Stephen Anderson - Speaking up for experiences
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The document discusses how game design principles can be applied to create meaningful experiences. It notes that games focus on the overall experience rather than individual parts by considering mechanics, dynamics, and aesthetics. The MDA framework is introduced as a way to understand how mechanics influence dynamics and aesthetics. The talk argues that this framework can be useful for designing products and services by focusing on behaviors, experiences, and outcomes rather than just outputs.
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Stephen Anderson - Speaking up for experiences
- 1. Speaking up for Experiences! Stephen P. Anderson THE ORIGINAL TITLE OF THIS TALK WAS “GAMES, SYSTEMS, AND DESIGNING FOR EXPERIENCES” CXO, BloomBoard
- 2. Speaking up for Experiences! Stephen P. Anderson THE ORIGINAL TITLE OF THIS TALK WAS “GAMES, SYSTEMS, AND DESIGNING FOR EXPERIENCES” CXO, BloomBoard
- 4. Thinkofadesigned experienceyou’ve enjoyedrecently… (somethingthatcanbesharedwithandexperiencedbyothers) A great TV show you saw recently? A game you played? A theater you went to? A Restaurant? A web site? An App? A performance you witnessed? An amusement park? A Class you took? A book you read? AN Event you attended? A Product you purchased? etc.
- 14. “Everything changed for me over the weekend when I took the time to write a blog post on Medium.” “As someone who writes a lot of stuff and has used a lot of different writing software, I'm telling you that I was blown away by the quality of the product as a writing tool.” “The entire process is a breeze. And once published, the article looks pretty good too in terms of typography and appearance.” “Intuitive enough to seem psychic.” “Because it is such a pleasure to work with, Medium has become something of a fetish object for writers.” “It does not take a user experience designer to publish a professional story.” “A joy to use!” “It’s so damn beautiful. Medium has removed all the cruft that gets between the reader and the message…” “Clean design, great concept, full of potential treasures to be read.” “The best writing tool on the web.”
- 15. Wecouldgoon…
- 19. How do you… …create a culture that values quality above all else? …drive focus on the whole, not just the parts? …create and maintain a shared vision of the future? …create widespread empathy for our users & customers …get everyone to embrace the aspirational brand & design tenets? …create a principled organization, that sticks to values— especially when it means losing revenue?
- 21. GAME DESIGN
- 22. GAME DESIGN “Game Design and Interaction Design are fraternal twins. They share almost all their DNA” —Christina Wodtke
- 23. Speaking Up for Experiences (SomeWays) Games Create Experiences
- 24. AClearFocusontheSingularExperience (SOME WAYS) GAMES CREATE EXPERIENCES
- 26. http://www.leagueofgamemakers.com/the-themes-they-are-a-changing/ The key was to go down a level deeper. At work, we were doing a branding exercise for a product, and we listed off the adjectives we wanted to describe the product. I realized that a similar exercise would work here… I mulled over all the feedback on the mechanics: what type of experience were they creating on their own? What adjectives did players use to talk about the mechanics? Players described the game as simple and elegant. It was calming and relaxing to play. They were surprised and delighted by the richness of the decisions. They said it flowed smoothly, that they could play it over and over again.” — R A N D Y H O Y T , G A M E D E S I G N E R / P U B L I S H E R “
- 27. http://www.leagueofgamemakers.com/the-themes-they-are-a-changing/ The key was to go down a level deeper. At work, we were doing a branding exercise for a product, and we listed off the adjectives we wanted to describe the product. I realized that a similar exercise would work here… I mulled over all the feedback on the mechanics: what type of experience were they creating on their own? What adjectives did players use to talk about the mechanics? Players described the game as simple and elegant. It was calming and relaxing to play. They were surprised and delighted by the richness of the decisions. They said it flowed smoothly, that they could play it over and over again.” — R A N D Y H O Y T , G A M E D E S I G N E R / P U B L I S H E R “
- 28. This image captured perfectly the feeling that the playing the game produced, and I knew a theme and narrative woven around this could work to produce a great experience. http://www.leagueofgamemakers.com/the-themes-they-are-a-changing/ Tangled
- 33. ?Howoftendowereallyletdesign principlesdriveeveryproductdecision? adding features pushing back on customer requests prioritizing the backlog how we design a familiar feature eliminating features
- 34. AMatureViewofDesigningforEmotions (SOME WAYS) GAMES CREATE EXPERIENCES
- 37. Surprise and delight are the high-fructose corn syrup of the experience economy” “
- 42. Huh? Our emotional goal is to be Lukewarm & forgettable??
- 43. AFocusontheWholevsParts (AKA“ASystemsView”) (SOME WAYS) GAMES CREATE EXPERIENCES
- 45. GAMES“dynamic systems with emergent properties that elicit emotions.” (Jesse James Garrett)
- 46. GAMES“dynamic systems with emergent properties that elicit emotions.” (Jesse James Garrett)
- 47. Production. Direction. Balance. Orchestration. Choreography.
- 48. “Designing a product is keeping five thousand things in your brain and fitting them all together in new and different ways to get what you want. And every day you discover something new that is a new problem or a new opportunity to fit these things together a little differently. And it’s that process that is the magic.” — Steve Jobs
- 53. “I feel UX is where game design was with ‘fun’ 15-20 years ago” —Daniel Cook
- 54. Speaking Up for Experiences The MDAFRAMEWORK (SomeWays) Games Create Experiences
- 56. QUESTIONS 20 Pair up with one other person. OBJECTIVE: One person thinks of a thing and the other person must guess it by asking no more than 20 yes-no questions. RULES: Rule #1: Questioners can only ask Yes-or-No questions Rule #2: Answerers can only respond with a Yes or a No --The two exceptions to Rule #2 "I don't know." "I can't answer." Note: Questioners may guess the mystery object at any time, by phrasing their guess as a question, such as “Is the mystery object a leather purse?” Count this as one of the 20 Questions. Rule #3: Only 20 Questions are allowed.
- 57. QUESTIONS 20 Pair up with one other person. OBJECTIVE: One person thinks of a thing and the other person must guess it by asking no more than 20 yes-no questions. RULES: Rule #1: Questioners can only ask Yes-or-No questions Rule #2: Answerers can only respond with a Yes or a No --The two exceptions to Rule #2 "I don't know." "I can't answer." Note: Questioners may guess the mystery object at any time, by phrasing their guess as a question, such as “Is the mystery object a leather purse?” Count this as one of the 20 Questions. Rule #3: Only 20 Questions are allowed. You may ask an unlimited number of questions, but you will have only 90 seconds to correctly guess what the thing is…
- 58. QUESTIONS 20 Pair up with one other person. OBJECTIVE: One person thinks of a thing and the other person must guess it by asking no more than 20 yes-no questions. RULES: Rule #1: Questioners can only ask Yes-or-No questions Rule #2: Answerers can only respond with a Yes or a No --The two exceptions to Rule #2 "I don't know." "I can't answer." Note: Questioners may guess the mystery object at any time, by phrasing their guess as a question, such as “Is the mystery object a leather purse?” Count this as one of the 20 Questions. Rule #3: Only 20 Questions are allowed. You may ask an unlimited number of questions, but you will have only 90 seconds to correctly guess what the thing is…
- 59. QUESTIONS 20 Pair up with one other person. OBJECTIVE: One person thinks of a thing and the other person must guess it by asking no more than 20 yes-no questions. RULES: Rule #1: Questioners can only ask Yes-or-No questions Rule #2: Answerers can only respond with a Yes or a No --The two exceptions to Rule #2 "I don't know." "I can't answer." Note: Questioners may guess the mystery object at any time, by phrasing their guess as a question, such as “Is the mystery object a leather purse?” Count this as one of the 20 Questions. Rule #3: Only 20 Questions are allowed. You may ask an unlimited number of questions, but you will have only 90 seconds to correctly guess what the thing is… Time’sup!
- 63. The concepts & materials that forma!y specify the game-as-system (everything needed to play the game) Mechanics Dynamics Aesthetics
- 64. what happens when people play the game The concepts & materials that forma!y specify the game-as-system (everything needed to play the game) How players feel when they play the game Mechanics Dynamics Aesthetics
- 65. what happens when people play the game The concepts & materials that forma!y specify the game-as-system (everything needed to play the game) How players feel when they play the game Mechanics Dynamics Aesthetics
- 67. what happens when people play the game The concepts & materials that forma!y specify the game-as-system (everything needed to play the game) How players feel when they play the game Mechanics Dynamics Aesthetics
- 69. Mechanics Dynamics Aesthetics [Offering] Product Design, Development, Marketing, Sales, Support, Partnerships—Everything we make, sell, and support!
- 70. Mechanics Dynamics Aesthetics [Offering] Behaviors what people do when they use our product/service Product Design, Development, Marketing, Sales, Support, Partnerships—Everything we make, sell, and support!
- 71. Mechanics Dynamics Aesthetics [Offering] Behaviors Experience what people do when they use our product/service Product Design, Development, Marketing, Sales, Support, Partnerships—Everything we make, sell, and support! How people feel when they use our product/service
- 73. [OFfering] Behaviors Experience REASONS I LIKE THIS FRAMEWORK: It’ssimple!
- 75. “Youcan’tdesignanexperience” “Experience Design” Design for Experiences
- 76. [OFfering] Behaviors Experience …and these are the outcomes We control this
- 77. [OFfering] Behaviors Experience …and these are the outcomes We control this REASONS I LIKE THIS FRAMEWORK: Itdistinguishesworkoutputfromoutcomes
- 78. [OFfering] Behaviors Experience …and these are the outcomes We control this REASONS I LIKE THIS FRAMEWORK: Itshiftsthefocusfromoutputtooutcomes
- 80. Mechanics dynamics Aesthetics Right? (NO!) -> ->
- 81. [OFfering] Behaviors Experience …and these are the outcomes We control this
- 83. [OFfering] Behaviors Experience 1. Focusing on the outcomes…
- 84. [OFfering] Behaviors Experience 1. Focusing on the outcomes… 2. …Changes what we do here
- 85. [OFfering] Behaviors Experience 1. Focusing on the outcomes… 2. …Changes what we do here REASONS I LIKE THIS FRAMEWORK: Itshiftsthefocusfromoutputtooutcomes
- 88. Medium Blogger, Wordpress • Designed more like a magazine. • Designed a social system to create a built-in audience for new authors • Launched with published authors (which set really high bar for content) • Hired former Wired.com editor Evan Hansen as an editor for the site • Bought the long-form journalism startup Matter • Created what is arguably the best writing tool on the planet • Promoted contextual comments • Focused on typographic UI details that compete w/ centuries of print (vs other web platforms) • Focused A LOT on quality content • Offered pre-publishing feedback
- 90. “We shape our buildings and afterwards our buildings shape us.” —Winston Churchill
- 92. [OFfering] Behaviors Experience REASONS I LIKE THIS FRAMEWORK: ItemphasizestheExperience-firstorientation User Orientation Business Orientation
- 93. Thinking about the player encourages experience-driven (as opposed to feature-driven) design. As such, we begin our investigation with a discussion of Aesthetics, and continue on to Dynamics, finishing with the underlying Mechanics.
- 94. “One of the things I’ve always found is that you’ve got to start with the customer experience and work backwards…” — Steve Jobs 1997
- 95. “To build great products, you need to start with what people are experiencing.” —Robert Brunner http://www.idsa.org/news/member-news/start-what-people-are-experiencing
- 96. Meaningful Pleasurable Convenient Usable Reliable Functional (Useful) Focused on Experiences (People, Activities, Context) Focused on Tasks (Products, Features) © 2006 Stephen P. Anderson | poetp SUBJECTIVE / QUALITATIVE OBJECTIVE / QUANTIFIABLE Has personal significance Memorable experience worth sharing Super easy to use, works like I think Can be used without difficulty Is available and accurate Works as programmed Prioritize Aesthetics (no, not Graphic Design) (visual, behaviors, sounds, psychology) Design for FLOW (boredom vs anxiety) Leverage Game Mechanics/Learning Theory (completeness) Have a Personality Create conversational and context aware interactions (“Adaptive Interfaces”; narrative IA structures) Elicit Desire (Limited availability, limited access, curious and seductive experiences)Simplify, organize, and clarify Display information visually Reduce features and complexity Use language for more natural Add features that support desired ine browsing) Have a believable story Co-create value with customers Connect people in community Are part of a bigger system Appeal to emotional, spiritual, and Create a tolerance for faults at Are tied to a person’s self-image, highly personal Creating Pleasurable Interfaces: Getting fom Tasks to Experiences presented by Stephen P. Anderson | Nov 8, 2006 “It is not enough that we b products that function, tha understandable and usable we also need to build produ that bring joy and excitem pleasure and fun, and yes beauty, to people’s lives.” THIS IS THE“CHASM”THAT IS REALLY, REALLY HARD FOR ORGANIZATIONS TO CROSS
- 99. people, activities & context tasks & features outcomes and experiences output and functionality perceptions, emotions, attention, memory… interfaces, interactions, usability, etc. Experience Focus Product Focus
- 101. “Untilmyplayersfeel__________,Iwillnotship” “Games often ship late because they ship based on exit criteria, not deadlines… Either you ship something tiny before you run out of money, or you ship late something that is sufficiently fun. The first are higher risk, but if the core works, they’ll make it.” —Christina Wodtke
- 103. Business Orientation [OFfering] Behaviors Experience REASONS I LIKE THIS FRAMEWORK: Itreinforcesaoneteammentality User Orientation
- 104. Behaviors Experience REASONS I LIKE THIS FRAMEWORK: Thewhole‘UXisnotUI’thing! User Orientation Business Orientation [OFfering]
- 105. “UXisnotUI”
- 107. This is the game! Mechanics Dynamics Aesthetics This is NOT the game!
- 108. Mechanics Dynamics Aesthetics 20 Questions You playing 20 questions
- 109. This is the game! Mechanics Dynamics Aesthetics This is NOT the game! 20 Questions You playing 20 questions
- 111. Speaking Up for Experiences Behaviors, Experiences, & Metrics (SomeWays) Games Create Experiences The MDAFRAMEWORK
- 112. How do you… …create a culture that values quality above all else? …drive focus on the whole, not just the parts? …create and maintain a shared vision of the future? …create widespread empathy for our users & customers …get everyone to embrace the aspirational brand & design tenets? …create a principled organization, that sticks to values— especially when it means losing revenue?
- 113. How do you… …create a culture that values quality above all else? …drive focus on the whole, not just the parts? …create and maintain a shared vision of the future? …create widespread empathy for our users & customers …get everyone to embrace the aspirational brand & design tenets? …create a principled organization, that sticks to values— especially when it means losing revenue? …justify investing in what is fundamentally intangible?
- 116. “If you can quantify something, you can rationalize it.” https://www.linkedin.com/pulse/future-work-nitya-mallikarjun?trk=prof-post —Nitya Mallikarjun
- 122. However, when a team manages to get a KPI that sticks, the power it brings to the organization is remarkable. It helps everyone focus around the experience, giving a common language and understanding to how great design makes a great business. What Goes Into an Effective UX KPI? Behavior based: The team was measuring the customer-service representative’s behavior with the product. As they change the design, they get new behaviors. If those new behaviors reduce tool time, then the team can tell they’ve improved the design. https://articles.uie.com/kj_technique/ UIE c. 2004
- 123. However, when a team manages to get a KPI that sticks, the power it brings to the organization is remarkable. It helps everyone focus around the experience, giving a common language and understanding to how great design makes a great business. What Goes Into an Effective UX KPI? Behavior based: The team was measuring the customer-service representative’s behavior with the product. As they change the design, they get new behaviors. If those new behaviors reduce tool time, then the team can tell they’ve improved the design. https://articles.uie.com/kj_technique/ UIE c. 2004
- 124. Adaptive Path, mid 2000s
- 129. Context:BookingaHotelRoom Don’t miss out! 12 other people are looking at this room right now.
- 130. ExperienceBehaviors Don’t miss out! 12 other people are looking at this room right now.
- 134. ShortTermGainsvsLongTermOrganicGrowth Amazon Routinely takes beating from investors who want quarterly returns, but the company continues to grow with a vision that looks out 7 years Apple Upon Jobs returning the late 90s, he certainly focused on keeping the company alive but also made notable bets on a future several years out [Stock Market] That value of quarterly earnings reports gets questioned all the time…
- 144. [AdifferentmajorAmericanbank specializingincreditcards,home loans,autoloans,bankingand savingsproducts.] Theirinternalgoals? •Improvepeoplesliveswithgoodcreditdecisions. •Improvecreditscores •Helpcustomerspayoffaloanearly •Keeppeopleincarsbybeingflexiblewithpayment terms •etc. “we have lost money for years in some cases, until we didn’t”
- 147. Howmightwemeasuretheexperience? Biometric Data? (Galvonic skin responses, facial Recognition) (surveys) Sentiment analysis (and similar) on written text? Natural Word-of- Mouth / Social media? In the moment “How do you feel” surveys (pick a face reactions) NPS? “HEART” Customer Effort Score? SUS Gallop CE11 ASQ (After Scenario Questionaire) SMEQ UME SEQ SUPR-Q BERT
- 149. Emotionquestionusingwordsaslabels Emotionquestionusingvisualcues Analysisofsocialmediaposts,opensurveycomments, calltranscripts,andotherfreeformtext Imageresponsetesting Voiceanalysis Facialcoding Physiologicalmarkers(e.g.,heartratemeasurement) orneurobiologicalmarkers(e.g.,fMRIimaging) H O W T O M E A S U R E E M O T I O N : Forrester “HowTo Measure Emotion In Customer Experience: Upgrade CXMeasurement ProgramsTo Capture Customers’ Emotions” by Maxie Schmidt-Subramanian November 13, 2015
- 150. Emotionquestionusingwordsaslabels Emotionquestionusingvisualcues Analysisofsocialmediaposts,opensurveycomments, calltranscripts,andotherfreeformtext Imageresponsetesting Voiceanalysis Facialcoding Physiologicalmarkers(e.g.,heartratemeasurement) orneurobiologicalmarkers(e.g.,fMRIimaging) H O W T O M E A S U R E E M O T I O N : Forrester “HowTo Measure Emotion In Customer Experience: Upgrade CXMeasurement ProgramsTo Capture Customers’ Emotions” by Maxie Schmidt-Subramanian November 13, 2015 Emotionquestionusingvisualcues
- 151. Emotionquestionusingwordsaslabels Emotionquestionusingvisualcues Analysisofsocialmediaposts,opensurveycomments, calltranscripts,andotherfreeformtext Imageresponsetesting Voiceanalysis Facialcoding Physiologicalmarkers(e.g.,heartratemeasurement) orneurobiologicalmarkers(e.g.,fMRIimaging) H O W T O M E A S U R E E M O T I O N : Forrester “HowTo Measure Emotion In Customer Experience: Upgrade CXMeasurement ProgramsTo Capture Customers’ Emotions” by Maxie Schmidt-Subramanian November 13, 2015 SentimentAnalysis
- 152. Emotionquestionusingwordsaslabels Emotionquestionusingvisualcues Analysisofsocialmediaposts,opensurveycomments, calltranscripts,andotherfreeformtext Imageresponsetesting Voiceanalysis Facialcoding Physiologicalmarkers(e.g.,heartratemeasurement) orneurobiologicalmarkers(e.g.,fMRIimaging) H O W T O M E A S U R E E M O T I O N : Forrester “HowTo Measure Emotion In Customer Experience: Upgrade CXMeasurement ProgramsTo Capture Customers’ Emotions” by Maxie Schmidt-Subramanian November 13, 2015 Facialcoding
- 153. Emotionquestionusingwordsaslabels Emotionquestionusingvisualcues Analysisofsocialmediaposts,opensurveycomments, calltranscripts,andotherfreeformtext Imageresponsetesting Voiceanalysis Facialcoding Physiologicalmarkers(e.g.,heartratemeasurement) orneurobiologicalmarkers(e.g.,fMRIimaging) H O W T O M E A S U R E E M O T I O N : Forrester “HowTo Measure Emotion In Customer Experience: Upgrade CXMeasurement ProgramsTo Capture Customers’ Emotions” by Maxie Schmidt-Subramanian November 13, 2015 Physiologicalmarkers orneurobiologicalmarkers Galvanic skin response (GSR)
- 156. Cohort Analysis
- 158. Happiness Measures of attitudes, often collected via survey Engagement Level of user involvement Adoption Gaining new users of a product or feature Retention The rate at which existing users are returning Task Success Efficiency, effectiveness, and error rate
- 159. 4Ds Diversity With how many people are they collaborating? Depth How much of the tool are they using? (features) Density Frequency of use (MAU), usage in general (2 dimensions — person/team) Delight NPS/satisfaction score / SUS (10 question scale),Usability Scale, satisfaction vs loyalty
- 160. Tobecontinued…
- 161. CLosure? •We need better ways to measure experiences •A translation of the MDA model might be useful in a non-game context •There’s a lot we can learn from game design.
- 162. Designing a game is in itself an addictive endeavor. The most valuable takeaway is our transformed perception of our daily work. If this short round-up caught your interest… we strongly recommend giving game design a try. https://ia.net/know-how/game-design
- 163. Thankyou! getmentalnotes.com Design for Understanding Stephen P. Anderson @stephenanderson www.poetpainter.com | www.slideshare.net/stephenpa