FindingTheRightPeople_10Mar2011
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I gave this presentation to an undergraduate Design Research class at the University of Kansas, taught by Julia Eschman and Tamara Christensen, in March 2011. It focuses on the importance of finding the right people to drive insights for ethnographic/design research, and addresses tactics for doing so. Recruiting is a key part of the design research process that often does not get the attention it deserves, to the detriment of project outcomes. I invite you to share your experiences and questions, to build a dialogue about this topic!
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FindingTheRightPeople_10Mar2011
- 1. What Where Who When Why How
- 2. Agenda Finding the right people Introduction Why focus on who? What can go wrong? How to do it Creative recruiting Q & A WHY HOW
- 3. Introduction
- 4. Portigal Consulting is a bite-sized California firm that helps companies discover and act on new insights about their customers and themselves
- 5. I started my career in coordinating research, learning first-hand how critical planning and recruiting are to success in the field
- 6. What to make or do Refine & prototype Launch Iterate & improve Typical development lifecycle
- 7. Take a fresh look at people What to make or do Refine & prototype Launch Iterate & improve Where we work
- 8. Use existing ideas as hypotheses Where we work What to make or do Refine & prototype Launch Iterate & improve
- 9. Where we work Is it working like we hoped? What to make or do Refine & prototype Launch Iterate & improve
- 10. Where we work What to make or do Refine & prototype Launch History provides context to explore new ideas Iterate & improve
- 11. What to make or do Refine & prototype Launch Iterate & improve Research requires people, regardless
- 12. Why focus on who?
- 13. Fieldwork Synthesis Ideation Development Everything follows from fieldwork
- 14. Putting the customer back in customer insights Competing for your attention: Selling projects Justifying methodology Experimenting with methods Identifying business questions Identifying research questions Fieldwork Travel Analyzing data Client wrangling Turning data into insights Storytelling Socializing findings Inspiring diverse teams Brainstorming …Designing! You can’t have the insights without the customer We focus a lot on the insights part of customer insights, but the customer part is truly foundational Finding the very people you need for insights can become an afterthought on busy teams Strive to put thought and decisions about who to talk to on equal footing early in the process
- 16. It’s hard to get people to do something for you
- 17. People will be too busy
- 18. People will be too skeptical
- 19. It’s even harder when you can’t offer an incentiveMost people are curious, and eager to be a part of something that contributes to progress. It’s rare that anyone is asked to talk about any aspect of their lives in detail – it’s an opportunity that many are eager to have!
- 20. What can go wrong?
- 24. How to do it You need people who are going to provide useful data; people who will inspire you, and inspire your design team and clients They must have the right relationship with whatever it is you’re studying, and they need to be good to spend time with There are four key steps: Establish relevant criteria Write a screener Find a recruiting partner/establish a recruiting strategy Build rapport prior to interview
- 25. 1. Relevant criteria: How NOT to do it Athletic gear: The archetypal persona the client design towards (brand hero) exists very rarely in the real world, and is better at inspiring marketing than informing design Don’t simply take the client’s customer segmentation or personas and find those people Don’t try to comprehensively represent all users and types of users of a product. It’s not an audit – be selective for quality not quantity
- 27. Non-user
- 28. Extreme user
- 29. Peripheral users
- 30. Expert user
- 32. Wanna-be user
- 33. Should-be user
- 34. Future user
- 35. Past user
- 36. HaterThere are interesting insights to be discovered from any of these depending on the business questions you are pursuing
- 38. Create contrast in your sample so you can see influencing factors you would otherwise miss
- 39. Think about the sample as a thing to be designed, not “a” customer type to go after
- 41. Teams make assumptions that need to be challenged
- 43. Think about intersectionsConsidering and understanding this helps the team get a broader sense even prior to research who is affected by the product and who is being designed for
- 46. Number of segments of actual, expected or desired users the team wants to cover
- 48. Age
- 50. Married
- 51. Stage of family
- 52. Retirement
- 53. Not in the middle of a major life-change (unless that’s of interest)
- 54. Dwelling
- 55. Suburban – Urban – Rural – Town
- 56. Apartment – Condo – Single Family home
- 57. Race
- 58. Reflect the general or regional population
- 60. Occupation
- 61. Not overlapping with any industry directly or indirectly related to the client or the topic at hand
- 62. Income
- 64. 1. Relevant criteria: Create a briefing sheet Sketch it out on whiteboard or paper; iterate Visualizing it helps surface details and potential issues
- 66. Not letting details slip through the cracks… a critical tool in avoiding the kinds of failures we discussed!
- 67. Preventing bias in the participant by not tipping your hand (which can affect the research)
- 71. Invitation to participateEven if you aren’t going to use the screener, write the screener!
- 72. 2. Write the screener: Introduction Give away a little bit but not too much
- 73. 2. Write the screener: Checking off criteria Employ skip logic to guide recruiters; try to keep it straightforward
- 74. 2. Write the screener: Invitation Lay it on thick!
- 78. Responsiveness
- 79. Flexibility
- 82. Assure them of the informality and your objectives
- 83. Thank them profusely for their participation
- 84. Ask for any special instructions or anything you need to know
- 85. Baby will be napping
- 86. There will also be contractors in the home
- 87. Grandma will be around
- 88. Need to go through security to gain access
- 90. Who is coming and when
- 91. VIDEOTAPING
- 92. What needs to be done to prepare (usually nothing!)
- 95. Saves time
- 97. Layer of ethical protection (identity, privacy)Our clients frequently lament the dated methods that recruiters employ, and we concur. There is room for innovation in recruiting. Try to find creative partners. But what if you can’t use a professional recruiter?
- 100. Craig’s List
- 101. Intercepts
- 102. Proactive Outreach
- 104. Quick but harder to control and manage (tempting to sacrifice process for results)
- 106. Wrap it up
- 107. I’ve got a tip (that you didn’t cover) that works well for me… Yeah, I’ve got a question for ya… One new thing I learned today is…
- 108. Thank you! Steve @steveportigal steve@portigal.com 415-894-2001 Julie julie@portigal.com Wyatt wyatt@portigal.com Portigal Consulting www.portigal.com
Hinweis der Redaktion
- 5 minutes Introduction 9:00 - 9:0525 minutes Fieldwork and Synthesis Process 9:05 - 9:3040 minutes Fieldwork Exercise 9:30 – 10:1040 minutes Synthesis Exercise 10:10 – 10:5020 minutes Ideation Process 10:50 – 11:1040 minutes Ideation Exercise 11:10 - 11:5010 minutes Wrap Up11:50 - 12:00
- Doing qualitative research in search of customer insights that can drive design and innovation...well, it’s squishy. We spend a lot of time justifying it to internal/external clients, talking about what we want to learn (the business questions) and what we want to ask (the research questions), what we’ll do with the data once we get it, how we turn it into actionable insights, (analysis and synthesis) and then figuring out how we will talk about and use the insights and stories to inspire diverse, multi-disciplinary teams.
- Doing qualitative research in search of customer insights that can drive design and innovation...well, it’s squishy. We spend a lot of time justifying it to internal/external clients, talking about what we want to learn (the business questions) and what we want to ask (the research questions), what we’ll do with the data once we get it, how we turn it into actionable insights, (analysis and synthesis) and then figuring out how we will talk about and use the insights and stories to inspire diverse, multi-disciplinary teams.
- Look at the system - the chooser, the user, the waiter, the bartender, the dishwasher, the parent, the child, the husband, the wife - interesting things don’t exist in a vacuum and the beahviors we want to understand interact with, intersect with, interleave with those of others - we can look at the experience of our “non customer” in order to understand more deeply about the experience with our customer (I’m sure you have stories; I remember the smarthome research hearing the husband tell us how great it was, when we spke to the wife later on, she told us she was going to come home and rip the damn thing out because the lights didn’t work)