Research & Design Methods in Healthcare - HDX 2013 - Adam Connor
Transcript of Research & Design Methods in Healthcare - HDX 2013 - Adam Connor
@hxdconf
OBSERVE/EVALUATE: USER RESEARCH
TESTING &
VALIDATION
• Usability Testing, Desirability Testing
• Identifies user experience
considerations and guides design
FOUNDATIONAL &
INSPIRATIONAL
• Ethnography, Contextual Inquiry,
Interviewing
• Informs overall design direction
and aligns teams
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• Applies to many stages of design lifecycle
• Informs product roadmap
• Generates actionable feedback
• Builds awareness of user-centered approach
USABILITY TESTING & VALIDATION Structured analyses for uncovering user experience considerations.
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FOUNDATIONAL RESEARCH
We have
market
research
I know this
market pretty
well
We’ve just got to
get this thing out
the door
You’re the
designer, just
make it look
good
Steve Jobs didn’t
do research, did
he?
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Why Research? Design is Decision Making Copy Trends
Experiment, Learn and
Adjust
Intuition or Preferences
Informed by Research
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FOUNDATIONAL RESEARCH
“There is surely nothing quite so useless as
doing with great efficiency that which should not
be done at all.”
- Peter Drucker
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• Layers of coordination for care, billing,
compliancy, privacy
• Best of intentions to develop an app or
product may prove ineffective when
considering entirety of experience
RESEARCH IN HEALTHCARE Complexities and interconnectedness challenge designers.
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ICE BREAKING SYNTHESIZE: JOURNEY MODELS
ê Personas include a narrative, but sometimes we need more detail than a snapshot can show
ê Journey models help us write a narrative or illustrate a visual story of interactions and relationships
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ICE BREAKING BRINGING THE AUDIENCE TO LIFE
ê It’s not just about a couple of interactions or opportunities, it’s about the big picture, over the course of time
ê It’s easy to get lost in data and demographics, but don’t forget about the “soft” elements
ê See the whole story, not just one key glamour shot
span numerous channels.
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ICE BREAKING
Source: Andrea Resmini & Dan Willis
ê How it could be
(happy path)
ê How it really is
(more realistic path)
POTENTIAL VS. REALITY
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ICE BREAKING HOW ARE JOURNEY MODELS USED?
ê Create strategic vision prior to
detailed design
ê Build consensus with stakeholders,
showing opportunities across the
ecosystem
ê Identify key interactions to
prototype and test
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ICE BREAKING HOW DO YOU MAKE A JOURNEY MODEL?
ê Identify the patients or users
ê Craft realistic scenarios
ê Develop the best template type
ê Review research & fill gaps
ê Create the journey map or model
ê Share and iterate (ongoing)
ê Don’t forget to use them!
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ICE BREAKING WHAT DO YOU INCLUDE IN A JOURNEY?
ê Goals
ê Timeline
ê Emotions
ê Touch Points
ê Actions
ê Opportunities
ê Perceptions
ê Motives
ê Expectations
ê Audio
ê Video
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ICE BREAKING TELLING THE STORY AND KEEPING THE JOURNEY ALIVE
ê Shout from the rooftops!
ê Display prominently in work areas
ê Invite the personas and their journey models to meetings
ê When new research is done, update the journey model
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ê Getting agreement on which concepts to refine, eliminate, and
eventually which to choose, can take a very long time.
ê Never enough time and money to fully flesh out and evaluate
every idea with users.
ê As projects progress, new requirements and constraints often
emerge.
ê Late involvement from key stakeholders can disrupt flow and
restart “What if…” thinking. aka: Swoop-n-poop
CHALLENGES…
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Design Studio = +
Solution Solution Solution
Solution
Solution Solution
Solution
Solution Solution
Observe /
Evaluate Synthesize
Create /
Refine
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ê Cross functional representation
ê Include Key Stakeholders!
ê 6-20 people
ê Participants are divided into balanced teams of 3-6 people.
WHO’S INVITED?
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http://www.john.do/blog/wp-content/uploads/2010/08/mouse-trap-1.jpg
ê Personas
ê Scenarios
ê Design Principles
ê Business Goals
ê Materials: a timer, paper, black
markers, tape, red & green pens,
butcher paper
THE SETUP
FOUNDATION AND MATERIALS
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ê Each group is assigned a scenario and corresponding scenario.
ê Groups may work on the same or different scenarios and personas
based on the goals and time constraints of the workshop.
ê For each scenario groups will sketch, present, critique and refine their
design ideas over the course of 3 rounds.
STARTING THE ACTIVITY
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WHAT HAPPENS
Individuals sketch 1 idea
in 5-8 minutes based on
ideas and critique shared
in the previous charrette.
WHY
Allow individuals to form
their own conclusions on
the strongest ideas.
1 2 WHAT HAPPENS
Teams collaboratively
sketch 1 idea for 20-25
minutes based on the
previous 2 charrettes.
WHY
Understand how groups
compromise and where
consensus has surfaced.
3
3 ROUNDS (CHARRETTES)
WHAT HAPPENS
Individuals sketch as
many ideas as they can
come up with in 5-8
minutes.
WHY
Generate as many ideas
as possible without time
for over-analyzing.
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ê Analyze ideas against the personas, scenarios, goals and
principles that frame the project.
ê Collectively identify which ideas are most important in creating an
effective design.
ê Avoid group-think, design-by-committee and preferential based
decision making.
CRITIQUE HELPS PARTICIPANTS TO…
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THE AFTERMATH
http://www.youtube.com/watch?feature=player_embedded&v=bPNyK7XTy6o
ê Identify and discuss common
themes, patterns and
components.
ê Document and open questions
and assumptions.
ê Collect all of the sketches.
ê Regroup the design team to
consolidate into one core concept.
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ê Good ideas can come from anywhere. With Design Studio we get
more of them.
ê It helps build a shared understanding of the problem space and
different perspectives individual team members have of it.
ê It surfaces key considerations and requirements early in the
design process.
ê It speeds up the design timeline in a project by building consensus
faster than the traditional process.
ê Builds a shared sense of ownership and collaboration in the
creation of the solution.
DESIGN STUDIO BENEFITS…