Where A Persona Fails

people looking at people personas

Personas are fine right up until they’re not. By then it’s too late. Usually, it’s right around the point that demographic data gets put in.

Designing for the function of paying without physical cash or credit card allows some mental flexibility. Differentiate the function between a millennial and a grandfather, suddenly your biases are making assumptions. Worse if you start throwing race in there.

Want to create better solutions for everyone? Listen to people, regardless of their background, and address the jobs they’re trying to get done. Derive empathy from their experience.  Iterate around that.

Mind the Gap: The Danger of Baked-In Bias

antelope canyon

When gathering data, we need to also look at wildcards. They may not really be wild cards but they might be enough to shake our biases before they get baked into any digital solution.

I am not here writing about racism—though that can be included. Think about historic redlining affecting your ability to get a loan in an automated system. Don’t know what I mean?

Here is IBM realizing that a common bias can become part of a virtual reality and artifical intelligence just because the designers have unstated assumptions. For example, anchoring bias: the first thing we hear is most likely right. Or CS Lewis’ chronological snobbery: the assumption because we are more modern, we know more than the previous generation. Or gender bias: like when looking for an image of a “cop” or “pilot” you (wrongly) expect and (wrongly) get men or when you google “nurse” you (wrongly) expect and (wrongly) get women.

These things can go really bad if there are medical conditions that we stay quiet about or integrate symptoms around the male body as a norm. A big one like the symptoms of a heart attack. A friend of mine had a heart attack while going on a hike and they did not go to the doctor for several hours because her symptoms presented as tiredness and indigestion: which are common presenting symptoms of the female body. Or when our data gap outright ignores people groups where those differences might matter.

This is happening everywhere and you can read about it in regards to women in Caroline Criado Perez’s excellent book Invisible Women. You can get around this by purposefully including groups (like women) as part of your research and not only around roles. Here I would argue that you need a randomized wildcard that excludes the common bits you are looking for.

I am not saying this is the only answer but we need to do better lest we forget large swaths of humans in our supposedly human-centered solutions.

I’ve updated this post with newer articles.

Design is About a Job Well Done

designed staircase

Marketing wants to communicate a message. Graphic design gets it done. Manufacturing is setting up a payment and fulfillment workflow. System design gets it done. I’m not referring to roles. I’m saying that with design, you answer the question: “How will someone [get this]?” Swap out the bracket for whatever. Do this. Read this. Consume this. Use this.

Seth Godin puts it this way. “Design is about function. Everything we do has a job, and if it’s designed properly, the job will get done well.” He’s right. Want proof? Check your palm, purse, or pocket. You carry around a thing that has been iteratively designed to complete more and more functions. Now, you see it as important as your keys.  

Jobs To Be Done

Don’t walk. Run. Order this now. Honestly, put down the stickies. Put down the customer journey map that you’re working on based on some demographic with unnecessary detail about that suburban mom having two kids. Buy this book now.

I’ve updated this with the link to the e-book

The End of Middle Management

hands working on log

The days of middle management are over. Companies (and middle managers) haven’t noticed it yet.

We avoid complexity by bringing leadership to the work instead of the work to the leadership. That’s an important distinction. Too often, middle management just adds layers of message crafting so the upper-ups can pat someone (them or their boss) on the back. That should never be the goal in this fast-paced world.

Leadership wants results and they need to trust and empower teams to employ the right tactics that will bring those results. The results need to be realistic and the tactics have to be properly scoped. In the end, the leadership no longer dictates how.

Once that is fully realized, middle management disappears by instead rolling up their sleeves to cooperatively bring results.

Data and Screens

If there is a viewable area, there will always be more data than can fit in that viewable area. If that isn’t an axiom, it should be.

We work on data tables that we put in the magazine and then put the same, or even more data on the website. No eye can handle all of that data. It’s not a font size problem (condense it to make it fit) but rather a content detection problem. Our eyes see that there is content but we can’t tear it apart.

Edward Tufte wrote about presenting visual data and the penchant for adding (essentially) chart junk. Noise that doesn’t tell the reader anything new. A table is essentially a chart with data where all the relevant data is important at different points. Which means that at some point of interaction, most of it becomes chart junk. A bit strong but I’m trying to get that point across.

This is the reason why Excel, with almost endless data columns and rows, let’s you freeze rows and columns. Or hide columns. So someone’s eyes can momentarily not deal with the chart junk.

More Than Words

scrabble board letters

Words convey meaning. They are vehicles for conveying information. Or ideas.

Words are often perspectival. “My heart aches” means something very different if I’m currently breaking up with you or if I am having a heart attack. That is not only a matter of context but of what I am experiencing.

Sometimes though, trying to perfectly convey meaning, words get in our way from making real progress. We spend more time discussing what this or that should be called instead of testing it with real people.

Consider the case of telling someone to get off the train tracks. Instead of finding the right words, we dance, wave, scream, and point. Words are great, but the immediate outcome has a higher priority than finding the right verbal vehicle.

Avoid the very human trap of finding the perfect word and instead show a prototyped solution.