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