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UXPA Boston 2015 | Discussion Guides Presentation

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UXPA Boston 2015 | Discussion Guides Presentation

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Discussion guides are universal research artifacts and often informed by a diverse range of stakeholders (from researchers to clients). With that many cooks in the kitchen, things are bound to get messy. This presentation introduces a reflection tool that allows researcher to define their rationale for what stays and goes in a discussion guide and to help shape the appropriate research methodology to get you where you need to go.

Motivate Design has effectively used this tool to align stakeholders on the most meaningful discussion points for research; what was in scope and what needed to be considered for future research. This tool will empower you to guide research initiatives toward the right direction.

UXPA Boston 2015

Discussion guides are universal research artifacts and often informed by a diverse range of stakeholders (from researchers to clients). With that many cooks in the kitchen, things are bound to get messy. This presentation introduces a reflection tool that allows researcher to define their rationale for what stays and goes in a discussion guide and to help shape the appropriate research methodology to get you where you need to go.

Motivate Design has effectively used this tool to align stakeholders on the most meaningful discussion points for research; what was in scope and what needed to be considered for future research. This tool will empower you to guide research initiatives toward the right direction.

UXPA Boston 2015

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UXPA Boston 2015 | Discussion Guides Presentation

  1. 1. DISCUSSION GUIDES Getting to Everything BUT the Kitchen Sink BOSTON UXPA 2015 ZARLA LUDIN Director, Insights EMILY CHU Senior Design Researcher MEENA KOTHANDARAMAN Customer Experience Strategist +  
  2. 2. THE GOOD, THE BAD & … is a discussion guide? WHAT Why is it ?IMPORTANT What makes a discussion guide? GOOD
  3. 3. …THE UGLY (and that creates tensions) “Eek. We are doing research. What do we ask?” “So many questions! So little time.” “Is that really the question we should be asking? How do we know?” “We keep on asking the same questions. How do we change that?” “One more focus group. Yay. I’m so excited. (NOT!)” AND MORE. IT GOES ON…
  4. 4. TIME TO REFLECT & BRING CLARITY Re-examine goals and objectives of the study Pause. Identify the realities Design the study to get the data needed … in order to create rationales and frameworks that increase the credibility of doing experience research.
  5. 5. What should a good rationale do? •  Identify the knowns and unknowns that need to be addressed •  Answer “why” and “how” the research will be meaningful •  Compartmentalize learning needs •  Align the team on the direction forward STEP1 ESTABLISH THE RATIONALE Because if your rationale is not documented, it doesn't exist!
  6. 6. Plot all the questions you want answered during a given research engagement. Reflect: •  What do we know about the people and the outcome we hope to study? •  What is the priority: people, or outcome? STEP2 PLOT PEOPLE & OUTCOMES Outcome Needs   KNOWN Outcome Needs   UNKNOWN PeopleNeeds   UNKNOWN PeopleNeeds   KNOWN OUTCOMES What is being created PEOPLE Who its being created for
  7. 7. EXPLORATORY RESEARCH VALIDATION RESEARCH DISCOVERY RESEARCH DEFINITION RESEARCH PeopleNeeds UNKNOWN PeopleNeeds KNOWN Outcome Needs KNOWN Outcome Needs UNKNOWN What else can we do? What works? What doesn’t? What is relevant to people? What should it be? DATA TO INSPIRE DATA TO INFORM STEP3 Bring meaning to your research questions by applying the questions to the framework CLARIFY RESEARCH CONTEXT What quadrants do your questions fall into ? •  Data to inspire? (left) •  Data to inform? (right)
  8. 8. NOW, LET’S TALK ABOUT A REAL PROJECT in the energy sector. S T E P 1   Establish the rationale •  Need a design tool to better understand business customers and how they interact with the utility •  No studies done in 125 years •  Research will be applied to new website design S T E P 2   Plot people & outcomes People: Business customers at 3 different levels Outcome Needs   KNOWN Outcome Needs   UNKNOWN PeopleNeeds   UNKNOWN PeopleNeeds   KNOWN What is your relationship with utility? What is your relationship with energy? How do you pay your bill? How do you know you have the right rate? What do you expect as feedback when participating in an energy efficiency program? How should your account be managed to help you go more green? S T E P 3   Clarify research context Data to inform? Data to inspire? •  Both! •  Data to inspire - we needed to learn about the beliefs and expectations of energy and utility •  Data to inform - we needed to understand how people use the website
  9. 9. NOW THAT WE KNOW The research rationale What is known (and not known) about the people and the outcome expected The goal to inform or inspire Lets’ talk about the discussion guide again.
  10. 10. RESEARCH ENGAGEMENT FRAMEWORK EMOTIONS ATTITUDES APTITUDES BEHAVIORS WHAT WE LEARN Feelings, Hopes, Desires, Extremes Motivations, Perspectives, Morals, Histories, Approaches Agency (use of resources), knowledge and skills Triggers, Barriers, Contradictions, Workarounds, Compensation INSPIRE INFORM IMPLICATIONS & OPPORTUNITIES (Life realities, contexts, culture) PEOPLE (Domain, scope, industry) SUBJECT (Products, campaign, communication) OUTCOME How it should speak to the user and how the user should relate to it TONE & PERSONALITY What it should do and how should it work FEATURES & FUNCTIONALITY QUESTIONS & ACTIVITIES START (of session) END (of session)
  11. 11. THIS WILL GIVE BETTER DIRECTION INTO METHOD AND STUDY DESIGN One-on-one, or group? Visual? Theatrical? Verbal? Written? Direct? Or Nuanced? More stories? More activities?
  12. 12. BACK TO THE ENERGY EXAMPLE: The research study culminated in the following design… R E S I D E N T I A L   Focus groups with self- expressive, hands-on activities about nuanced behavior, emotions and attitudes towards energy and the utility B U S I N E S S   In-home interviews, including a home tour, with observation of actual behaviors and aptitudes Contextual inquiry with evocative hands-on activities about business behaviors, emotions and attitudes towards energy and the utility One-on-one interviews, with observation of actual behaviors and aptitudes InspireInspire Inform Inform
  13. 13. CONCLUSION Lessons learned: Better questions lead to better and more credible research outcomes. This framework worked for us. Could it work for you? Understanding what we know (and don’t know) about the people and the expected outcome of the study should not be hidden: SPEAK THE TRUTH! Setting the rationale and scope helps establish a firm foundation for for the research study FIRM FOUNDATION Ultimately – what are we doing? Informing ourselves, or inspiring ourselves? WHAT ARE WE DOING?
  14. 14. WERE YOU SO CAPTIVATED THAT YOU FORGOT TO TAKE NOTES? KEEP A LOOKOUT FOR THIS TALK BY SIGNING UP FOR OUR WEBINAR UPDATES http://bit.ly/motivatewebinars
  15. 15. THANK YOU! #ResearchEngagementFramework Comments or Questions? REACH OUT TO US J   ZARLA LUDIN zarla@motivatedesign.com EMILY CHU emily@motivatedesign.com MEENA KOTHANDARAMAN meena.ko@gmail.com

Notas del editor

  • This is what we’ve all encountered in the past - these are tensions at different levels - and can happen at different parts of the research process
  • Verbalize: document your rationale! if it's not documented, it doesn't exist
  • Does your team tend to ask the same kinds of questions?
  • Clarity in terms of the tiered clients to approach, and which would be “left out” of the study

    for the sake of clarity, talk about how in reality questions will be all over the board. In this example, we helped craft a hybrid method to get at most of these questions. However, sometimes it's better to prioritize a quadrant over another (i.e., maybe you just do a usability test).
  • Take your research questions and use it to craft your activities.

    The discussion guide framework (generative tool): this framework looks at the relationship of outcomes and people together (10 minutes)
    What kind of data is needed?
    Timescale of the data
    Persistent data: data that is more intrinsic and will presumably last over a longer period of time
    Emotions
    Motivations
    Time-bracketed data: data that is attached to realities that might be fleeting or could change
    Aptitudes
    Behaviors
    Focus of the data set - Data to Inspire and Data to Inform
    People: the context of life, culture, social facts, and others
    Subject: the industry in question
    Outcome: the thing provided by the company
    Exploratory filled framework, Discovery, Definition, Validation--color blocks
    Plot sample methods (activities), and mindsets - i.e., emotions + people = ambiguous, abstract, analytical, tangible.
    methods = emotion + people box, might be more self-expression activities like Collage. behavior + aptitude = show and tell.
    you’re gonna need more interpretive power on one side, and more analytical power?
    what are you DRAWN to? Is it because you have a particular mindset? I am more comfortable with numbers, therefore I tend to keep my research in validation.
  • Frameworks are helpful internally, but also to communicate to other stakeholders. Sharing these tools helps us as an industry.

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