Presented by Deirdre Costello, Kate Lawrence and Melissa Pike to Boston UXPA members on September 18, 2014.
EBSCO's User Research team recently completed an in-depth, ethnography-style study of physicians' research habits, including how they judge credibility, how they learn about the sources they use and what they do with the information they find.
Two researchers and a product manager will talk about the methodology, the project and how the findings influenced a product roadmap. And answer your questions, of course!
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See to believe: capturing insights using contextual inquiry
1. Kate
Lawrence,
Vice
President
of
User
Research
Deirdre
Costello,
Sr.
UX
Researcher
Melissa
Pike,
Director
of
Technical
Product
Management,
Medical
Market
September
18,
2014
See
to
Believe:
Capturing
Insights
Using
Contextual
Inquiry
2. Agenda
1. EBSCO’s
User
Research
Team
2. The
Contextual
Inquiry
method
3. Our
Medical
CI
Findings
4. TranslaRng
Findings
into
Product
3. Data
Analysis
Select
the
appropriate
method,
conduct
our
own
research.
Typically
qualita8ve.
What
ques8ons
have
been
asked
previously?
What
do
those
studies
show?
What
does
a
comprehensive
literature
search
reveal?
SecondaryResearch
PrimaryResearch
Review
usage
data
and
metrics.
Quan8ta8ve
methods.
4. Social Media Mining
Prototype Reviews
Focus Groups
Participatory Design
Metrics Analysis
Eye Tracking
Heuristic Evaluation
Video Diary Studies
Energy economics
A/B Testing
Secondary Research
Literature Reviews
Contextual Inquiry
Usability testing
Competitive Testing
Cognitive Walkthroughs
Amazon Mechanical Turk
Surveys
Card Sorting
Tree Navigation
Usertesting.com
5.
CI
is
ethnographic;
it
is
the
research
method
that
gets
us
closest
to
the
user.
Real
user,
live
workflow
Users
in
simulated
workflow
Data
metrics,
surveys
Secondary
research/
anecdotes
Contextual
Inquiry
6. Observing
users
in
real
context,
including
the
structure
of
their
work
pracRce
ParCcipant-‐driven
sessions
Understanding
how
social
context
influences
the
experience.
Focus
on
what
users
do,
not
what
they
say
they
would
do.
A
structured
interview
StaRsRcally
significant
sample
size
Time
efficient
Easy
recruiRng
What
CI
Is
What
CI
is
not
Contextual
Inquiry
8. Planning:
The
Team
• Secure
iniCal
support
for
the
research
• Team
=
UX
&
researchers
+
select
others
(ideal
team
size:
6-‐7
members)
• Time
is
a
requirement
–
CI
team
members
are
expected
to
ac8vely
parRcipate.
9. Planning:
Prepping
• Resist
the
urge
to
write
interview
quesRons/a
tesRng
script
–
instead,
idenCfy
a
list
of
themes
and
topics
you
want
to
cover.
• Create
(lean)
personas*
to
help
with
recruiRng.
• Train
team
on
the
CI
process:
provide
readings,
YouTube
videos.
*
A
good
lean
persona
resource
–
Jason
Crane
hGp://snapperwolf.com/
2012/03/03/how-‐to-‐create-‐a-‐lean-‐persona.html
10. Planning:
Recrui8ng
• Recruit
a
small
sample
based
on
skill
sets/
persona
breakdowns
and
prepare
yourself
for
the
inevitable
quesRon.
• Recruit
through
people
you
know
–
you
need
to
find
talkaRve,
thoughhul
parRcipants
who
respond
to
emails.
• Recruit
iteraCvely
–
determine
which
personas
are
the
most
influenRal
as
you
go
• Provide
a
good
incenCve
to
guarantee
Rme
and
aenRon
($25+
per
hour,
Amazon
gik
cards
if
cash
is
hard).
“How do you know
that your sample is
representative?”
11. Planning:
Scheduling
• Schedule
parRcipants
for
a
1
to
2-‐hour
block
–
maximum
of
1
parRcipant
per
day.
Build
in
Rme
for
travel,
parking,
food,
brief
discussion
akerwards.
• Meet
in
an
environment
where
the
parRcipants
do
what
you
want
to
talk
about.
Students?
Library,
meeRng
space,
common
room.
Physicians?
Hospital,
office,
etc.
12. Planning:
Session
Logis8cs
• Ask
parRcipants
to
bring
any
devices
they
use
regularly
for
the
tasks
that
are
the
subject
of
the
study.
Ex:
Students – what do you
use for conducting research? Please plan to bring
those devices with you to our session.
• Make
sure
there’s
wifi.
• Bring
a
notebook,
several
pens,
your
cell
phone
and
your
phone
charger.
• Download
a
recording
app,
then
make
sure
there’s
room
on
your
phone
to
store
recordings.
13. •
Start
with
a
single
request:
“Can
you
show
me
the
last
search
you
did
for
x?”
•
Follow
the
parRcipant’s
lead,
but
make
notes
about
things
you
want
to
circle
back
and
probe
on.
•
Another
key
quesRon:
“How
did
you
learn
about
that?”
• Do
occasional
Rme
checks
and
note
those
in
the
margins
ConducRng
the
CI
Sessions
14. Debriefing:
How
It
Works
• Researchers
walk
through
the
enCre
session,
note
by
note
• Team
asks
specific
quesRons,
requests
details
and
clarificaRon;
discussion
ensues.
• Note-‐taker
captures
what
team
indicates
is
relevant;
team
helps
to
formulate
the
“wall-‐worthy”
note
–
Rp:
focus
on
intent
15. Affinity
Mapping:
How
It
Works
• CreaRng
affiniRes
to
organize/categorize
the
data
from
debriefs
• Print
out
every
note
• Decide
on
an
iniCal
set
of
themes
(these
will
evolve)
• Have
the
team
put
all
the
sRcky
notes
on
the
wall
grouped
by
theme,
then
organize
the
notes
into
smaller,
more
specific
groups
and
hierarchies
• Invite
stakeholders
and
others
outside
the
immediate
team
to
socialize
your
findings
*Based
on
a
6
Sigma
pracRce:
hp://www.discover6sigma.org/post/2009/02/affinity-‐diagram/
16. Visioning:
What
It
Is
• Moving
from
data
collecRon/
organizaRon
to
acConable
ideas;
opportunity
for
others
to
experience
user
pain
points.
• Let
aendees
“walk
the
walls”
of
the
affinity
hierarchies
with
post-‐it
notes
–
instrucRon:
“Write
down
your
ideas
for
easing
the
pain
points.”
• SoluRon
ideas
become
workflow
diagrams
that
represent
ideal
user
scenarios.
28. Rolling
up
your
findings
Agreeing
on
the
problems
you
need
to
solve
with
sponsors
DocumenRng
your
product
themes
and
features
PrioriCzing
your
themes
and
features
with
sponsors
TransiRoning
from
visioning
to
themes
29. Search
Access
Content
Mobile
Product
Awareness
Interoperability
30. Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
31.
DocumenCng
features
and
use
cases
CollaboraCng
with
your
architects
and
technical
leads
Sharing
the
CI
findings
and
session
arRfacts
Socializing
features
to
other
product
stakeholders
Synergizing
across
other
product
owners
Alignment:
Ini8a8ves,
Features
Image
By
People_icon.svg:
User:LiWarn
Symbol_support_vote.svg:
User:Zscout370
Deriva8ve
work:
Drilnoth
(talk)
SVG
version:
Lukeas
(People_icon.svg
Symbol_support_vote.svg)
[Public
domain],
via
Wikimedia
Commons
32. Roadmap
Product
Owner
from
Group
1
Roadmap
Product
Owner
from
Group
5
Roadmap
Product
Owner
from
Group
2
Roadmap
Product
Owner
from
Group
3
Roadmap
Product
Owner
from
Group
4
Theme
A
Theme
B
Theme
C
Theme
D
Theme
F
Theme
G
Share
the
wealth
of
knowledge
from
CI,
get
buy-‐in,
idenRfy
co-‐ownership
Avoid
living
in
your
own
product
or
market
vacuum!
33. Feature Board
Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
Feature
A1
Feature
B1
Feature
C1
Feature
D1
Feature
E1
Feature
F1
Feature
A2
Feature
C2
Feature
D2
Feature
F2
Feature
A3
Feature
B2
Feature
D3
Feature
F3
Feature
A4
Feature
B3
Feature
D4
Feature
E2
Feature
A5
Feature
B4
Feature
C3
Feature
E3
Feature
A6
Feature
A1
Feature
D5
Feature
E4
Feature
F4
Decreasing
Priority
Version
1
“Must
Have”
Feature
Boundary
Blanks
mean
no
feature
for
this
theme
has
this
level
of
priority
Visualiza8on
courtesy
of
David
Brickner,
EBSCO
Informa8on
Services
34. Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
Feature
A1
Feature
B1
Feature
C1
Feature
D1
Feature
E1
Feature
F1
Feature
A2
Feature
C2
Feature
D2
Feature
F2
Feature
A3
Feature
B2
Feature
D3
Feature
F3
Feature
A4
Feature
B3
Feature
D4
Feature
E2
Feature
A5
Feature
B4
Feature
C3
Feature
E3
Feature
A6
Feature
A1
Feature
D5
Feature
E4
Feature
F4
Decreasing
Priority
Version
1
“Must
Have”
Feature
Boundary
Example,
these
Pink
Rckets
are
in
Requirements
Feature Board
Visualiza8on
courtesy
of
David
Brickner,
EBSCO
Informa8on
Services
Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
35. Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
Feature
A1
Feature
B1
Feature
C1
Feature
D1
Feature
E1
Feature
F1
Feature
A2
Feature
C2
Feature
D2
Feature
F2
Feature
A3
Feature
B2
Feature
D3
Feature
F3
Feature
A4
Feature
B3
Feature
D4
Feature
E2
Feature
A5
Feature
B4
Feature
C3
Feature
E3
Feature
A6
Feature
A1
Feature
D5
Feature
E4
Feature
F4
Decreasing
Priority
Version
1
“Must
Have”
Feature
Boundary
Ticket
color
is
updated
to
indicate
status
on
the
“In
Progress”
board
Feature Board
Visualiza8on
courtesy
of
David
Brickner,
EBSCO
Informa8on
Services
Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
36. Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
Feature
A1
Feature
B1
Feature
C1
Feature
D1
Feature
E1
Feature
F1
Feature
A2
Feature
C2
Feature
D2
Feature
F2
Feature
A3
Feature
B2
Feature
D3
Feature
F3
Feature
A4
Feature
B3
Feature
D4
Feature
E2
Feature
A5
Feature
B4
Feature
C3
Feature
E3
Feature
A6
Feature
A1
Feature
D5
Feature
E4
Feature
F4
Decreasing
Priority
Version
1
“Must
Have”
Feature
Boundary
MulRple
state
changes
due
to
good
progress
from
the
teams
Feature Board
Theme
A
Theme
B
Theme
C
Theme
D
Theme
E
Theme
F
37. SomeRmes
a
great
product
can
be
defined
by
what
it
doesn’t
have,
versus
having
too
much
We
are
starRng
simple,
and
layering
in
only
the
components
that
we
saw
user’s
use
or
express
a
desire
for
DeconstrucRng
product,
enabling
usability
The image part with relationship ID rId3 was not found in the file.
Simplifying
the
Bull:
How
Picasso
Helps
to
Teach
Apple’s
Style
Inside
Apple’s
Internal
Training
Program
By
BRIAN
X.
CHENAUG.
10,
2014
38. "Osmar
Schindler
David
und
Goliath".
Licensed
under
Public
domain
via
Wikimedia
Commons
-‐
hGp://commons.wikimedia.org/wiki/File:Osmar_Schindler_David_und_Goliath.jpg#mediaviewer/
File:Osmar_Schindler_David_und_Goliath.jpg
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Know
your
opponent,
Make
a
Plan
CI
findings
arm
you
with
knowledge
Acknowledge
your
current
weaknesses
Learn
from
mistakes
IdenCfy
opportuniRes
Inform
your
plan
Align
your
team
Focus
on
winning