In the design and creation of products, services, or software, most organizations follow a cyclical approach. The idea is that past work informs future work. The cycle goes by many names Read More
In the spring of 2015, 210 women in Silicon Valley in senior technology positions participated in a survey. The results of the survey was published as Elephant in the Valley, with hope to raise awareness about issues facing women in the workplace. One of the survey results stated 60% of women in tech have experienced sexual harassment. Read More
Most orgs imagine they understand the problem, but don’t take time to research it. They are content to use what they imagine as the basis for developing their solution. The problem space is where they’ll get their strongest insights and innovations, but you wouldn’t suspect this based on the amount of effort put toward exploring their solution and the people using it. Read More
Scoping is figuring out what, exactly, to explore for a study. It’s a Goldilocks problem: you don’t want the scope too broad, or you will not see patterns appear in the data, but you don’t want it too narrow, or the participants will tell you everything they have to say about it in five minutes. You want to get the scope just right–somewhere in between these two extremes. Read More
You don’t have to do research. If you’re an artist or a chef or a writer, you produce what is inside you to inspire or delight your audience. People buy your product for these feelings.* But if you’re an organization with products and services designed to support people, such as an insurance company, a library, or a data management company, it’s a big risk to operate like an artist. Assumptions will lead you astray, and your competition will be the people who are delighted. Developing ideas based on superficial, quickly-generated understanding of how people are thinking is not wise. But neither is doing so much research that you delay production of your ideas. So, when should you do this kind of deep research?