just returned to work after the birth
of her son, James, aged four months. Stacey works for a large company,
in their main office building in the city.
Recently, the company announced new initiatives for new parents.

Stacey had to return to work when James was just three months old.
“We couldn’t afford to live on just one income, with three kids and all.”
So the announcement of anything to help her and other parents was a

welcome relief. One of the actions taken by the company was to turn a
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meeting room into a breastfeeding room. In theory, this sounds like a

good idea, but in practice it isn’t.
The room is not well-equipped, and is in a very conspicuous part of

the office, so mothers who use the room feel uncomfortable. Stacey has
used the room only once, before she had returned to work, on a day she
came in to meet with her boss.
“I felt like people were looking at me, thinking ‘why isn’t she working?’
I fed him as quickly as I could and left, although I would really like to
have spent a bit more time with him ... I didn’t feel as comfortable as I
would like; it’s not private.”
Other mothers have told Stacey that sometimes staff use the room for
a meeting or to eat their lunch. If there are no mothers in there at the
time, the room is treated like it’s just another meeting room.
“They move things around and leave paper and rubbish, like it’s their
lounge room. Even the change rooms you find at most shopping centres
are better than this ‘dedicated facility’”.
But the biggest problem concerns the practical value of a breastfeed-

ing room when there are no childminding or crèche facilities available.
Stacey’s employer has made it clear there are no plans to provide such
facilities and that third-party services “nearby” will need to be used.
“What am I supposed to do, put the baby in day-care, then every few
hours go get him, bring him to work to feed him, then take him back to
day-care? That’s stupid.”
The way in which the facility would need to be used is impractical and
counterproductive. It reveals a lack of understanding of the needs of
parents.
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“They don’t know anything about what it’s like to raise children. Like
my husband says, it’s a ‘half-arsed attempt at looking like they care!”
When Stacey doesn’t have James with her during the day, for example
on the days she goes to work, she has to express her breast milk into
bottles. His minder, either a relative who is babysitting, or the staff
at a day-care centre, then feed him from the bottle. The only way in
which the breastfeeding room could improve upon this would be if it
was located close to James’ day-care, as well as close to Stacey’s work.
Preferably, all in the same building.
“It upsets me because, for a mum, it’s useless. It does nothing for me,
but if I were to complain or ask for something that is useful, I am made
to feel bad; ‘we’ve already done this and that for you, what more do you
want?’”
As a parent, Stacey sees it as her duty to do the right thing for her chil-
dren and deeply resents her colleagues’ suggestions that she change
her mind or do things differently. It’s an emotive subject, not merely an
issue of facilities and policies.
Instead of making life easier for Stacey, and welcoming her back to
work as a valued team member, the actions of her employer have
done just the opposite. She now feels uncomfortable, pressured and
unappreciated.
“If the new initiatives had not been introduced at all, I’d be in the same
situation, not being able to breastfeed my baby on my days at work,
only I wouldn’t have all this mental stress on top.”
By simply consulting with parents who have recently returned to work,

or who will be returning soon, Stacey’s employer could have ensured
the new initiatives would be effective and welcomed. An understanding
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of parents’ real-world needs, priorities and desires would have produced

a much better outcome than taking a guess at what to do.
The Common Thread

“We do not see things the way they are, but as we are”. So says an an-
cient Jewish proverb, or an Indian Jesuit priest, or a French author of
erotica, depending on who you
believe. Either way, it’s a particu- The single biggest threat to the
larly poignant quote for those of us user experience is the failure to
working in the field of user experi- understand how our intended
ence. For the single biggest threat audience sees the world.
to the user experience is the failure
to understand how our intended audience sees the world—including
any product or service we might design for them—and instead, basing
our decisions on our own view of the world.
The phenomenon that the above quote speaks of is plainly evident for
anyone who has conducted usability testing or user research. However,
it often isn’t that obvious to our clients and colleagues who haven’t had
such contact with actual audience members (aka “users”). They haven’t
seen the frustration caused by products that are irrelevant, needlessly
complicated or just difficult to use. We see things as we are, until we
receive some information that gives us reason to think otherwise, to see
things from the perspective of the audience.
It is for this reason that we need to understand who our audience is and
how they see the world in general, but more specifically, how they think
about the subject area in which we might be designing a product or ser-
vice, whether it be a website, a physical facility or an entire institution.
We need to hear the users’ stories, such as those of Xun, Ahmed and
Stacey. Their stories illustrate the issue of designing a product based
not on the views, attitudes, behaviours and needs of the audience, but
rather those of the designer.
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By ‘designer’ we mean the person or group who has influence over deci-
sions regarding what to design and deliver. At Xun’s university, it is the
academics and the IT vendors who actually sell their products to aca-
demics, who design and implement systems, and do so without a good
understanding of the needs of their audience. In Ahmed’s case, it is the
publishers of business content and the advertisers who want to reach a
“business” audience. And for Stacey, it is the corporate HR department
who want to be seen to be engaging with employees, rather than actu-
ally understanding their problems and solving them.
In each case, seeing and hearing their users’ story would have gone a
long way towards ensuring these influencers had a realistic understand-
ing of the audience whom they were trying to serve.
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About the Author

Patrick Kennedy is a user research specialist, focussed on understanding
audiences and their needs in order to inform strategy and the design of
online experiences. In his role as Design Research Lead at News Digital
Media, in Sydney Australia, he manages the research activities that help
improve create and evolve some of Australia’s biggest websites.
Patrick has over ten years experience in web design, information archi-
tecture and user experience design, and has worked with many different
types of organisations in a variety of industries, both in Australia and
the UK, assisting them with enhancing their websites and other infor-
mation systems.
Patrick appears regularly at industry conferences, including Oz-IA,

OZCHI and UX Australia, and has published many articles on user re-
search and related topics.
Web: www.gurtle.com/ppov
Twitter: PatrickKennedy
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Matthieu Mingasson
Head of User Experience, Ogilvy Interactive
Paris, France
Coevolution
Part 1: Memories from the Past
Maps, plans and submarines. It was Paris, 1974 on grey rainy afternoon.
My little brother and I would sit hunched over big sheets of white
Canson paper with pencils strewn about the dining room table. We
would spend hours here together, designing all sorts of hot rods, turbo
jets, hypersonic spaceships and deep-ocean submarines, tending to
every minute function, creating powerful, never-before-seen features.
We would add shielding, automatic doors, air-compressed piping with
every drawing more detailed than the last. Back then, more was defi-
nitely better. I remember the pleasure of drawing up plans of imaginary
houses and visualizing the logic of the whole structure. I almost felt like
I was inside the plan, walking through the rooms, to the patio, the ter-
races, passing by the planetarium and the rocket launch pad. For hours,
we could escape these rainy, boring afternoons, passionately building
intergalactic residences at the foothills of the mountains of Mars.
The Press: My Big Fat Family

No matter how hard you try or how far you wander, there will still be a
little part of yourself hooked by it. The big, fat social entity called The
Press. People who have been fortunate (or unfortunate) enough to work
in the press know it’s like family. You can never really get away from it
and here I was, fifteen years after perfecting my submarine blueprints,
working as a graphic designer in the press. There is—there was—some-
thing special about it, an undefined feeling of (almost) total freedom
and a feeling that anything could happen that day. Enchanted by an
unexpected opportunity for me to join the design team of Rolling Stone
Magazine in Paris, I stepped into one of the most valuable practices of
my career, designing news information. Nothing like we do today in the
glorious field of Information Design or in Information Architecture. A
heavy metallic ruler, a sharp X-acto knife, a sturdy plastic cutting board,
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Matthieu Mingasson Coevolution
blue-millimetre graph paper and glue were my tools and full-length

articles printed on bromide paper were my reference material. I was
spending my days calibrating and arranging long strips of printed text,
cutting and gluing tiny pieces of typographic composition in the most
possible precise way, scratching spelling mistakes with a blade on pho-
togravure films. For years, the practice of structuring information was
an actual physical activity for me.
Graphic Design? Sorry to Say, But We Broke Up

We were never told enough that everything comes to an end. My break-
ing up with graphic design happened right on time, although it was a
bit hard on my pride. My final gig as a freelance graphic designer had
been a minor catastrophe. I had rush-delivered an admittedly bad pro-
posal for a painkiller ad to the account manager of a small Parisian ad
agency. He was brief with me, either hash out a better idea or accept a
pitiful sum in cash and move on. Was he joking? In his hand was 1000
Francs (barely the equivalent for 2 days of work). Without a second
thought, I took the cash and walked out the door, leaving the guy stand-
ing there with his mouth wide open. I promised myself I would never
work as a graphic designer again, and I never did. Because, fortunately,
I had recently met a new friend who was so much more innovative than
graphic design and way more exciting—the Internet.
Tonight, the Web Saved My Life

In the risky practice of rock climbing, a climber must sometimes let
go of all the grips he’s holding in order to advance to a higher grip. It’s
a moment solely dedicated to decision. If he decides to jump for it, he
will feel a moment of suspension in space and time, a short tenth of a
second where he is defying gravity, suspended in the air, between the
grip he just released and the one he has not reached yet. At this very
instant, he has no choice but to have faith in the solidity of the next
grip. I dedicated five years to the study of graphic design at an expensive
design school (moreover paid by my gracious parents), yet when I left
graphic design in 1997, I had nothing but a deep inner feeling that the
Chapter 3 563
web was something I could trust. Not only was this grip solid, it was
vibrant, alive. I felt like someone was asking me, “Hey, they’re going to
launch a spaceship to Mars soon and they’re looking for guys like you.
Are you in?”
Part 2: Here and Now

Creativity Is Not About Me.
It is often stated that designers have to be creative, which begs the
question: What is creativity, really? Inspiration? Something floating in
the sky? A remarkable function of the brain? On Wikipedia, you read
that “creativity is a mental and social process involving the discovery
of new ideas or concepts”. The famous chemist and Nobel Peace Prize,
Linus Pauling1, used to say that “the best way to have a good idea is to
have lots of ideas.” What is “a lot” then? Ten, twenty, a hundred ideas?
Let’s imagine you decide to organize a 30 minute creative workshop
with four colleagues. If each participant generates one idea per minute
during 30 minutes, you end up with a total of 150 ideas. Not bad for a
start, but being able to produce one idea per minute during 30 minutes
can be exhausting for someone untrained. Creativity is a process in
which participants have to leave behind certain assumptions, likes and
dislikes, who they have been told they are (creative director, informa-
tion architect, content strategist, project or account manager etc.) and
even who they have been told they are not. Therefore, creativity is a
practice in itself and this practice demands that the practitioner be in a
flexible mental and physical
state. Creativity is a practice in itself and
this practice demands that the prac-
The Standard Revolution titioner be in a flexible mental and
If you were educated as a physical state.
designer, you were likely
trained to think that originality is the gateway to excellence. You must
create something in a way that has never been done before. If you find
yourself designing an object that must respect technical standards (a
1. Linus Pauling, http://en.wikipedia.org/wiki/Linus_Pauling
Chapter 3 564
lamp, a book, a website etc.), you’ll probably feel the irrepressible need
to tweak it, even just a little bit in order to leave your mark. Now, if you
have been educated as an engineer, you are probably trained to think
that excellence comes from the strict respect of established standards
and rules along with the organizational aspect of team work. You will
follow these rules and your team process even if you end up creating
an over-complex solution for a simple object (a DVD player, a mobile
phone, a database etc.)
Great designers succeed in bringing originality with their collaborative

use of technological standards. Their knowledge of technology makes
them comfortable enough to play with standards and innovate, just
as gymnasts or dancers play within the strict discipline of their team.
When the World Wide Web Consortium first proposed technical rec-
ommendations, the field of web design was at last permitted to enter
the age of a maturing industry. Designing for the web became a revolu-
tion, but only for the designers who understood that the acceptance of
technological standards and collaboration are the fundamental material
of their creativity.
The Product Is the Process

What are the great design success stories today? The iPhone, the XO
laptop (OLPC), a Porsche (my opinion), the Segway, the MacBook, ny-
times.com and many more. How did these products come into being?
Certainly not in one day, neither by one person, nor from one single
idea. Having a vision, a dream, inspiration, the will to change some-
thing in the world, or to just make something more user-friendly is
usually what guides the best design stories. What follows is a matter of
process. Yes, process. If one finds a process boring and fastidious, it’s
probably more “procedures” than “process”. A process is a wonderfully
organized set of actions that can transform a vision into something real,
tangible, usable and useful. And to do so, a process needs to be designed
as if it was the final packaged product itself. But then again, isn’t that
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what User Experience Design is all about? Designing a great process in

order to generate great products.
The Problem With France

Back to where I grew up in Paris, France. I love Paris, and I love Paris
for the very same reasons tourists love it: the ambiance, the architec-
ture, the food, the romantic spots, the cafés and the lights. Now, when
we talk about Design, we don’t think of Paris or France, unless we refer
to glamour, luxury, perfume, fashion and interior design. This is why
tourists love visiting France; it’s not about function, it’s about feelings.
In fact, France has never developed a philosophy and practice of func-
tional Design, as Germany, the United States, and Japan respectively did
with Bauhaus, Product Design and Technological Design. Historically,
Arts and Design in France are mostly about how things look and feel,
not how they work. In addition, the French language is more appropri-
ate for expressing nuances and variations within interpretations, while
English is effective for describing functions. In short, the French mind-
set is not at all functionally oriented.
Part 3: Tomorrow and Beyond

Social Redesign
France is just one place among many in the process of adapting to this
new paradigm. Old cultures, old behaviours, old industries are all strug-
gling to adjust. The entire world continues to evolve under the influ-
ence of the Internet. And what will the world look like twenty years
from now? Nobody knows for sure. Adaptive Path has brilliantly sum-
marized the issue in its recent book, Subject to Change: Creating Great
Products and Services for an Uncertain World.2 There are few Design firms
who see, understand and master the importance of design process. As
the web becomes the main stream for corporate and business commu-
nication, it becomes clear that Internet designers have an increasing
role and prominent positions in helping companies adapt to the new
2. Subject to Change: Creating Great Products and Services for an

Uncertain World, Adaptive Path - O’Reilly Media (March 26, 2008)
Chapter 3 566
informational space. Under the mundane question asked by our clients

“How can I redesign my website?” there is often an underlying concern
of “How can I redesign my business model?”
The Power of the UXD

It strikes me every time I read blogs or attend lectures on User
Experience, Interaction Design, Information Architecture, or Content
Strategy, Design is being redesigned and practically redefined. A world-
wide community of designers is working on what is about to become a
mature discipline—Digital Design. A design where technology is deeply
integrated to create content, objects and services dedicated to users
with respect for our natural and social environment. The community
of User Experience designers already plays a major role in this redefini-
tion. UX Design brings new ways of conducting research, generating
ideas, defining strategy, structuring information, designing and un-
derstanding usage, improving production and generating new types of
business. The impact of UXD on the web business is simply huge. 2010
is the year for User Experience designers to take power, not by force,
but with persuasion, inspiration and style.
“Think Different”3
Every other month, I teach some UX Design courses for professionals
at Paris’ “Ecole de l’Image” (and by the way, promoting UXD to students
is a wonderfully rich experience). Last week, one of my students asked
me about clients’ general perception and acceptance of UX Design and
whether there was any reluctance in changing methodology. In fact,
clients are definitely not the problem. They always welcome the UXD
process because they can see it brings clarity and solidity to a project.
Resistance to change occurs much more inside the classic communica-
tion agencies themselves. Like I said, old cultures, old behaviours. UX
3. “Think Different”: Apple slogan (1997). Interestingly, this slogan was
advertised the same year the Internet started to be massively adopted.
1997 is also the year Steve Jobs returned Apple Board as “iCEO”. Not a
coincidence.
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Design moves the lines about and creates new spaces to design differ-
ently and to think differently. In Fast Company Magazine, Tim Brown,
CEO of the innovative design firm IDEO, said that “in order to do a
better job of developing, communicating, and pursuing a strategy, you
need to learn to think like a designer”4. Indeed the fields of application
are large; in strategy, business, services, even in politics, UX Design, as a
radical change of thinking, can transform the way we see and build our
world.
Co-Evolution
In one of his most inspiring lectures at Stanford University5, Steve Jobs
stated that “you cannot connect the dots looking forward; you can only
connect them looking backward”. Today, it is very difficult to predict
what will be User Experience Design tomorrow, but looking back over
the past ten years, we can see that something happened, something
that makes a lot of sense; web designers of all kinds have been evolving
along with the development of the web. The web changed the way we
design projects, the way we work together and even simply the way we
communicate with each other. By designing for an evolving world, we
learnt how to be flexible in our methods, how to not take anything for
granted, to co-evolve with the Internet ecosystem.
4. Tim Brown: Strategy by Design http://www.fastcompany.com/mag-

azine/95/design-strategy.html
5. Steve Jobs: How to live before you die (2005) http://www.ted.com/
talks/steve_jobs_how_to_live_before_you_die.html
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About the Author

Matthieu Mingasson is Head of User Experience Design at Ogilvy
Interactive in Paris and speaker at the school “Gobelins, Ecole de
l’Image”. In the late eighties, he started his career as a graphic designer
for Rolling Stone Magazine in Paris and for other mainstream informa-
tion magazines (Le Nouvel Observateur, Challenges), as he was building
his interest and skills for content organization and information design.
In the Nineties, he worked as an Art Director at Textuel (/TBWA), de-
signing corporate magazines. In the mid-nineties, he moved from print
design to the new practice of Web Design, developing his passion for
technical aspects of internet projects.
In the late nineties, he was in charge for several web information

architecture project in Europe (France, Greece, Luxembourg, the
Netherlands and the UK).
He joined, Ogilvy One in 2007 to create a team dedicated to

Information Architecture. He’s presently managing the User Experience
Design departement at Ogilvy Interactive in Paris.
Web: www.activeside.net
Public profile: www.linkedin.com/in/mingasson
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Rob Goris
User Experience Architect at Openbravo
Barcelona, Spain
Image credits: Naomi Williams
The Wet Cat
1984: Inventing
I always felt sorry for Beertje’s desperate attempts to make us aware
of him being outside in the cold on the window sill. Winters in the
Netherlands are cold and wet, and cats are not especially keen on cold
and wet. I must have been ten years old and had been pondering on
how to solve this problem using the technology at hand.
My Philips EE2050 Electro Experiment Set had taught me how transis-

tors could be used as a switch depending on the number of volts you
gave it through the base. The technology is still used today, but now
millions of these transistors are packed tightly together in a microchip.
The abstract problem I was trying to solve was simple: When Beertje
sat outside the window, a change in physical conditions should cause a
change in resistance, so that the transistor would switch on an alarm.
This would notify us at the other side of the house that our beloved cat
was waiting for us to open the window. I remember contemplating a
physical switch using Beertje´s weight, heat (he always felt quite warm),
noise (meowing) or conduction. The last solution I had found was with
a rain sensor, simply putting the ends of two copper wires in a litter
tray. Water conducts just enough to lower the resistance from infinite
(copper wires not connected) to a little bit. This would make the tran-
sistor switch from 0 to 1. It also works through skin, when holding the
ends of the two wires in your hands. However, cats are hairy, so that
would not work. Hoping that he would pee on the two wires was not a
great starting point for a good solution either!
A physical switch using the cat’s weight was a reasonable solution but
my Mum did not approve this, as I would have needed to drill a hole in
the window’s wooden frame to push the wires through. The whole de-
vice needed to be on the inside of the window.
Chapter 3 572
Rob Goris The Wet Cat
These are moments of frustration for a designer, when constraints

seem to kill all the possibilities. These are also the moments that plant a
seed in the designer’s mind, waiting for the answer to come. A designer
(inventor, engineer, creator) is always looking for answers, but specifi-
cally for answers to questions he has asked himself at earlier stages. I
believe that this is what makes a creative mind. You have identified a
problem, annoyance or something that you would like to change, but
cannot find the answer immediately. In fact, the brain puts the problem
onto a subconscious track, continuously scanning for clues that might
solve the problem. Information that might not seem related to the ini-
tial problem is then analyzed in the context of the “parked” problem
and when there is a fit, that is the eureka moment. Where others won-
der how such an unrelated clue could lead to solving the problem, the
designer knows when it makes sense and grabs it with both hands.
My moment of enlightenment came, quite literally, by discovering the

existence of the LDR. An LDR is a Light Dependant Resistor. Put sim-
ply, it is a resistor that conducts electricity depending on the intensity
of light that shines on it. The more light, the lower the resistance. With
the problem as defined earlier, understanding the available technology,
and with a bit of research in the field, it should not come as a surprise
that this was my eureka moment: Cat in window casts shadow on win-
dow sill on the other side of the window. Shadow means less light, less
light means higher resistance, changing resistance can make transistors
switch something on. That something became my electronic bicycle
horn, which I connected to my device. It didn’t take long to build the
Cat Sensor (always give your ideas catchy and solution-related names so
it can be talked about and understood). The electrical circuit consisted
of a couple of transistors, resistors, and of course the LDR. Before I
soldered the whole thing together, I had tested it for different light in-
tensities, but since it’s hard to make a cat do what you want, I decided
to add a variable resistor (similar to the volume control on a radio) to
be able to fine tune it at all times. The intensity of light also varies from
bright daylight to the light of the outdoor lantern.
Chapter 3 573
I used some transparent plastic to build the housing around the printed
circuit board. This way, the LDR could stay safely inside, so my mom
would not break it while watering the plants. I remember the LDR cost
the equivalent of 2 Euros, probably a week’s pocket money.
From that moment on, every time our furry friend jumped on the win-
dow sill, a loud alarm would alert us. The family members took turns to
run to the other side of the house to let Beertje in the moment the Cat
Sensor sounded. No more wet cat in our house.
When you are ten years old, you do not think about a design process,
but looking back now, I can’t help but smile to see that the steps I took
then actually followed some sort of structure that is not so far from
what I use nowadays to design an application or site:
Problem definition: We don’t hear Beertje meowing when he is sitting

outside the window and wants to get in. The poor thing will get hun-
gry, cold and wet.
Requirements and constraints: Must use existing technology, low budg-

et, no drilling holes in the window frame.
Idea phase: Look at all kinds of solutions using heat, conduction, noise,
light and weight. It is during this phase that the eureka moment nor-
mally occurs; sometimes it comes later when you are already in the next
phase, building on the wrong idea. Then you need to go back.
Concept phase: Choosing the best idea and detailing it.
Getting investment partners: I remember I convinced my parents to pay

half of the costs for the components, and I made my Dad build the final
housing.
Chapter 3 574
Building: make a prototype and test it on the users. I only had one user
and I think he liked it. He also happened to be the beneficiary.
I always believe that what you liked most in your youth is what you
should be doing as a profession when you grow up. After the enormous
success of the Cat Sensor, I decided to become an electrical engineer—
that is, until I got my Commodore 64 home computer.
1989: Programming
The Commodore 64 was a home computer with 64 KB of RAM memo-
ry. In fact, that was a big lie, because 16 KB was taken by the operating
system, so there was only 48 KB left. Either way, it is amazing what you
can do with such a limited amount of memory. The notebook compu-
ter I am using to write this has almost 22,000 times more RAM, and
the simple calculator application I just used for the maths to calculate
this needs 5 times as much using Windows XP. I started programming
in BASIC, which is a language that is in fact still quite similar to more
modern programming languages. Nowadays, when I look over the
shoulder of my developer colleagues, I sometimes like to believe I still
understand bits of what they are doing. The problem with languages
that can easily be understood is that they are slow, because they are
converted into machine code at run-time. Compilers can do the conver-
sion upfront, but I believe my Commodore didn’t do that really. So after
some months of writing silly applications that could calculate what day
your birthday will be in ten years, I started to teach myself ‘assembler’.
This wasn’t for sissies; it essentially meant you had to put values (poke)
in certain registers in the computer’s memory, only to read them out
(peek) later on. Tedious programming, but very fast execution. I needed
speed, because I wanted to program my own arcade computer game.
The idea was to let the user navigate a UFO in a rocky maze from A
to B without touching the sides. Different mazes for different levels
were needed. However, since copy and paste did not exist at that time,
I decided against building more than three levels and decided to make
the levels extremely difficult to play instead. This was to make sure my
Chapter 3 575
friends wouldn’t reach the finishing line within five minutes. I found an
apt name for the game: “Stress”. So here is how I started the initial de-
sign of the game.
First, I created my first ever storyboard by sketching different mazes for

the different levels on a piece of paper. Storyboards visually capture the
different steps in a user experience and are similar to how film directors
sketch key frames of scenes.
Second, I designed the behav- Storyboards visually capture the
iour, such as the crash effect or different steps in a user experience
the finishing line celebration and are similar to how film direc-
visuals. Finally, it all had to be tors sketch key frames of scenes.
programmed. “Stress” never be-
came a success, as one day after the launch (handing out cassette tapes
to my school buddies), my best friend Willy betrayed me by disabling
the sprite collision detection via a dirty hack. The UFO now could be
flown to the finishing line without having to bother about not touching
the sides. This was not going to stop me. I decided to become a compu-
ter programmer—until I met Hans.
1991: Studying
Hans was a great windsurfer a couple of years older than I was. I met
him on the beach at my windsurf club in Hoek van Holland, a windy
town near Rotterdam. He was studying industrial design1 and was de-
signing three-dimensional products. He was also designing and build-
ing his own surfboards. How cool was that? I had been windsurfing
1. Definition of industrial design according to deNoblet, J., Industrial

Design, Paris: A.F.A.A. (1993) is a combination of applied art and applied
science, whereby the aesthetics and usability of mass-produced prod-
ucts may be improved for marketability and production. The role of an
industrial designer is to create and execute design solutions towards
problems of form, usability, user ergonomics, engineering, marketing,
brand development and sales.
Chapter 3 576
since I could walk, but had never given industrial design much thought.
In my understanding, design was something for artists, whereas real en-
gineers wrote computer games and built pet-sensing devices. I started
to observe products around me and tried to figure out the reasons why
they had been designed the way they were. It struck me that many
products were not designed very intelligently, and some were even de-
signed downright illogically. Why use a cylindrical door knob on a bath-
room door so that wet, slippery hands cannot operate it? Why was it so
difficult to program our video recorder? Why did they use such a tiny
button for the snooze function on my alarm clock, when the last thing
you want to do is search for it when half asleep? After reading the book
“The Design of Everyday Things”2 with many more great examples of
dumb design, I was even more convinced that the world was indeed in
need of great industrial design.
It did not take long for me to get excited about this engineering domain
I had so ignorantly overlooked. I was destined to design fast surfboards,
humane alarm clocks and sexy cars. I was going to become an Industrial
Design Engineer. The only problem was that I had not told my parents
yet about my latest passion. When you are 18, parents are not only your
biggest stakeholders, but also your sponsors, and they needed convert-
ing. There were only two weeks to go before the first semester started
and I was already signed up
at university for computer The industrial design curriculum in-
science. I told my parents volved drawing, clay modelling and
about my plan and they woodwork, activities that my parents
looked at me as if I was associated with unemployment,
proposing to study ballet. poverty and free love.
The industrial design cur-
riculum involved drawing, clay modelling and woodwork, activities
that my parents associated with unemployment, poverty and free love.
They had lived through the sixties and knew the dangers of all that. To
2. Norman, Donald, The Design of Everyday Things (1990)
Chapter 3 577
be honest, I wasn’t so sure either. My choice was based purely on intui-

tion. For a designer, intuition is neither a luxury nor a distraction; it is
a critical skill that needs listening to. I was going to benefit many more
times from intuitive choices in my life, although I did not realize it at
the time. My parents succumbed, and just before the deadline, I signed
up for a master’s degree in industrial design engineering.
Without any preparation and with unrealistic expectations, I made

my way to the picturesque town of Delft in the Netherlands, where I
started attending the introductory courses at the Technical University.
The first week, we got fully submerged in the design process, or merely
the lack of it. We were asked to work together in a team and design a
barbecue. That did not seem all that difficult, but it turned out to be
very much so, especially when you don’t know who you are designing
for. Sounds familiar, doesn’t it? Many products are designed without
having an end-user in mind. The design staff made us go through this
process to realize what it takes to design good products. Because higher
secondary education in the Netherlands—and I think everywhere else
in the world—was (and still is) strongly focused on analysis, deduction
and reproduction of facts, being asked to design from scratch turned
out to be much tougher than one could imagine. Yes, design needs anal-
ysis and deduction and also a bit of intuition. You also need to listen to
users, know about manufacturing and understand marketing and sales.
For this, you need to learn a design process where all those aspects are
taken into consideration.
Following a thorough design Following a thorough design pro-
process does not guarantee a cess does not guarantee a great final
great final product, but doing product, but doing without will
without will almost always almost always result in failure.
result in failure. That is also
where design and art differ. In art, the aesthetic properties of a product
determine the user experience, whereas in product design there are
many more dimensions that determine the overall user experience.
A well-designed product is not only nice to look at, it is also nice to
Chapter 3 578
handle, interact with, understand, learn, teach, sell, buy and recycle. A
painting is a thing that you just look at. A sculpture you can look at and
touch, but that’s all you can really do with it. A typical industrial prod-
uct, such as a car, has hundreds of interactions, demands a high cogni-
tive load to operate it, moves, purrs and can even be a lethal weapon.
Back then, interaction design did not exist yet as a profession, but this
domain adds even more dimensions.
Now imagine combining industrial design with interaction design. This

is where things get really complicated, and without a design process
you will not succeed. I find it interesting to see that the design process I
learnt can be applied to almost every design task. I have designed a wide
variety of artefacts, from car dashboards to intranets, from coffee ma-
chines to web shops, from accounting software to marketing material,
and I always managed to compensate for a lack of domain knowledge
by carefully applying a design process. Designing is solving a problem
and problem-solving can be trained. A few years ago, the term Design
Thinking was coined by IDEO3, and its definition hits the nail on the
head. Designers realized that the way they approach problems is very
powerful, that it differs from the way engineers or economists approach
a problem. The user experience design profession benefited dramati-
cally by applying design thinking. In recent years, there has been a great
improvement in the quality of digital products, because a new genera-
tion of designers stood up and dared to approach problems using de-
sign methodology.
In the next part of my story, I am going to share my experiences in the

world of prototyping, wire-framing and modelling; terms that every
user experience designer uses on an almost daily basis. The difference
for me though, was that I wasn’t prototyping user experience, I was
3. Design Thinking according to IDEO: http://www.ideo.com/

thinking/approach
Chapter 3 579
prototyping three-dimensional products. The truth is, this is not very

different from prototyping software or a web site.
1993: Designing With Computers

Going to England for an Erasmus exchange at the University of
Wolverhampton for a semester sounded great. I was supposed to sink
my teeth into drawing in three dimensions using parametric modelling
software4 and learn how to use it in industrial design. In the first year
of industrial design in the Netherlands, we all had to go through the
excruciating experience of creating technical drawings by hand, using
fine ink pens, rulers, drawing boards, and a lot of patience. This was all
about two dimensions, which is obviously very unnatural for designing
three-dimensional products. When I discovered Pro/ENGINEER5, I was
hooked. Pro/E was a very advanced piece of software that lets you de-
sign and manipulate products in 3D. At that time, Pro/E was superior to
its competition, because it allowed parametric modelling, meaning you
could build shapes by adding or subtracting other shapes (also known
as Boolean operations), and worry about the exact dimensions later. So
you would build a cube and then subtract a cylinder, resulting in a cube
4. Definition of: parametric modelling according to PC Magazine en-

cyclopaedia: Using the computer to design objects by modelling their
components with real-world behaviours and attributes. Typically spe-
cialized for either mechanical design or building design, a parametric
modeller is aware of the characteristics of components and the inter-
actions between them. It maintains consistent relationships between
elements as the model is manipulated. For example, in a parametric
building modeller, if the pitch of the roof is changed, the walls auto-
matically follow the revised roof line. A parametric mechanical model-
ler would ensure that two holes are always one inch apart or that one
hole is always offset two inches from the edge or that one element is
always half the size of another.
5. Pro/ENGINEER is a parametric, integrated 3D CAD/CAM/CAE solu-
tion created by Parametric Technology Corporation (PTC)
Chapter 3 580
with a hole in it. Then you could change the dimensions later on. This
was Valhalla for the industrial designer, in comparison with hand draw-
ing, or drawing with 2D software such as AutoCAD, where you were
forced to decide upfront about dimensions. Pro/E allowed you to play
with shapes as if they were clay.
I became skilled at designing in Pro/E, but more importantly, I learned

that modelling and prototyping is an exercise that does not need to
strive for perfection. A
designer needs to visual- A designer needs to visualize ideas as
ize ideas as soon as pos- soon as possible, and should be able
sible, and should be able to change these ideas with ease.
to change these ideas with
ease. If your software does not allow you to change things easily, or
even worse, does not let you create what you had in mind, you should
return to pen and paper.
Excited about the possibilities of 3D modelling, I took an internship at

PTC, the company behind Pro/E. Here, I further specialized in 3D mod-
elling, although most of the projects were in the mechanical engineer-
ing scene. Most users modelled in Pro/E to prepare their designs for
manufacturing, not to iterate design ideas. I thought this was a waste,
but was given the chance to prove its merits for industrial design at
Philips Design and Philips Medical Systems. They took me on board to
let me do my graduation project. My goal was to design a product using
3D modelling software, from the earliest stage of the design process all
the way through the end. It was quite a challenge to convince my de-
sign peers of my new approach. It was the era of slick renderings using
marker pens, charcoal and paint on special paper, in order to produce
an attractive, but unrealistic visualization of the final product. I had
never been a star in drawing glossy product renderings myself; perhaps
that explained my excitement about 3D modelling software.
Chapter 3 581
1996: Graduating in Design With Computers

At Philips Design, I was given carte blanche to work on a redesign of an
MRI neck coil for scanning the lower part of the brain and the upper
part of the cervical spine. I distributed my time between the Philips
Design studio and the Philips Medical Systems engineering department,
as my subject touched various domains, such as electrical engineering,
mechanical engineering, software design and industrial design. The
end-users were doctors, radiologists and, perhaps most importantly, the
patients. My internal clients were my Philips Medical supervisor, my
Philips Design supervisor, my university professor and the sales depart-
ment. Even PTC was still heavily involved, as they were sponsoring me
with hardware and software to show off at Philips, to get them to buy
the software. It could not get more challenging than this. As a designer,
you are always in the middle of opposing forces; a great place to be, but
frustrating at times, especially because everyone around you knows
more about their topic than
you do. A designer seeks to A designer seeks to oversee all do-
oversee all domains and tries mains and tries to understand just
to understand just enough of enough of it all to be able to make
it all to be able to make de- design decisions.
sign decisions. In my first few
months, I talked to engineers who explained algorithms to me, signal-
to-noise ratios, radio frequency, composite plastics, data processing
and more. I also spent time in hospitals, talking to doctors, nurses and
patients—a completely different angle. Then, back at Philips Design, I
was discussing form, colour and emotions with my design peers. I spoke
to so many stakeholders that at a certain stage my head was spinning.
They all wanted something different. These are situations that design-
ers face all the time. I have found that the following rules of thumb are
most effective in dealing with your stakeholders:
Do not let anyone intimidate you. You are the designer and you were
asked to solve the problem. If someone else in the company were bet-
ter suited for this, they would have been asked instead. Stay neutral and
Chapter 3 582
carefully weigh the opposing forces. Most people think they know what
the best solution is, but they don’t, because they don’t see the full pic-
ture. Abraham Maslow, once commented “If the only tool you have is a
hammer, you will see every problem as a nail”.
You cannot make everyone happy, so don’t bother trying. In fact, you
don’t want everyone to be happy, as this means your product is most
likely so watered down that it cannot possibly be good. It is better to
make 80% of the people very happy, rather than 99% a little bit happy.
Very happy users spread the word and buy again, but only slightly happy
people don’t care and are as loyal as an alley cat.
Use data as your sword, otherwise you will be defeated on the spot.
Unlike many other practices, design is vulnerable, as it is corruptible
by subjective opinions. Everyone has something to say about design,
but only a few are good designers. Find out what the most important
factors are for each stakeholder and get the data that provides improve-
ment over the current or the competitor’s product. I proved that my
design had a better signal-to-noise ratio than the current model. That
convinced almost all of my stakeholders. Softer attributes such as aes-
thetics and ergonomics, for which it is harder to get data, can then be
discussed in much smaller focused groups where softer arguments are
respected.
Record all opinions, decisions and outcomes. It will save you a lot of
time, as it will avoid people reopening closed discussions.
The project grew bigger and bigger, but I enjoyed it the whole time.
After one year, I was finally able to present my patient-friendly neck
coil with a higher signal-to-noise ratio than its predecessor. In addition,
I had documented my experiences using CAD software for industrial
design. I was happy with the results and so were my stakeholders. I was
rewarded with a cum laude degree and a bottle of champagne in a buck-
Chapter 3 583
et and I think I saw tears in my father’s eyes when Professor Roberts

handed me my diploma.
After graduation, I felt like I had fallen into a black hole, a sort of cold
turkey. This is an interesting phenomenon, the feeling of having ac-
complished a mission, and instead of feeling satisfaction, you only feel
the lack of challenging work. This has been a recurring feeling during
my career, and whenever it occurred, I always wanted to move on in
search of new design challenges. That moment came again two years
later.
1997: Designing Products With Computers

Although PTC offered me an overpaid job as an application engineer
helping to sell the software by demonstrating its value to the custom-
ers, I chose to settle for a much smaller monetary reward, working at
a small design agency. You should not choose your first job for finan-
cial reasons, and after all, I was trained to design, not to sell software
to please shareholders. After a year, I moved on to a bigger industrial
design agency, N|P|K, the quintessential agency in the Netherlands, fa-
mous for its no-frills, functional Dutch design work. The two most im-
portant products I worked on that year were a coffee machine and a line
of soap, towel and toilet roll dispensers for a large American company. I
still see them in many pub and hotel restrooms around the world. One
night in a pub, I got a bit tipsy and told a stranger in the restroom that
I was part of the design team responsible for the design of the sanitary
dispensers he had just used—he gave me a very funny look!
However, doubts blurred my thoughts, even though industrial design

is a beautiful profession. The guys that work at Pininfarina designed
Ferraris, the girls at Philips Medical designed life-saving devices, Gaudi
designed the Sagrada Familia church in Barcelona. And I was designing
toilet roll dispensers. Maybe I was on the wrong track in my career? It
was time for another change and fate was going to help me find it.
Chapter 3 584
1999: Travelling
My contract at the agency ended unexpectedly and I was free. I bought
a backpack and sturdy boots and took off for a year of travelling in Latin
America. Travelling is about connecting to people of other cultures, ex-
changing information and making this world a little smaller, moving to-
wards the Global Village. I found it very refreshing to have this year off
and to use other parts of my brain (and body). For most of us, working
means sitting in an office chair, staring at a computer screen. Travelling
is intellectually less demanding, but mentally much more so. Apart
from trying not to get ill, most of the day was spent trying to figure out
bus timetables, finding a place to sleep and drinking Cuba Libres with
locals and other travellers. Information was hard to obtain. On the
Android smart phone that I use nowadays, I can find travel information
in ten seconds that took me half a day to figure out in Nicaragua on the
road.
This lack of information initially made me feel uncomfortable, but after

a while, I started to embrace it. It made me live more in the present, it
made me feel more and think less. Did you know that your IQ drops by
20% or so after a few months of backpacking? I got slower as well; if no-
body expects you to be fast, why would you want to be fast? Rushing is
passed on from one person to another. I am not sure whether I started
this adventure to find out what I wanted to be doing or just because it
was fun. It should have been the latter, because the last thing you do
when you travel is think about the future. This is a myth; travelling is
a great way to spend your time, it feeds all the senses and makes you a
more tolerant, open-minded and independent person, but the last thing
you get out of it is a sense of destiny. You simply are too busy enjoying
life to think about anything other than the present. Perhaps that is the
best thing travel can give you.
At the end of my trip, I ended up for a couple of months in Quito,

Ecuador, and I liked it there so much that I briefly thought about stay-
ing. I really enjoyed doing stuff without too much planning, enjoying
Chapter 3 585
moments as they came and not worrying too much about the future.
There, I just walked over to a friend’s place and we would hang out all
day because none of us had planned anything. However, I realized soon
enough that trying to find a job in my field was not that easy. Only very
few companies employed designers; perhaps back then, design was still
a first-world “luxury” profession. Nowadays, this has changed and Luke
Wroblewski wrote a great article about the shifting role of design in his
blog6.
Eventually, my money ran out and I noticed I was close to becoming a

hippie. Unemployment, poverty and free love; my parents had warned
me before. It was time to go home, another black-hole experience, and I
needed to find a new challenge fast.
However, I had no intention of going back to industrial design. My trip

taught me at least one thing, and that was that the world needed some-
thing bigger. The Global Village term was coined—it wasn’t me who
had coined it, but I wanted it badly, mainly because I had experienced it
firsthand. Together we are strong, cross-border and cross-culture, and
above all we did not need more injection-molded plastic products on
Pacha Mama, Mother Earth. So I said “yo quito” (Spanish for “I quit”) to
my friends in Quito and returned to the Netherlands.
2000: Consulting
I liked the “e” in e-business, however I did not like the “we are the dot in
the dot com” that Sun used in their commercials. IBM’s marketing peo-
ple had invented e-business with the quirky red e. IBM has always been
good at marketing obvious technology using fantastic names, and years
later, they would introduce On-Demand business. Did I choose this
company for their brand identity? Perhaps I did, but once again, trust
your intuition and choose what feels right, interesting or just because
6. “The Shifting Role of Design”, Luke Wroblewski (2006), http://www.

lukew.com/ff/entry.asp?415
Chapter 3 586
it makes you feel something. If everyone thought too much about deci-
sions and listened to ‘sensible’ people, we would all end up as account-
ants at Deloitte.
It was a chilly autumn morning, and I was about to go on a week-long

survival tour in Belgium in little groups of young and eager trainees in
the IBM Foundation, which was another catchy term that meant train-
eeship. They made us walk the wrong way in the rain and gave us just
too few wooden sticks to make a decent tent, so we had to be inven-
tive, work together and learn about roles, leadership and more of those
delights derived from modern management and psychology literature.
Of course, we were all clueless, drank too much and became great
buddies. This is exactly what I needed, to start from scratch in a new
environment and in a new domain with a lot to learn. I can strongly
recommend traineeships to young people; they make you learn stuff
that will help you for the rest of your career. Really, not everyone wants
to become a manager, but learning about working in teams effectively,
understanding your strengths and especially weaknesses, and know-
ing how to convince a customer of your great ideas are fantastic skills.
Most companies want their people to be productive from day one, but
forget that teaching them the softer skills will pay off in the long run.
Later on, they even let me do a Zen meditation course at their expense.
Kudos to IBM.
IBM or not, it was clear from day one that I was here to design Global
Villages and not to program or sell software. I did not really think it
through, but sometimes you just need to be lucky, and I learned that
the same month I joined, a new department had come to life; IBM’s
Digital Marketing & Interactive Branding or was it Digital Branding
& Interactive Marketing? I couldn’t care less about the naming this
time, but knew I needed to become part of this team. They had hired a
dozen agency web designers. This was the league of Macs, black turtle-
necks and flashy trainers. Here, the first distinction between the pure
creatives (Mac G4 computers) and the analytical folks (IBM ThinkPad
Chapter 3 587
laptops) was made. I hated being tied to a desk, so I stuck with my

ThinkPad. Well, to be honest, they probably would not have given me
the Mac G4 anyway, as I wasn’t hired as a creative and I didn’t wear
black turtleneck jumpers. It is very hard to lose a label and I have always
walked on the border between creative and geeky; in either world I was
seen as belonging to “the other
side”. I have always enjoyed this, To design well you need to be in
as it makes people more open to the middle with an open mind
share, less inclined to compete, and a humble attitude.
and more respectful. I love tech-
nology, software, design and psychology, and in all those domains, I can
point out lots of people who do a better job than I do. But I love to sit in
the middle; after all, to design well you need to be in the middle with an
open mind and a humble attitude.
It was to be expected that an in-house design agency in a mammoth

such as IBM, which isn’t particularly well known for web design work,
was not going to be a success. Money needed to be made and we didn’t.
The Macs were sold and the turtlenecks left and the ThinkPads, along
with their “usability consultants”, remained. Consulting is lucrative, as
customers pay your company for you to do stuff they cannot or do not
want to do. In the case of usability, most of our customers did not know
how to do it, and in those times, consciousness about the importance
of well-designed and usable digital products had grown to a new high.
IBM has always been great at delivering back-to-back solutions, and
almost all of them, apart from hardware sales, were about applications
and sites. IBM was, or maybe even still is, the largest producer of soft-
ware. In the years to follow, I was dragged into a plethora of different
projects, ranging from intranets, webshops and in-house applications
to e-learning. Here, I was able once again to confirm that, in the de-
sign domain, knowledge is inferior to knowing how to apply a design
process and understanding the mechanics of political forces in client
projects. For the latter, I could tap into dozens of examples, but I will
Chapter 3 588
try instead to sum up the most common political factors that a designer
needs to be aware of:
It is not always about creating the best-designed product. Not all cus-
tomers are alike; some want you to come up with a solution that is not
necessarily good for the user but satisfies other requirements. Some
projects are not even meant to succeed, and sooner or later, you will be
asked to work on one; the trouble is, these projects are not going to do
you any good. You will be forced to deliver design work that does not
meet your standards, meaning that it will be essentially useless for your
portfolio. You will even be held responsible for bad design at a later
stage, when the evil forces have disappeared and nobody remembers
anymore why decisions were
taken. The best thing to do is It is the responsibility of a designer
to stay out of these kinds of to always fight for the user’s rights.
projects. If you cannot, then
make sure that you bring forward the right solution at least once. It is
the responsibility of a designer to always fight for the user’s rights. If
that battle cannot be won, make sure both client and project executives
know that you have tried to save the project and then get out as soon as
possible!
User experience is mentioned in the project plan only in order to tick

the box. The symptoms are easy to spot; project executives talk more
about “usability” than design or the allotted time frame for the actual
design work is very short or placed in the wrong phase of the project.
This last symptom is a leftover of the old-school usability practice
where usability meant usability testing and it normally was planned
after most of the coding was done. Usability testing is as important
as it ever was, but as our domain broadened, sufficient time should
be reserved in early stages of projects for thorough UX design. If you
find yourself in a tick-the-box-for-UX situation, then you are in trou-
ble. Chances are that you really want to do the project, and probably
estimate that if you work really hard, you can pull off half-way decent
Chapter 3 589
design work. In fact, you cannot really score here because you should
not be doing half-way decent design work. You should be doing kick-
ass design work. This is the conundrum, if you say no to the project,
the final solution will be even worse, because they need you badly. Well
dear readers, this is the life of being a user experience consultant. In
fact, there is no conundrum, as you should take responsibility and still
try to save the project. However, after having tried, get out as soon as
possible.
The worst-run companies normally use the most consulting hours.

This means you can stretch these assignments, because badly-run
companies are normally also bad at managing projects. The public sec-
tor is a great example. I was asked to join a vast, prestigious project for
the British government somewhere in the North-West of England for
a couple of months. These kinds of assignments are always great fun,
as large teams of international consultants are flown in to a place far
away from home. Normally there are way too many consultants, which
makes it easy to relax and enjoy life outside office hours. A bit of sum-
mer camp or student life, only now someone is paying for your drinks
(the English taxpayer in our case). To cut a long story short, this project
had all the symptoms mentioned above. The user experience of our
e-learning solution was terrible and I was brought into the project too
late. The users were hardly involved and there was no time to take a
step back. I tried to convince the people in charge by doing a heuristic
evaluation and creating a strategy for a redesign, but the customer had
signed off on the first phase already, so it was all too late. So I ended up
producing terribly unusable e-learning material in Flash for almost a
year. The reason why I did not get out as soon as possible was that we
were working in a great team with common goals. Sometimes as a de-
signer you should put your selfish portfolio focus aside and work for the
team. I even believe that in the end, although wildly exceeding time and
budget, the project was a success for everyone. It is not always about
creating the best-designed product, but you should at least try!
Chapter 3 590
After this project, I decided that this had been my last project in busi-
ness consulting. It was time to move back into serious, pure design
work. It was time to sink my teeth into some highly complex, important
and geeky products that needed deep thinking. No more web design,
no more B2C and no more consulting. Everybody is a web designer,
consultant and works in B2C. I was going to design B2B, Java, boxed
software.
2004: Designing Software

It was a mystery to me why they had hidden Europe’s biggest IBM Lab
in a town called Böblingen, close to Stuttgart in southern Germany,
in a region that wasn’t known for its cheap labour. Hang on; did I just
say cheap labour? Why would that be important? Well, the funny thing
is that nowadays, software design is almost instantaneously associ-
ated with cheap labour. We think about Asia or Eastern Europe, where
hordes of bright young graduates are eager to work for half the money
earned in southern Germany. Employing 1800 people in one of the
most expensive regions in Europe sounds insane, but it wasn’t. The
Stuttgart region has a very high level of education and its people are
hard working, disciplined and inventive. It is no wonder that it is also
the home of Mercedes Benz, Porsche, Bosch and Hugo Boss. According
to the numbers, the IBM Labs in Böblingen had been the most produc-
tive lab worldwide and there were no plans for off-shoring its projects,
in spite of the costs. This is an interesting fact, as it clearly shows that
costs for certain types of activities are not so important. Software de-
sign is something that is extremely complex and it is very hard to get
right from the outset, to maintain it in such a way that it stays right,
and to be able to extend it, keeping it right during its lifetime. The cost
of the initial design and development work is very small compared to
what can be won (or lost) during the product lifecycle. Good engineers
and designers can determine a company’s success and are therefore
worth every Euro. If ten engineers work on a product for a year, and
each of them costs 100,000 EUR (including all overheads), it means that
you can launch a new piece of software for 1 million EUR. That sounds
Chapter 3 591
like an awful lot, but is it really? Software mass production basically

means burning a CD or hosting an FTP site—reproduction costs are
close to nothing.
It is interesting to compare this with consultancies or most agencies.

Knowledge is sold by the hour, so the margin is the gap between the
designer’s salary and what is charged to the customer. Here, keeping the
salary as low as possible is crucial for the profitability of the company.
The most money is made by deploying many lower level consultants
and only few higher level ones, as their salaries get closer to or exceed
the charged fee.
As a user experience architect, I worked in the IBM DB27 Information

Management team on a piece of software that monitors the perform-
ance of databases and alerts the user when things are not running as
they should. Database performance monitoring is crucial in almost all
large e-businesses, and the performance of a database has a huge im-
pact on the end-user’s user experience; monitoring and fine tuning its
performance is necessary to avoid user dissatisfaction.
The Lab was a great place to work; it was all very different to the en-
vironments I had worked in before. Both in geographical and organi-
zational terms, we were working
in the sort of isolation that you I learned that for great ideas in
would not find in many other research and development, you
product organizations. Tucked need to withdraw into
away in the forests of southern isolation sometimes.
Germany, where squirrels hopped
around in the garden, I could tinker all day and ponder the best solution
without too much involvement of customers, sales and marketing folks.
7. DB2 is one of the families of relational database management sys-

tem (RDBMS) software products within IBM’s broader Information
Management Software. http://en.wikipedia.org/wiki/IBM_DB2
Chapter 3 592
This may sound unnatural, as user experience is all about involvement

of stakeholders and working in cross-departmental teams, but here is
where I learned that for great ideas in research and development, you
need to withdraw into isolation sometimes. Too much involvement of
the external world at times is a distraction. Obviously, I had to reach
out to our user base to verify our assumptions, but first and foremost,
our ideas were developed internally by our own engineers and design-
ers, and everyone else had to take a back seat. Most enterprises that
design and build products have separate R&D organizations for the sole
reason of maximizing the productivity of their smartest product people.
Dispersing them throughout an organization would only result in me-
diocre and watered-down products. Having said that, the risk of prod-
uct development in labs is that the focus can easily become too internal.
Building something just because technology allows it should never be
a reason to build it. Now this is where user experience people can add
tremendous value. With their natural external focus, ability to under-
stand users and fight for the users’ needs, they can help development
teams deliver products that not only showcase technical excellence but
also delight users and satisfy market needs. We are talking about suc-
cessful products.
My tenure lasted almost three years and we managed to greatly improve

the user experience of our product. The most notable improvement
was that we shifted from a report style to an interactive, dashboard
style user interface. Users do not need to know when things are going
well; they need to know when things go wrong or—perhaps even more
important—need to know when things will go wrong in the future, if
no measures are taken now. This is about trends that humans cannot
detect, but computers can. Going down that route, I conceived an idea
that I thought was very obvious, but had not been thought of before.
The idea was about how to determine which problems of badly per-
forming databases should be fixed now, later or never, and how to pri-
oritize them. You should be fixing the important problems before they
do their damage and leaving irrelevant or non-urgent ones as they are.
Chapter 3 593
Sometimes, they may even just go away after a while. Colleagues at IBM
Research in India were very excited and offered to elaborate the mathe-
matics behind the idea, and together we eventually turned this idea into
a patent. When I read the final patent document, I have to admit that I
did not understand much of it anymore. For me, this is a great example
of how designers and engineers need each other and how design think-
ing and scientific thinking can be very powerful when combined.
Life in Stuttgart was very comfortable and so was life in the Lab. This
made me decide to leave both, because when things are getting too
comfortable, you risk becoming too soft. I also think that as a user
experience designer, or designer in general, you need to change focus
once in a while. This can be another product, organization, market
or medium. I believe that a designer’s speciality is design and nothing
else. You can become an expert on a subject if you work for years on
the same product or in the same market, but it will be hard to reach
the same level of domain expertise of your colleagues in, for example,
product management. If you
feel that you enjoy having do- If you want to stay loyal to the
main expertise and that you art and science of design, you
want to influence product de- should not worry too much about
sign on a more strategic level,
domain knowledge, but instead
then a career move from UX
focus on improving your design
to product management is not
all that strange. I have seen skills by taking as many different
this a couple of times and UX design assignments as you can
professionals can become excel- possibly get.
lent product managers. This
is a career path that should be encouraged, because there is a need for
product managers with design and user research skills. If you want to
stay loyal to the art and science of design, you should not worry too
much about domain knowledge, but instead focus on improving your
design skills by taking as many different design assignments as you can
possibly get. The best user experience designers I know have worked
Chapter 3 594
in a plethora of different fields and even jobs. Many were architects,

industrial designers or even developers at a certain stage of their career.
Working for an agency or consulting firm can also be a great opportu-
nity to sink your teeth into a lot of different assignments.
My last year in Stuttgart was great. I had built up a great circle of

friends, learned the local language and enjoyed Sauerkraut, Weisswurst
and lazy Sunday afternoons in the beer garden. On top of that,
Germany was hosting the football World Cup. People from all over the
world came to watch their favourite teams play in our city and we par-
tied like it was 1999. Once again, I was not entirely sure, but something
was calling to me for change. The Monday after a leisurely weekend in
Prague, I stumbled upon a job ad for a user experience design position
in that same city. Was it coincidence or destiny once again? I think it
was just me being on the lookout for something new.
2007: Designing for the Web

On New Year’s Day, my girlfriend and I drove with all our belongings in
a chock-full car through a snow storm, to the Czech Republic where my
new challenge was awaiting me. I had been away from the consumer
and from website user experience for too long, so I decided to return.
This was also because I had worked nearly three years in a Java client
application environment, not known for its bleeding-edge GUI technol-
ogy. AJAX technology had become mainstream, and I had the feeling I
was missing out there. Hence my move to Prague, to work for Monster
Worldwide in the newly started product management and design team,
on the user experience for European job seekers and employers.
Let me tell you a bit about user experience and its place in the or-
ganization. User experience is a relatively new discipline, so many or-
ganizations are not sure where to put it on the org chart. I have seen
it sitting in product management, marketing, engineering or even in
a separate cost centre services team. I believe UX is most effective in
a product management team. Product management and UX have a
Chapter 3 595
lot in common, as both strive to come up with solutions for existing

or emerging needs. The main difference is that product management
analyzes the market, the competitors and the opportunities therein,
whereas UX analyzes usage and is responsible for the concrete design
of the solution. On a timeline, product management is normally at the
beginning. Product managers outline a high level solution, sometimes
resulting in nothing more than a textual report and reasons why this
solution would generate a 150% increase in revenue, or why it would
grab global world domination. UX designers take it from there. The
high level solution serves as input for their design work. The phasing
should not be strict and both roles should be involved in each other’s
stages. A UX consultant must be involved in the high level solution out-
line to make sure the user is represented, and to start sketching solu-
tions as soon as the problem is known. In return, the product manager
must be involved in UX design to verify whether the strategic goals are
(still) being met. By no means should product management and UX
compete or have their own agenda. It does not work when a UX team
works on something vague, such as “usability” or “user experience”, as if
these were separate projects.
Another good place for UX folks to hang out is the engineering team.
Especially for more complex products (mostly applications), this can be
a better place than in product management because technical feasibil-
ity and design objectives will need to be negotiated continuously, and
quick iterations, prototyping and agile development require the UX de-
signer to be close to the engineering team.
I was mainly involved in the redesign of the e-commerce site of

Monster Europe. This was as big as a project can get, involving 16
countries, 12 languages, legacy systems, no (real) content management
system, non-aligned regional sales strategies for different markets, and
a sales force that could earn more by selling offline than online. Plus
transatlantic troubles and politics.
Chapter 3 596
This is what I discovered. Many documents are written by analysts and

product managers stating the obvious. These documents can take on
a life of their own, and without early sketching and scenario writing,
they soon become monsters that obstruct any form of creativity. People
have the tendency to describe solutions in terms they know. They also
tend to reuse existing solutions, for example, by looking at an innova-
tive competitor. It is not hard
to understand why many Real ground-breaking innovation
projects fail to deliver what needs creative thinking—let’s call it
has been hoped for by doing design thinking.
this. Real ground-breaking in-
novation needs creative thinking—let’s call it design thinking. For this,
problems, requirements and solution directions need to be captured
in an abstract way. The next step is then to diverge and create as many
ideas as possible, and at the end of this stage, the best ideas (in regard
to the initial requirements) are then selected to be detailed in the next
stage. I have seen too many product definition documents that stated
the need for a configuration wizard, or a product catalogue, where es-
sentially, these two things are concrete solutions for the more abstract
problems of tailoring a product to a user’s needs and finding the right
product. There are other ways to solve these problems.
Normally, when you present a design, you capture the feedback and try
to find consensus during the meeting. If there are too many require-
ments and topics to discuss, it is simply impossible to find consensus on
the spot. The project had so many stakeholders and so many conflicting
requirements that I chose to make my life easier by designing a require-
ments management tool to support the decision making. Every week,
a day or two before the design review meeting, I sent out the design
work with a spreadsheet in which the stakeholders could rate require-
ments, ideas or features, using a limited number of credits. The three
variables were user value, technical ease and business value. This really
sped up the decision-making process, because the reasons why certain
ideas were chosen or abandoned were now transparent and democratic.
Chapter 3 597
I simply eliminated the risk of getting “design by committee” by always

applying hypothetical designing. Simply put, the designer creates the
initial ideas based on incomplete requirements or information. The
committee gives their feedback and the designer iterates that feedback
into an improved or totally different design. This way, you keep the
committee from designing and you avoid ending up as a spreadsheet
manager. Don’t ask what they want, but come up with ideas and ask
them what they think of them.
Unfortunately, the European product and design centre was short lived,
and after 18 months, most of it was moved back to the United States
and the European team was laid off. I found myself forced to look for
yet another challenge. The Czech Republic isn’t the best place in the
world for user experience work so I looked abroad.
Good old England—Bristol it was this time. I was hired as a contrac-

tor to work on the future user experience of Nokia’s music download
service for both web and mobile platforms. The design team at Nokia
Music is highly creative, and is efficient at working together with prod-
uct management and engineering. Nokia has a strong track record in
producing desirable, usable products and Nokia Music is no exception.
I found it a delight that at Nokia, design drives product innovation and
the focus is relentlessly on the user and his experience. I had the op-
portunity to spend a day with the people at IDEO working on ideas for
the Nokia Music experience. Their out-of-the-box thinking and way of
working are truly refreshing. Everything they do is visualized, and their
main deliverables are quick sketches and post-it memos on the wall. At
first, I wondered when the “design document” would be delivered, but
eventually I realized that their strength is in the early stages. IDEO de-
livers raw ideas, leaving lengthy document writing to others.
In spite of a great team, an attractive product and interesting design

work, I decided I could not stay in Bristol. The rain, the rain, this is
England and not Spain. One night in July, after some freezing hours of
Chapter 3 598
after-work drinks in the back garden of our local pub, I got back home
and a higher power drove me to the career site of my previous em-
ployer. I entered the magic keywords User Experience Spain in monster.
co.uk and 6 weeks later, I landed in sunny Barcelona.
2009: Starting Up
Not obstructed by any prior knowledge, I made my way into ERP8 land
and started at Openbravo. I had heard the term Enterprise Resource
Planning before, through the commercials of a company called SAP. I
associated SAP with complex, expensive software that allows consult-
ants in blue suits to overcharge their clients for customizing a standard
offering during lengthy assignments, only to do the same thing all over
again with the next upgrade. That smelt like customers and users in
need, and I felt responsible for saving them from all the evils of ERP.
Openbravo was open source, web based and focused on small-to-me-
dium businesses, and the company wanted to avoid becoming yet an-
other ERP monster. Brave as I sound, I have to admit that the location
of the company, in sunny Spain, also played an important role in my
enthusiasm.
Quite a shock after Monster and Nokia Music, I was back in the geek
zone of highly complicated Java business applications. Powerful soft-
ware and a user experience with lot of room for improvement, this
sounded like a great challenge! This, combined with the fact that
Openbravo ERP is open source, makes it such an interesting product to
work on. I had never worked in open source and quickly learnt that it is
heaven for user feedback. In open source development, you work with
a community of business partners, end-users and developers and eve-
rything you do is shared with the community; user feedback had never
8. Enterprise resource planning (ERP) is an integrated computer-based

system used to manage internal and external resources including tangi-
ble assets, financial resources, materials, and human resources. http://
en.wikipedia.org/wiki/Enterprise_resource_planning
Chapter 3 599
been so easy. At the proprietary software companies I had worked for

before, obtaining user feedback always required non-disclosure agree-
ments to be signed by the participants, closed doors and secrecy. After
all, the competition is always watching! In an open source project, you
can just share all your ideas, design work and lines of code with the
external world and ask them for feedback. It feels like working in a fish
tank, as everything you do is visible.
The biggest difference between applications such as Openbravo ERP

and websites is very important for user experience designers to under-
stand. Although many applications nowadays run in a browser, there
is still an essential difference between sites and business applications.
Sites are visited because users like to visit them, as there is something
there that pleases them. Business applications do not offer that choice.
Users will use it, whether they
like it or not. The company’s The focus of the user experience
management decides to deploy should therefore be on efficiency,
certain software and its users effectiveness, trust and productiv-
are essentially forced to use it. ity. All these factors are directly
Many users spend up to 100%
linked to usability.
of their working day using one
business application. The focus of the user experience should therefore
be on efficiency, effectiveness, trust and productivity. All these factors
are directly linked to usability. You don’t have to tease your users, you
should please them!
Openbravo is still a start-up, but has grown quite big already. This is
also where The Innovator’s Dilemma becomes relevant. As a company
grows bigger and the product more mature, sooner or later the ques-
tion comes up as to whether you should please existing customers or
focus on getting new ones. Especially in the world of ERP software,
existing customers are very important because ERP software can easily
become software for life, due to its high investment in implementa-
tion and customization. We are now at the stage where we realize that
Chapter 3 600
you cannot please everyone and that the focus should be on the core
features and getting them right. Forget about the rest. Take things out
and downsize. Has this not been the determining success factor of
many Apple products? During the introduction of iTunes, Steve Jobs
was bombarded with questions from the audience asking him whether
iTunes had this and that feature. He admitted that most of these fea-
tures were not there, but he also added that this was all intentional. If
they had built in all these features, iTunes would have become unus-
able. My 1984 Cat Sensor had one on-and-off switch. The light sensor
was positioned behind a transparent part of the housing, and all other
parts were obscured. This was so my Mum always knew which side to
position against the window. Less Is More, Form Follows Function and
Mums Without Manuals—keep these three things in mind and our cats
won’t get wet.
2010: Contemplating the Future

When I made the switch nine years ago from product design to user
experience design, I never expected that our discipline would grow
so enormously. But it is not difficult to see why this has happened.
Technology evolves at a startling pace, much faster than human beings
evolve and has become increasingly complex. Technology has become
more and more dominant in our lives and most of the people in more
developed countries spend a ridiculous number of hours every day
interacting with it. Almost everybody I know interacts with software
nearly the entire working day, only to switch to playing with their
mobile phone, driving their car or socializing on Facebook at home.
All these activities are user experiences, and someone needs to design
them. Unless we see a retro trend appearing, moving us back to more
slow-living lifestyles with less technology, I can only see technology
becoming more and more important in our lives. We, as user experi-
ence designers, will play a key role in shaping how people will interact
with that technology. We can make people’s lives easier, safer and more
enjoyable. This is a responsible job but it is also a privilege. I enjoy what
Chapter 3 601
I am doing. Once I read “If you enjoy what you do, you never have to
work a day in your life”, and I can fully agree with that.
Chapter 3 602
About the Author

Rob Goris is User Experience Architect at Openbravo (Barcelona, Spain)
dedicated to designing a world class open source business application
that will improve the quality of life of thousands of users and possibly
will also stop global heating. When he is not doing this, he spends his
time mostly windsurfing, snowboarding, hiking and playing beach vol-
ley ball.
Web: http://openbravouxlab.blogspot.com
Twitter: robbie_g
LinkedIn: http://es.linkedin.com/in/robgoris
Chapter 3 603
UX Storytellers
http://uxstorytellers.blogspot.com
Index
Symbols Atlanta 515
Aucella, Arlene 402
3D 580
Austin 501
A Australia 333, 549
Aaron Marcus 86 AutoCAD 581
Abductive reasoning 209 Automotive 236
ACM 86 Axure 357
Adaptive Path 566 B
Adobe Flash 117
Bangalore 265
Adobe Photoshop 115
Bangkok 502
Aeron Chair 536
Barcelona 571, 599
Agile Manifesto 383
Bates, Marcia 328
Alarm Clock 83, 577
Bateson, Gregory 33
Allchin, Jim 50
Bauhaus 145
AltaVista 50
BBC 505
Amazon.com 503
BBDO 505
Ambient Insight 59
Beatson, Ken 161, 178
Ambler, Scott 73
Beetlemania 183
American Film Institute 59
Belam, Martin 176, 349, 360
American Film Institute (AFI) 47
Beltway Bandits 105
Anderson, Chris 300
Berkeley 197
Annie Hall 47
Berlin 113
Apocalypse Now 47
Bias, Randolph G. 403
Apogee 422
Blanchard, Kenneth 474
Apple 510
Böblingen 591
Archimedes 145
Bogaards, Peter 187
Aristotle 105
Bookmarklet 340
Arnell, Peter 517
Boonmarlart, Umyot 501, 513
Association for Computing Ma-
Borås 423
chinery 86
Bosch 591
Index dcvii
Boston 26 Cultural Probe 334, 335
Bowles, Cennydd 289, 295 Customer Experience Labs 361,
Bowman, Doug 57 369
Boxes and Arrows 290 Cycosmos 184
Brau, Henning 233, 242 Czech Republic 595
Brighton 289 Czech Technical University 79
Brignull, Harry 356
D
Bristol 598
Buffet, Warren 122 Dallas 472
Dante, Joe 47
C
Danzico, Liz 187
Canada 449 Daumal, Sylvie 89, 101
Cassell, Justine 538 Definition of Done (Agile) 389
Center for Plain Language 111 Denmark 309
Charlotte 407 Design by committee 598
Check Republic 77 Design Thinking 579, 594, 597
China 419 Detroit 249
Christchurch 161 Dial2Do 341
Clearleft 289 Digital Design 567
Coca-Cola 532 Dilbert 165
Cockburn, Alistair 385 DIN EN ISO 9241 242
Code Talking 30 Divisional Vision Award 59
Commodore 64 575 Dogbert 165
Commodore C64 451 Dostoyevsky, Fyodor 299
Concept Model 313 Dray, Susan 399
Connecting the Dots 568 Drugs 38
Content Management Profession- Duff, Wendy M. 324
als 59 Duke Razorfish 89, 101
Coombs, Tom 176 DUX2003 209
Cooper, Alan 115, 122, 152, 303 DVD player 64
Copenhagen 309
E
Copernicus 50
Cottong, Sylvain 99 Eastwood, Clint 122
Creative Good 247 Ehrlich, Carrie 400
Elledge, Mike 257
Index dcviii
Eskenazi, Jay 361, 369 General Motors 537
Ethnographic Research 334 Germany , 113, 233, 371
Etre Ltd. 545 Gervais, Ricky 528
EuroIA 98 Godin, Seth 124, 247
EuroIA Conference 194 Goris, Rob 571, 603
Euro RSCG Duesseldorf 506 Gremlins 47
Expedia, Inc. 369 Griffin, Simon 527, 545
Expert Review 496 Grounded Theory 345
Grudin, Jonathan 400
F
Guerrilla Usability Testing 42
FatDUX 432 Guerrilla User Testing 351
Feature (Agile) 388 Guinea Pigs 529
Finland 379
H
Finnell, Mike 47
Flamenco 230 Haller, Thom 103, 111
Focus Group 530, 217 Halo Effect 312
Focus Pocus 537 Halvorson, Kristina 330
Foley, James 402 Hamburg 179
Form Follows Function 601 Hamsun, Knut 299
France 89, 25, 561 Handicap (Game Design) 457
Frankenstein 166 Hanley, Margaret 95
Frankfurt 114 Hello Group 309
Freeman, Morgan 172 Helsinki 420, 379
Fritz Hansen 311 Heron of Alexandria 145
frog design 501 Hildebrand, Gert 262
F-Secure 379, 391 Hinton, Andrew 431, 415, 407
FTP 31 HIPPO 495
Furnes, George 54 HITS 54
HMD (Head-mounted Dis-
G
play) 235
Gaffney, Gerry 422 Hobbs, Jason 44
Garcia, Jerry 46 Honda Civic 255
Garrett, Jesse James 52 Honeywell Information Sys-
Gaudi 584 tems 398
Gel Conference 247
Index dcix
Hong Kong 419 Jones, Piers 353
Hugo Boss 591 Jönköping 423
Human Factors 398 Jonsson, Erik 123
Human Factors Psychology 398 Journal of Information Architec-
Hurst, Mark 54, 243, 247 ture 432
Juhl, Louise 315
I
Jursa, Jan 113, 126
IBM 586
K
Icon Media Lab 186
IDEO 568, 579, 598 Kahn+Associates 25
ID Media 182 Kahn, Paul 25, 35
India 433, 265 Kalbach, James 179, 194, 328
Info.Design 103, 111 Keirnan, Timothy 249, 264
Information Architecture Institute Kelway, James 309, 320
(IAI) 59, 194, 432 Kennedy, Patrick 549, 559
Information Design Journal 204 Khalil, Chris 333, 347
International Journal of Human- Kiev 283, 288
Computer Interaction 204 Kiljander, Harri 379, 391
ISO 13407 121 Kleinberg, Jon 54
Italian IA Summit 432 Knight, Michael 69
Interaction Design Association Kolb, Bernd 183
(IxDA) 210, 221, 282
L
J
LaPiere, Richard 528
Jason Hobbs 37 Las Colinas 465
Jessee, McGarrah 507 Lay, Ken 517
Jiri Mzourek 77, 88 Light Dependant Resistor
Jobs, Steve 601 (LDR) 573
Johannesburg 37 LeftClick 161, 177
John Cage 31 Lenk, Krzysztof 34, 35
John, David St. 223, 232 Less Is More 601
Johnson, Catherine A. 324 LexisNexis 179
Johnson, Simon 356 Lifestream 337
Johnson, Spencer 474 Linux 381
Jones, Colleen 515, 525 Little Big Planet 430
Index dcx
Loasby, Karen 95 Microsoft 50, 51, 369, 371
Lombardi, Victor 187 Microsoft Information Archi-
London 349, 473, 527 tects 59
London IA 175 Miller, Herman 536
Lost 508 Mingasson, Matthieu 561, 569
Lovinger, Rachel 330 MINI Cooper 252
Lucky Luke 382 Monster Worldwide 595
Lucky Strike 284 Morae 344
Lunar Mission 335 Morville, Peter 94, 122, 328
Lutsch, Clemens 371, 377 Murthy, Sudhindra V. 265, 282
M N
Macquarium 407 Nacke, Lennart 449, 463
Madrid 127 Net Beans IDE 80
Maemo 380 Netherlands 572
Malouf, Dave 205, 221 NetLife Research 297
Mantei, Marilyn 402 Netscape Composer 166
Marcus, Aaron 197, 204, 402 New Delhi 433
Marijuana 40 New Delhi UX Book Club 447
Maslow, Abraham 583 News Digital Media 333, 347, 549
Mayhew, Deborah J. 393, 405 New York 243
Mayhew Lifecycle 66 New Zealand 161, 178
Mazda 257 Nielsen, Jakob 115, 186, 386
McCollough, Malcolm 55 Nielson, Jakob 152
McGovern, Gerry 300 Nokia 380, 598
McGrane, Karen 187 Nokia 2110 381
MeeGo 380 Nokia 6110 382
Melbourne 333 Nokia E61i 420
Memmel, Thomas 61, 76 Nokia N900 381
Mental Model 345 Norman, Don 282
Mercedes Benz 591 Norman, Donald 577
Mere-Measurement Effect 541 Northern Lights 50
Meyer, Marissa 522 Norway 297
Michigan 249 N|P|K 584
Index dcxi
O Pressman 152
Priming 541
Ogilvy Interactive 561, 569
Proctor and Gamble 532
Openbravo 571, 599
Pro/ENGINEER 580
Osipenko, Gennady 283, 288
Oslo 297 R
P Raging Bull 47
Rautela, Abhay 433
Page, Larry 53, 58
Razorfish 186
Paper Prototyping 490
Reiss, Eric 98, 123, 428
Paris 89, 25, 561
Resmini, Andrea 423, 432
Parma 426
Rettig, Marc 51
Parmigiano 426
Revilla, Olga 127, 141
Passini, Romedi 32
Rocky III 47
Patton, Jeff 386
Rolling Stone Magazine 562
Pauling, Linus 564
Rønjum, Eirik Hafver 297, 307
Paul Kahn 25
Rosenbusch, Andrea 321, 332
PepsiCo 532
Rosenfeld, Lou 122, 328
Perpetual Intermediate 115
Rubin, Herbert and Irene 534
Persuasive Design 282
Rushkoff, Douglas 247
Petersen, Thomas 314
Pew, Dick 402 S
Philips Design 581
Sapient 265, 282
Philips Medical Systems 581
Saskatchewan 449
Piaggio 148
Saturn SC2 250
Pininfarina 584
Savannah 205
Pittsburgh 421
Savannah College of Art and De-
Polar Bear Book 186
sign 205, 221
Polit, Kay 538
Scandinavian Design 319
Poltergeist 47
Scrum 384
Porsche 591
Seattle 223, 361, 45
Posterous 340
Series 60 382
Post Probe Interview 343
Serious Games 458
Prague 595, 77
Sex 38
Prague ACM SIGCHI 86
Shalit, Ruth 538
Index dcxii
Shedroff, Nathan 116 T
Shniederman, Ben 399
Taleb, Nassim Nicholas 124
SIGCHI 86
Tasmania, Australia 162
Silverback 351
Technical Writer 226
Skinner, Burrhus Frederic 394
Terry, Phil 247
Skrobe, Robert 465, 472
Thailand 502
SlideShare Web Accessibility
Thaler, Richard 543
Group 447
The Fun Theory 453
Smith, Raoul 402
The Guardian 349
Soft Capabilities 438
The Howling 47
Software Usability 398
The Innovator’s Dilemma 600
Solle, Matthew 176
The Long Neck 300
South Africa 37
Think-Aloud 228
Spain 127, 571
Travis, David 473, 499
Special Interest Group in Com-
T-Systems Multimedia Solu-
puter Human Interaction 86
tions 113
Spielberg, Steven 504
Tumblr 340
Spool, Jared 186
Stakeholders 436, 437 U
Star Wars 47 UK 289, 349, 473, 527
Stein, Robert 91 Ukraine 283
Stephenson, Frank 262 Ulm 233
Storytelling 48 United Artists 47
Stuttgart 591 University of Borås, Sweden 432
Sun Microsystems 80 University of Washington 52
Sunstein, Cass 543 Unterschleißheim 371
Svarre, Peter 312 UPA, German 242, 377
Sweeny, Marianne 45, 59 Usability Professionals Association
Swing Shift 47 (UPA) 157, 419, 465, 472
Switzerland 61, 321 USA 197, 223, 243, 249, 361, 515, 45,
Sydney 333, 549 103, 205, 393, 407, 465, 501
Szuc, Daniel 419, 422 Usability Engineering Lifecy-
cle 402
User Experience Design 566
Index dcxiii
Userfocus 473, 499 Z
User Pathways 320
Zeix AG 321
User Stories 384, 388
Zuerich 61
UUCP 31
Zurich 321
UX Bookclub 176
UX Bookmark 447
UX Design Manifesto 385
UX in Games 451
UX Quotes 447
V
Vakgård, Lasse 313
Veltman, Kim 325
Video Recorder 577
Vizooal 207
W
Wang Labs 400
Washington 103
WebExpo 85
Weinstein, Paula 47
West Tisbury 393
Wheeler, Paul 175
Women in Digital Journalism 59
Wong, Jo 420
Wordpress 340
World Usability Day 86
Wright, Steven 124
Wroblewski, Luke 586
Wurman, Richard Saul 34, 50, 106,
122
Y
Yentl 47
Young, Indi 168
Index dcxiv
In this free eBook, UX Storytellers - Connecting the
Dots’, 42 UX masterminds tell personal stories of
their exciting lives as User Experience profession-
als.
The book brings together authors from around the

world who paint a very entertaining picture of our
multifaceted community.
Whether you’re a usability pro or a student of in-

teraction design, whether you’re a senior informa-
tion architect or a junior UX designer, you will find
42 entertaining stories in this book told by leading
experts from all over the globe.

UX Storytellers

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Aaron Marcus

Book layout by:

All stories © 2010 by their respective authors.

Jan Jursa 113

Olga Revilla 127

Sameer Chavan 143

Ken Beatson 161

James Kalbach 179

Aaron Marcus 197

Dave Malouf 205

David St. John 223

Mark Hurst 243

Timothy Keirnan 249

Sudhindra V. Murthy 265

Gennady Osipenko 283

Cennydd Bowles 289

Eirik Hafver Rønjum 297

James Kelway 309

Andrea Rosenbusch 321

Chris Khalil 333

Martin Belam 349

Clemens Lutsch 371

Harri Kiljander 379

Deborah J. Mayhew 393

Andrew Hinton 407

Daniel Szuc 419

Andrea Resmini 423

Abhay Rautela 433

Lennart Nacke 449

David Travis 473

Umyot Boonmarlart 501

Colleen Jones 515

Simon Griffin 527

Patrick Kennedy 549

Matthieu Mingasson 561

Rob Goris 571

Aaron Marcus, Abhay Rautela, Andrea Resmini, Andrew Hinton, An-

Furthermore, I would like to thank Stephen Köver, Jutta Grünewald and

I want to take this opportunity to thank everybody for encouraging me

Thanks to Sabine Stoessel, Gillian Birch, Gabriele Zenisek, Thomas

Jan Jursa, Editor in Chief

So let’ s say I was extraordinarily talented, at least as a little child, and

I remember coming home from conferences and recalling the anec-

Yes, these were the kind of stories I wanted to collect. The UX

Coming from London and working as a freelance translator (German-

Dear authors: I salute you.

Moreover, a special thank you must be said to all the non-English

This book is available as a free eBook on the UX Storytellers blog

And now, enjoy.

Jan Jursa, Editor in Chief

The White Rabbit put on his spectacles.

“Begin at the beginning,” the King said gravely,

I had studied literature and wanted to be a writer. More specifically, I

A friend suggested I could support myself by driving a taxi. The taxi

In some major US cities, drivers must pass an examination to prove

I was not a total stranger to Boston. Parts of my family had settled

Then Get Lost

As railroad, trolleys and cars were introduced in the twentieth century,

The ancient mail roads, eighteenth century public thoroughfares that

Listen to the Code Talkers