Showing posts with label interaction design. Show all posts
Showing posts with label interaction design. Show all posts

Contextual Design: Defining Customer-Centered Systems (Interactive Technologies) Review

Contextual Design: Defining Customer-Centered Systems (Interactive Technologies)
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Contextual Design: Defining Customer-Centered Systems (Interactive Technologies) ReviewI've been searching all over for good guides to the *process* of human-centered design as opposed to the techniques for good UI: This book is excellent on two counts
1. The principles and methods you advocate
2. The lack of competition, but this doesn't distract from the quality of the book.
There are lots of books on how to do UI, but they all concentrate upon the widgets. This is the only one I have seen that really tells you how to go out and collect customer data, and then, what to do about it. I also like the way it deals with UI design -- do it only after the analysis -- resist the temptation to start the design too soon.Contextual Design: Defining Customer-Centered Systems (Interactive Technologies) Overview

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Open Government: Collaboration, Transparency, and Participation in Practice Review

Open Government: Collaboration, Transparency, and Participation in Practice
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Open Government: Collaboration, Transparency, and Participation in Practice ReviewThe most basic definition of open government is the idea that people have the right to access the documents and proceedings of government. Being able to closely examine decisions, policies, and procedures is foundational to having the ability to make intelligent and informed decisions as a citizen, especially in a democracy where an informed electorate is vital if good choices are to be made by voters when selecting leaders or holding them accountable.
The Open Government movement is not officially organized as a group or party, rather it is a growing collection of concerned citizens who want to help create better government by increasing citizens' access to information. It has been heavily influenced by the open source software movement and has similar aims: increased collaboration through making options available to any interested party willing to read and study, increased transparency by making source materials freely available for anyone to peruse and examine, and increased participation by eliminating closed systems wherever possible. While this idea was broadcast most widely in the campaign and early days of Barack Obama's presidency, this is not a one-sided political issue as much as it is an Enlightenment era system of belief, enshrined in the United States' Declaration of Independence and Constitution, now being updated for the digital era which is filled with technologies which could make those ideals more easily fulfilled.
Open Government: Collaboration, Transparency, and Participation in Practice is a collection of 34 essays written by a wide variety of people who are interested in both promoting the philosophy of open government and in suggesting practical ways to implement procedures that will assist in applying that philosophy. The range of topics covered is diverse and interesting. Included are thoughts about governmental uses of information technology that currently limit openness and specific recommendations for remedying the problems, creating a wider variety of methods for people to access government data and increasing access across society, enabling greater innovation among those not directly connected to government such as through the creation of specific APIs so that outside research may be more easily accomplished using government collected data (paid for with public funds via taxes and therefore publicly owned data). We have essays that consider new and effective ways for current government officials to communicate more easily and directly with the people who elected them, discussions of how increased openness in government could decrease the influence of monied interests in governmental policy and could replace that with a greater influence by and for the electorate. There are clear and logical presentations on topics like why using open standards for data storage matters, especially with regards to publicly owned data as collected and used by governments, as well as some great arguments for the use of open source software to make government more efficient, transparent, and flexible in a rapidly changing world.
I greatly appreciate that this book exists. I would love for a copy to end up in the hands of every member of the government as well as any interested person planning to run for an office. These are policies that would greatly benefit the original intent of the founders of the United States (of which I am a citizen and where the book was written) and would be useful in any nation willing to carefully read and consider the ideas being proffered.
If this topic is of any interest to you, and I argue that it should be, this book would benefit you in your thinking. Go find a copy and read it.Open Government: Collaboration, Transparency, and Participation in Practice Overview

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A Theory of Fun for Game Design Review

A Theory of Fun for Game Design
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A Theory of Fun for Game Design ReviewRaph Koster's _A Theory of Fun for Game Design_ is certainly a book worthy of a place on any game designer's shelf. For those who attended the original lecture that spawned the book, there isn't a whole lot that is new, but it's great to have it in book form. For those who did not, the book can be quite revealing, particularly for those who have struggled to adequately define just what games and game design is all about.
Perhaps more importantly, though, is that Raph has written a light, frequently humorous, and sometimes touching book that should make a great gift to those of us who have parents or spouses who DON'T understand why we're wasting all of our time with games. Rather than try to explain it to them, you can simply hand them this book, and they can come to appreciate the scope and depth of the subject without being overwhelmed.
And at times the book is quite poignant on a human level. You can see Raph's genuine pride and love for his children nearly pour off the page when he talks about them, and his mention of his grandfather passing away while he was at GDC is particularly touching to me since my own father died while I was at GDC in 2000.
The book can essentially be read in two ways. The first, simply by reading all the illustrations in sequence, is great fun all by itself. Nearly every drawing does its job in illustrating the point it tries to make, and quite a few have charming little extra details that a gamer will readily appreciate.
The second, and perhaps more proper way, is to read the text and the illustrations together. (I suppose one could also read the text by itself, but where's the fun in that?) To summarize very crudely, the book makes the following assertions:
1. The human mind enjoys processing information from the world around it into patterns, procedures, schema, etc. that it can later apply with less thought in identical or similar situations.
2. Games primarily feature a core pattern(s) and mechanic(s) which players learn via playing the game. This is fun for the mind.
3. If the pattern is too hard to discern, or the mechanic of learning the pattern too difficult, players get frustrated and stop playing. On the other hand, if players understand the pattern and master the mechanic too easily, they'll quickly become bored and stop playing. There are other issues as well (relevancy, matching expectations, presentation, etc.) that come into play.
4. Most games have traditionally taught very basic life skills. As children become adults, they've learned these skills, these patterns, and no longer play games since they are now out in the real world playing "for real".
5. Many of these skills, while useful when we were a primative people, are becoming less relevant, and even dangerous, in a modern society, where change is increasingly more and more rapid.
6. Game designers need to broaden their game designs, not only to encompass a larger range of patterns/skills/mechanics/lessons, but also ones which are relevant and helpful to modern society.
7. Game designers have an ETHICAL DUTY to do so.
(I've skipped over many other points of the book, which although unfair and regrettable, is necessary for the sake of length.)
Now, enough of the praise, on with a few (minor) criticisms.
I found the book paradoxically both too long and too short. The layout of the work is to fill (nearly) every right hand page with an illustration, with the text on the left hand page. This is great, because their are so many illustrations, but it means that the text on the left of many of the pages is often quite limited: 2 - 5 paragraphs, and usually short ones at that. However, I am not saying that there should have been more text; often it conveys just the right depth and meaning for the particular point it is trying to make on that page. But at times it does get a bit distracting; you get the feeling that these pages are only there because there are so many illustrations.
Yet at the same time, I felt the text sometimes got too repetitive, and should have gone deeper. But the problem is you couldn't really dwell on one thing too deeply, because it was on to the next page and on to the next point (and the next illustration). Really, the format constrains the book to a particular level, and I think part of this also comes from the fact that the book was largely original a presentation, where it is quite common for points to be made simply, and repeatedly, without a lot of additional exposition. And I think if you accept the book in that context, you won't be disappointed.
One point that I thought the book did not give enough attention to was the element of chance in games. Nearly every game features the element of random chance, yet the book explores this mechanic very little in relation to other core game mechanics. When it does -- all of 2 paragraphs on page 56 -- it's almost dismissive of it as little more than a way to teach people about odds.
I would contend there's a lot more to it than that. Introducing a random element into a game helps enhance the learning experience by prolonging the appeal of the game. Consider a game mechanic which, if mastered, allows a player to win 100% of the time. If the game is fairly deterministic, then once they've learned this mechanic, they'll quickly become bored with the game. Now, consider what happens when you add the element of chance. The player, even if they've mastered the mechanic, can still lose. This forces them to re-evaluate their mechanic -- do they REALLY have the best one, or were they mistaken? What additional patterns can they learn to help eliminate the effect of chance? Does this teach us that in life, even the best laid plans can fail due to unknown and unpredictable factors? And so on.
I would also add that the addition of chance helps ameliorate the problem of players playing the same game at different skill levels -- the inferior player still has a chance to win, even if it is by luck, but by winning is encouraged to keep playing the game and, perhaps, learning what the superior player already knows.
The other point of the book that I take issue with is at the end, where there is a rather sudden appeal to a variation Pascal's Wager. This forms the basis of an appeal to ethical game design. I find the whole insertion rather jarring, partly because I feel Pascal's Wager is thoroughly debunked (particular when you consider the wager fails to mention any costs relating to belief), and partly because it doesn't seem to make much of a difference. If game's don't matter, than it doesn't matter if a game explores a particular behavior that is "bad". On the other hand, if game's do matter, then surely it is important to have games that explore such mechanics as a way of learning about ourselves, just as more "ethical" games may explore other mechanics. As Sister Wendy admitted, Serrano's _Christ in Urine_ was still valid art; it just wasn't particularly good (in the non-moral sense) art.
I also think it is difficult to expect games to illuminate the human condition and teach lessons at the same level as other forms as art for precisely the reasons cited earlier in the book. Games are about a core mechanic/pattern that is learned, and the very nature of gaming compells one to look past the story and other contextual trappings to focus on the central gameplay. Consider the moral of _Moby Dick_, which is about the dangers of letting one's obsession overtake them, or the destructiveness of the desire for revenge to others around you, or perhaps, according to some interpretations, the futility and hubris of denying God and trying to confront evil itself on one's own. But a game _Moby Dick_, even if it contained such themes, would ultimately teach you instead about optimal strategies for hunting whales, or perhaps a formula for determing the true costs of obsession in lives lost. And neither of which may be models that realistically describe reality, which calls into question their ultimate utility beyond the scope of the game itself.
But despite these lengthy criticisms, I can certainly recommend this book. As I said before, I think it's particularly useful as a gift to non-gamers who want to know more about what we do and why we do it.
Bruce
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The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization Review

The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization
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The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization Review
With Jonathan Littman, Kelley provides in this volume a wealth of information and counsel which can help any decision-maker to "drive creativity" through her or his organization but only if initiatives are (a) a collaboration which receives the support and encouragement of senior management (especially of the CEO) and (b) sufficient time is allowed for those initiatives to have a measurable impact. There is a distressing tendency throughout most organizations to rip out "seedlings" to see how well they are "growing." Six Sigma programs offer a compelling example. Most are abandoned within a month or two. Why? Unrealistic expectations, cultural barriers (what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom"), internal politics, and especially impatience are among the usual suspects. That said, I agree with countless others (notably Amabile, Christensen, Claxton, de Bono, Drucker, Kelley, Kim and Mauborgne, Michalko, Ray, and von Oech) that innovation is now the single most decisive competitive advantage. How to establish and then sustain that advantage?
In an earlier work, The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm, Kelley shares IDEO's five-step methodology: Understand the market, the client, the technology, and the perceived constraints on the given problem; observe real people in real-life situations; literally visualize new-to-the-world concepts AND the customers who will use them; evaluate and refine the prototypes in a series of quick iterations; and finally, implement the new concept for commercialization. With regard to the last "step", as Bennis explains in Organizing Genius, Apple executives immediately recognized the commercial opportunities for PARC's technology. Larry Tesler (who later left PARC for Apple) noted that Jobs and colleagues (especially Wozniak) "wanted to get it out to the world." But first, obviously, the challenge was to create that "it" which they then did.
In this volume, as Kelley explains, his book is "about innovation with a human face. [Actually, at least ten...hence its title.] It's about the individuals and teams that fuel innovation inside great organizations. Because all great movements are human-powered." He goes on to suggest that all good working definitions of innovation pair ideas with action, "the spark with fire. Innovators don't just have their heads in the clouds. They also have their feet on the ground." Kelley cites and then examines several exemplary ("great") organizations which include Google, W.L. Gore & Associates, the Gillette Company, and German retailer Tchibo. I especially appreciate the fact that Kelley focuses on the almost unlimited potential for creativity of individuals and the roles which they can play, "the hats they can put on, the personas they can adopt...[albeit] unsung heroes who work on the front lines of entrepreneurship in action, the countless people and teams who make innovation happen day in and day out."
Because organizations need individuals who are savvy about the counterintuitive process of how to move ideas forward, Kelley recommends three "Organizing Personas": The Hurdler, The Collaborator, and The Director.
Because organizations also need individuals and teams who apply insights from the learning roles and channel the empowerment from the organizing roles to make innovation happen, Kelley recommends four "Building personas": The Experience Architect, The Set Designer, The Caregiver, and The Storyteller. Note both the sequence, interrelatedness and, indeed, the interdependence of these ten "personas."
I am reminded of comparable material in A Kick in the Seat of the Pants. Specifically, Roger von Oech's discussion of what he calls "The Four Roles of the Creative Process" (i.e. Explorer, Artist, Judge, and Warrior). Also Six Thinking Hats in which Edward de Bono explains the need for a creativity "wardrobe" comprised of several hats. Specifically, white (rational, logical, and objective), red (emotional), black (negative), yellow (positive, hopeful, optimistic), green (creative and innovative), and blue (ordered, controlled, structured).
What Kelley achieves in this volume is to develop in much greater depth than do von Oech and de Bono what are essentially ten different perspectives. He does so, brilliantly, by focussing the bulk of his attention of those who, for example, seek and explore new opportunities to reveal breakthrough insights...and while doing so wear (at least metaphorically) one of de Bono's hats (probably the green one). Kelley devotes a separate chapter to each of the ten "personas," including real-world examples of various "unsung heroes who work on the front lines of entrepreneurship in action, the countless people and teams who make innovation happen day in and day out."
Two final points. First, most of those who read this book can more easily identify with "unsung heroes" such as those whom Kelley discusses than with luminaries of innovation such as Thomas Edison or with celebrity CEOs such as Andrew Grove, Jeffrey Immelt, Steve Jobs, and Jack Welch, all of whom were staunch advocates of constant innovation in their respective organizations. Also, presumably Kelley agrees with me that those who read and then (hopefully) re-read his book should do so guided by a process which begins with the curiosity of an anthropologist and concludes with the empathy of a caregiver. This is emphatically not an anthology of innovation recipes. Rather, it offers a rigorous intellectual journey whose ultimate value will be determined, entirely, by the nature and extent of innovative thinking which each reader achieves...and who then uses the breakthrough insights to drive creativity throughout her or his own organization.The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization Overview

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Designing for the Digital Age: How to Create Human-Centered Products and Services Review

Designing for the Digital Age: How to Create Human-Centered Products and Services
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Designing for the Digital Age: How to Create Human-Centered Products and Services ReviewKim Goodwin has written a book that I've been hoping for for years.
It's the book I turn to when I want thorough yet approachable guidance or reminders for how to do design.
I told a colleague of mine: "Finally! The textbook and handbook for the practice of interaction design!" Much inspiring and useful work has come before, but I haven't found such a comprehensive and useful how-to book for practicing and aspiring interaction designers.
If I could only have three books on my shelf to refer to in my interaction design (or if I were on a desert island where I was going to be designing interactive systems with people), I'd have:
* Kim Goodwin's Designing for the Digital Age for process,
* Jennifer Tidwell's Designing Interfaces for patterns, and
* Alan Cooper et al's About Face (3) for principles.Designing for the Digital Age: How to Create Human-Centered Products and Services Overview

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