ux

Chris Risdon on Orchestrating Touchpoints

by Andy Polaine on April 19, 2014

in General

Whilst I’m at it, here’s a great talk by Chris Risdon from the same conference talking about orchestrating touchpoints. His anecdote at the beginning is priceless. I’m particularly interested in the way he takes the journey as the hub from which everything extends from. It’s service design, but he comes at it from a UX point of view, which tends to focus on the journey at the start. He does a great job of really defining what a touchpoint is as distinct from a channel or a medium:

Smart companies trust people

by Andy Polaine on March 4, 2014

in General, Links

I just backed David Hieatt’s upcoming book, Do Purpose on the crowd-funded publishing site, Unbound. David is a smart guy and a kind of serial entrepreneur. The book explores companies that focus on their purpose. Here’s an excerpt:

Most companies don’t have a purpose. This may sound odd but most people have forgotten why they are in business. The founders are dead. The purpose is no longer there. They think it is just to make money. But making money is a result. It is not the purpose. For me, a business that has a purpose is much more energised. It is the wind for the sailboat. It pushes you and the team on. It is the fuel for the journey ahead.

A lot of businesses fail because they give up. They give up because they never had a purpose so when things get tough, they quit. I would say 90% of businesses haven’t worked out why they are in business. I think it’s vital to do so. It’s important to do so because it gives you great motivation. Understand the why. It’s pivotal to your success. Your team needs to understand it. And sooner or later your customer will get what you are about too.

In a recent blog post David writes about smart companies who understand that most people are good:

For me, I don’t understand bad service. Why wouldn’t you be on the customer’s side? Why would you go to all that trouble to get a customer just to let them walk away? Why would you want a customer just once and not for a lifetime? 99% of customers are good people. Yet, all the rules in place are to protect companies from the 1% who aren’t so good.

The best companies have figured that one at. They have realised most people are good. They give them the benefit of the doubt. Smart companies trust.

As someone involved in service design, this is a question I ask about ten times a day. Germany (where I live) and Switzerland (where I work) tend to have excellent infrastructure, which means things like trains (especially trains) and public services work very well. But they also have terrible customer service when things go wrong, which is the time when you need excellent customer service most of all. I’ve lost count of the times companies have acted unreasonably, even illegally, in order to stick to the point of a contract or terms and conditions. It seems so obvious that you shouldn’t treat people this way, especially paying customers, so why does it happen?

The answer is culture and culture comes from a sense of purpose.

There is a phrase often used by managers in Germany and Switzerland, which is Vertrauen ist gut, Kontrolle ist besser!. It roughly translates as “trust is good, control is better.” It is why organisations still insist on using clunky and useless time tracking tools such as SAP, despite ample evidence that it reduces motivation and job satisfaction and thus productivity. If you can read German, my college, Jan-Erik Baars recently wrote a good post about this (or read the rather average Google translation of it).

This culture of trying to constantly monitor what employees do harks back to the mindset of the industrial age. It might make sense when employees give their physical labour, but their mind is theirs to own, but it makes little sense in any kind of service or knowledge working industries in which the mind-body connection is paramount. That is to say, around 80% of developed nations’ economies. We want to interact with humans, not robots. The irony of this phrase used by corporate managers is that it was originally coined by Lenin.

The worst effect of this culture is the destruction of trust and the cultivation of resentment. If I pay for a product or a service and something goes wrong, I want to be presumed innocent, not treated as a potential criminal out to rip off the company in question. Of course, a tiny percentage of people may try to rip off that company, but the cost of being nice is that some people will take advantage of you.

Germany and Switzerland are cultures that love rules. There is a rule for everything possible, which means there are forever exceptions to those rules. That creates a culture of rule adherence at the cost of empathy and common sense. Companies that turn this on its head do not even have to stretch that far. Simply being reasonable instead of pernickety can feel like a breath of fresh air. Imagine what a customer feels like when they are actually treated pleasantly. It feels so great you want to remain a loyal customer forever and tell everyone else about it. The same goes for employers. Assume your staff are reasonable adults and treat them as such and they’ll be loyal. Treat them as potential thieves who need to be constantly monitored and they will act like thieves and try and get away with as much as possible.

Companies that get this right have a sense of purpose beyond just making money and they usually make money precisely because of this sense of purpose. I’m looking forward to David Hieatt’s book and his take on how to achieve that.

Services that fix services and the inverse experience umbrella

February 17, 2014

I often use air travel as the archetypal example of a multi-channel service that unfolds over time. Modern air travel consists of lots of minor annoyances that aggregate to a massive pain in the arse. When analysed individually, each of these annoyances can be dismissed as something not so bad that customers should be willing […]

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Journeys

October 15, 2012

Journeys is a useful collection of customer/user journey maps on Pinterest from Jamie Thomson. (Via Simon Clatworthy).

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Design research: sorting your shoe walking from your talk talking «

April 10, 2012

Design research: sorting your shoe walking from your talk talking « is a good piece on being realistic about design research and choosing the appropriate method from @skewiff (Mel Edwards). I liked this update of the old cliché: Do I think this is the most overused collection of words in relation to research: “To really […]

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How to tell managers they’re wrong about UX research and still get hired

April 8, 2012

How to tell managers they’re wrong about UX research and still get hired from Dave Travis over at Userfocus. Heard these before? ‘Market research uses hundreds of people. How come you can get answers with just 5?’ ‘Our product is aimed at everyone, so we can use ourselves as users.’ ‘Users don‘t know what they […]

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The Psychologist’s View of UX Design

March 5, 2012

The Psychologist’s View of UX Designis a useful article from Dr. Susan Weinschenk, author of Neuro Web Design: What makes them click?. It really applies to all design, not just UX. Most of it is pretty obvious, actually, but much of it gets forgotten. I came across it on Johnny Holland who summarize it well: […]

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If… Behavioural Heuristics and Design

February 20, 2012

If… Behavioural Heuristics and Design is a excellent, long, but well-explained post by Dan Lockton on behavioural heuristics. Important for designers, because, he argues: There are lots of models of human behaviour, and as the design of systems becomes increasingly focused on people, modelling behaviour has become more important for designers. As Jon Froehlich, Leah […]

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Andrew Hinton describing Path’s failure as a UX failure

February 8, 2012

Andrew Hinton describing Path’s failure as a UX failure: This is in part what some of us in the community are calling the failure of “user experience design” culturally: UX has largely become a buzzword for the first list, in the rush to crank out hip, interactively interesting software. But “business rules” which effectively act […]

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Interview and profile of Dan Saffer

February 2, 2009

Core77 have just posted an interview and profile I wrote on Dan Saffer and hhis new book, Designing Gestural Interfaces. Dan talks about his vision for future devices and the way design agencies need to shift to a much more multi-disciplinary way of working if they are to survive. I’ll just point you to “Talk […]

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