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CREATIVE LEADERSHIP: THE VALUE DESIGNBRINGS TO BUSINESS
Nathan Shedroff
nathan@nathan.com @nathanshedroff
MY BACKGROUND
M A K E I T S O Interaction Design Lessons from Science Fiction
b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world. . . . You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”
ANNALEE NEWITZEditor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”
MARK COLERANVisual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICECEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/
MAK
E IT SO
by NATH
AN SH
EDR
OFF &
CHR
ISTOPH
ER N
OESSEL
Experience Design 1.1a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
product taxonomies 16
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96navigation 84
2008 Edition
Dictionary ofSustainable ManagementDesign Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy programCalifornia College of the Arts
2011
NATHAN SHEDROFF nathan.com @nathanshedroff
deluxe
TOMORROWWORLDS
BUSINESS
DESIGN
BUSINESS
(DESIGN, ARCH, ENG…)
BUSINESS
DESIGN
BUSINESS
DESIGNDESIGN
“BEAN COUNTERS”
“CREATIVES”
OPTIMIZATION
IMAGINATION
CERTAINTY
AMBIGUITY
MINIMAL VIABLE PRODUCT
EXPERIENCE PROTOTYPE
functional financial
functional CLV = GC • - M •∑
i = 0
n
(1 + d)ir i ∑
i = 1
n
GC = gross contribution per customerM = (relevant) retention costs per customer per year n = horizon (in years)r = yearly retention rated = yearly discount rate.
(1 + d) i - 0.5r i - 1
(Lifetime Customer Value)
functional { (V/S)b - (V/S)g}* Sales
(Brand Value)(V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name(V/S)g = Enterprise Value / Sales ratio of the firm with the generic product Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH). Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 MillionThus, (6369/24200) or 26% of the value of the company is derived from brand equity.
functional financial
emotional identity
meaningful
VALUE
RELATIONSHIP
functional financial
emotional identity
meaningful
RELATIONSHIP
functional financial
emotional identity
meaningful
RE
XP
EI
EN
EC
RE
XP
EI
EN
EC
YOU ARE IN THE RELATIONSHIP BUSINESS
Commodity Product Service Experience
YOU ARE IN THE EXPERIENCE BUSINESS
From: The Experience Economy, Pine and Gilmore
Commodity Product Service Event/Experience
YOU ARE IN THE EXPERIENCE BUSINESS
Experience
functional financial
emotional identity
meaningful
functional financial
emotional identity
meaningful
functional (Does this do what I need…?)
financial (…at a price that’s worth it?)
emotional (How does this make me feel?)
identity (Is this me?)
meaningful (Does this fit into my world?)
functional financial
emotional identity
meaningful
$1.1B TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B$86M
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M Quantitative
Qualitative
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M Quantitative
Qualitative(Premium)
TOTAL VALUE:
“GOOD WILL”
“BOOK VALUE”
QUALITATIVE
QUANTITATIVE
BUSINESS + DESIGN
GROWTH IS EVERYTHING FREE MARKETS ARE EFFICIENT
MARKETS OPTIMIZE EVERYTHING “THE BUSINESS OF BUSINESS IS BUSINESS” “CORPORATIONS ARE PEOPLE MY FRIEND”
THE FOUNDING FATHERS (USA) WERE PRO-BUSINESSTHE GPD MEASURES PROGRESS
RICH PEOPLE CREATE JOBSTHE NUMBERS TELL THE STORY
MARKETING & SALES ARE SIMILARBUSINESSES ARE MORE EFFICIENT THAN GOVERNMENTS
FOCUS ON MINIMAL VIABLE PRODUCTCOOPERATION IS FOR WUSSES
LEADERSHIP COMES FROM AUTHORITY
MYTHS OF BUSINESS
THE WORK SPEAKS FOR ITSELF DESIGN IS FOCUSED ON CUSTOMERS
DESIGNERS CREATE CULTURE BUSINESSPEOPLE ONLY CARE ABOUT THE NUMBERS
NUMBERS DON’T TELL THE STORY YOU CAN PROTECT AN IDEA
DESIGNERS CREATE AND CONTROL THE EXPERIENCE IT’S GOTTA LOOK NICE
THE BEST SOLUTION ALWAYS WINS
MYTHS OF DESIGN
VALUE
TOTAL VALUE
RELATIONSHIP
EXPERIENCE
INNOVATION
Lessons from The Catalyst:
The Behaviors That Foster InnovationWithin Orgs Are Often FireableOffenses: • Hiding budget • Working on projects after they’re cancelled • Going “out of bounds” for mentors, partners, and conspirators • Reframing the original opportunity
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
Market Research
PR
Social Media
Brand Strategy
Customers
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
Market Research
PR
Social Media
Brand Strategy
Customers
Dir. Operations
Product Development
Board
CEO
Dir. LegalDir. HRDir. Finance Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
Market Research
PR
Social Media
Brand Strategy
Customers
Dir. Operations
Product Development
Board
CEO
Dir. LegalDir. HRDir. Finance Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
Market Research
PR
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
Product Development
Board
CEO
Dir. LegalDir. HRDir. FinanceDir. Operations
Dir. MarketingDir. StrategyDir. IT
ContractsManufact.
Purchasing
Distribution
Warehouse
Quality Control
Acc. Payables
Acc. Receivables
Recruiting
Training
Health & Safety
Network Admin.
Training
Support
Community Relations
Research & Development
Strategic Partnerships
Customer Insight
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Shareholders Stakeholders
INNOVATION CULTURES:39% Dynamic Innovators
26% Creative Innovators
18% Structured Innovators
10% Ad Hoc Innovators
8% Innovation Outsourcers
8%10%
18%
26%
39%
Research: Cheskin (2008)
Research: Cheskin (2008)
INNOVATION CULTURES:39% Dynamic Innovators(innovation is lead by executives and cross-functional teams, strategic innovators, integrating innovation right into their corporate strategy) ex: GAP, Pepsi• Strategic Thinking Guides Overall Process• Led by Senior Management with Cross-Functional Teams• Cross-Functional Collaboration Critical• Creative Environment Important• Innovation is not Dependent on a “Big Idea”• Risk-Taking is Accepted
8%10%
18%
26%
39%
INNOVATION CULTURES:26% Creative Innovators(more spontaneous and build innovation around inspiration and instinct derived from one or a few “geniuses,” intuitively aware of trends and customers’ cultures, act quickly, decisively, and creatively) ex: Apple, numerous start-ups• “Big Ideas” Inspire Most Innovation Initiatives• Led by Senior Management• Exertion is Often Ad-Hoc and Doesn’t Follow a Set Process• Creativity and Curiosity are more Important Than Analytics• Risk-Taking is Encouraged• Design is recognized and respected as a partner
Research: Cheskin (2008)
8%10%
18%
26%
39%
INNOVATION CULTURES:18% Structured Innovators(meticulous processes in the hands of middle managers, Research & Development, Information Technology, or Product Development groups) ex: Nestlé, Kraft, Boeing• Innovation is the Outcome of a Formal Process• Leadership by Middle Management, R&D, and Technology Departments• Cross-Functional Collaboration is Not Emphasized• Analytic Evaluations are Usually More Important Than Creativity• Most Innovations Are Iterative and Risk is Minimized
Research: Cheskin (2008)
8%10%
18%
26%
39%
INNOVATION CULTURES:10% Ad-Hoc Innovators(occasionally, and haphazardly create breakthroughs, no set process and often don’t know how they did it and can’t replicate it, don’t always understand why an offering is successful (or not). ex: Healthcare providers, utilities, retailers, most auto companies• Innovation Approached in Isolation (internally and externally)• Leadership by Middle Management, R&D, and Technology Departments• Cross-Functional Collaboration is Non-Existent• Qualitative Metrics Only• Risk AdverseResearch: Cheskin (2008)
8%10%
18%
26%
39%
INNOVATION CULTURES:8% Innovation Outsourcers(just can’t innovate inside the company, culture doesn’t trust or value innovation processes, regularly hire or acquire innovation expertise or solutions from the outside, concentrate mostly on sales, promotion, and brand strategies) ex: many fashion houses, older technology firms, or pure marketers, most financial services • Risk adverse• Quantitatively managed and focused (only)• No real support for innovation across all divisions• Innovators often leave for other opportunities
Research: Cheskin (2008)
8%10%
18%
26%
39%
IT’S MORE IMPORTANT FOR AN ORGANIZATION TO KNOW ITSELF THAN TO BE ANY SPECIFIC TYPE
ORGANIZATIONS, DEPARTMENTS, TEAMS, & INDIVIDUALS MAY HAVE DIFFERENT CULTURES
Leadership• Support design from the top• Communicate vision and values internally (all parts of the org)• Support qualitative metrics for success (not only quantitative)• Ensure all aspects of the org understand who is expected to innovate and the rewards• Don’t make design decisions but ensure they’re being made• Temper legal advice
New approaches that support Innovative Opportunities:• Qualitative Marketing Insight (not merely Quantitative Research)•“Design Research” Techniques• Customer Insight Before Technological Development (Augmenting “Agile” Development)• Separating Marketing from Sales
Marketing
• Invest time and budget toward design efforts• Support design efforts in other org divisions• Regular dialog throughout divisions
Operations
• Build and maintain a culture that attracts and enables integrative and divergent thinkers• Provide “cover” for development• Work with Marketing, Customer Support, and Customers directly• Prototype and deploy!
R&D
• Abandon “command and control” for a service mentality: Explore and deploy in the service of departmental and customer needs (not merely the needs of the IT dept.)• Consider the experience!
Technology
• Explore new business models• Explore new funding models• Abandon “command and control” for a service mentality
Finance
• Understand and Develop appropriate hiring procedures• Develop and deploy new review and reward structures• Source creatively and dynamically• Work closely with design leads• Abandon process when necessary
HR
• Understand business process, issues, and terminology• Develop new ways of communicating customer experience to non-designer peers• Respect the need (and time) for
quantitative metrics and decisions• Work closely with non-designers• Focus on Total Value!
Design
QUALITATIVE
QUANTITATIVE
VS.
QUALITATIVE
QUANTITATIVE
AND
NATHAN SHEDROFF nathan.com @nathanshedroff
QUANTITATIVE
YOU
CANONLY
INNOVATE
FORTHAT
WHICHYOU
CARE
AREWHEREYOUR
DRIVES
ENERGYFOLLOWS
ATTENTION IS
LEADERS AN
GENERATE
CONVER-SATIONS
WHICHCREATE
VALUE
COMMIT-MENTS
WHICHENABLE ACTIONS
WHICHDRIVE
GENERATIVEOF
RESULTS
INNOVATION
WHICHONLY
EXISTS
RELATION-SHIP
WITHIN AN
AWARENESS CREATES CHOICE
IS AN
ASSESSMENT
THATPROVOKES
ISGROUNDED
FORACTION
WITHTHE
PROPERFRAME DOMAIN PURPOSE AND
SUPPORTING ASSERTIONS
AND
INTRA-PRENEURS
EXPERIENCE
PERFORMERS
DECLARE
COMPLETION
SEEK
ARE
CLEARLY
CANSTILL
SEEK
ENTRE-PRENEURS
SEEK
OPPOR-TUNITIES
OPPOR-TUNITIES
MUST WORKWITHIN THE
CULTURE
FOR
CONVER-SATIONS
DECLARE
ORGANIZ-ATIONS
LEADERS
REVOKE
FOR
BETWEEN
A
A
FOR
MANAGERS
GROWTH
EFFICIENCY ORGANIZ-ATIONS
WITHINTHE
ORGAN-IZATION
ININEW
TEAMS
ARE
GROUPS
WITH A
SHARED
CLEAR
PROMISE
OF
FUTURE
IF
MEANING
IS AN
ASSESSMENT
OF REALITYWHOSE
PRIORIT-IZATION
AND
EXPRESSION
MANIFESTSIN
VALUES
PEOPLE
TO WHICHOTHERS
CONDITIONS
COMMIT
CHANGE
AND
VALUES
BREAK-DOWNS
RESULTFROM
COGITIVEBLINDNESS
DOMAINBLINDNESS
OFTHEIR
COMMIT-MENTS
NEGLECTINGTO MODIFY
COMMIT TOSHARED
MISSIONS& GOALS VISIONS ACTIONS
WITHINTHE
ORGAN-IZATION OWNERSHIP ROLES &
STRUCTURES TRUST
ISTHE
RESULT
OF
SINCERITY
COMPETENCE
RELIABILITY
AND
TOLERANCEFOR RISK
ANDTHE FUTURE
CUSTOMERS MAKE A
FOR
ACTIONS
WITH A
REQUEST
BASED ON
DECLAR-ATIONS
WITH
ARE METWITH AN
WITHINA
RELATION-SHIP
CONDITIONSFOR
SATISFACTION
OFFER
WHICH
FOLLOWEDBY A
PERFORMERS
PROMISE
MEETWITH A PROMISE
AFTER A
CUSTOMERS
CAN
ACCEPT
DECLINE
NEGOTIATION
COUNTEROFFER
COUNTEROFFER
OR
COMMITTO
COMMIT
DURING A
CUSTOMERS
DECLARE
SATISFACTION
OR
CANSTILL
COMMITTO
COMMIT
CANCEL
...we (effectively or not)have or not.
The cause of all outcomes(positive & negative) are the...
Awareness and attentionshape the kind of observersand actors we are.
Types of value: functional,financial, emotional,identity, and meaningful.
Whether they acknowledgeit or not, all organizations are in the relationship business.
Whether they acknowledgeit or not, all organizations are in the experience business.
... can be measured(unlike many things)
• passion & ownership• lack of commitment• compliance & obligation
If you don’t change actions,you can’t chance results.
...is action, not intent. Youonly care for those thingsin which you invest energy,time, or sometimes money.
Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.
(defer until later)
... should display,confidence,authenticity,and centeredness.
(in accordance with standardcommunity practices)
(requires a speaker and ahearer and should articulatethe concern to be addressed)
..are one kind of stakeholder.Others include employees,NGOs, suppliers, partners,government media, Nature...
(of future action, to acceptdecline, etc. withinset time
period and resources)
How the people and things that you CARE about connect to your experience.
opinion based on evidencemade by a listner/customer,assessebt of a promise’s impact on the listener’s ability (power) to take care of their concenrs in the future, and is an additional assessment of what the listener is willng to commit to have this promis fulfilled compared to other potential promises they can commit to
performer + individual listener + performer’s promise + background of obviousnss + conversation for action
The conditions people askothers to commit to so thattheir concerns are cared for.
(does the assessment fitthe listener’s beliefs?)
(to what community,event,discourse, discussion, orsituation, does it apply?)
Should be relevant to the domainand purpose and consistent withcommon standards.
Assertions are never true or falsebut shape your posture towardfuture possibilities. Listenersorient themselves within theassertion’s frame opening and closing other opportunities.
There are at least six dimensionsof every experience: intensity,duration, breadth, interaction,value, and triggers.
A fact for which you offerto provide evidence ifrequested.
(what’s the point andconcerns? does anyonecare?)
Generative systemsnaturally generate changeand interaction by their use.
Innovation is the adaptationof a new practice within acommunity.
Innovation processes involve:• Sensing: bringing forth new possibilities that bring value to the community • Envisioning: building compelling stories of how things could be• Offering: presenting a proposed practice to community (leaders), who commit to consider it• Adopting: community members commit to trying the new practice for the first time• Sustaining: (Adopting) for its useful life• Executing: carrying-out action plans that produce and sustain adoption• Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way • Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations.
CANONLY
TRANSFERWITHIN A
MAPA
...to coordinating actions(including declarations ofauthority within the team)
(of the organization, team,and the people within them)
(people must also be fair,honest, just and respectfulof others’ interests)
(including processes)(including the assessmentof these)
How the people and things thatyou care about connect to yourexperience.
There are 15 core meaningsthat define how people framethe world around them.
People can prioritize the samecore meanings yet expressthem differently.
(or disatisfaction, in whichperformers can takeaddittional action to satisfy)
Any number of people cancollaborate but they aren’tautomatically a team.
“Clear” and “simple” aredifferent. Clarity can existregardless of complexity.
Sharing requires clearcommunication, care, andpersonal investement.
Declarations are acts thatchange expectations foraction.
Visions, declarations, &offers which aren’t clearcannot be committed to.
...regardless of authority,from anywhere inside oroutside an organization.
Anyone clearly declaringa vision others want tofollow becomes a leader...
Language is the primarymechanism for changingbehavior and the future.
Both requestor & promisorreset expectations of thefuture due to commitments.
The future is changed bypromises of action focusedon new possibilities.
Those who make offerscommit to be satisfiedwhen these are delivered.
People commit to fulfill offers made and acceptedby others.
...is the chief reason forcontracts to have so manystipulations.
...has become its own goalinstead of just a means to alarger goal.
(failing to discontinue ormodify obsolete practicesor business models)
acceptance, performance,conditions of satisfaction,etc.)
(missing conversations, cutomers, performers, requests, promises,
YOU
CANONLY
INNOVATE
FORTHAT
WHICHYOU
CARE
AREWHEREYOUR
DRIVES
ENERGYFOLLOWS
ATTENTION IS
LEADERS AN
GENERATE
CONVER-SATIONS
WHICHCREATE
VALUE
COMMIT-MENTS
WHICHENABLE ACTIONS
WHICHDRIVE
GENERATIVEOF
RESULTS
INNOVATION
WHICHONLY
EXISTS
RELATION-SHIP
WITHIN AN
AWARENESS CREATES CHOICE
IS AN
ASSESSMENT
THATPROVOKES
ISGROUNDED
FORACTION
WITHTHE
PROPERFRAME DOMAIN PURPOSE AND
SUPPORTING ASSERTIONS
AND
INTRA-PRENEURS
EXPERIENCE
PERFORMERS
DECLARE
COMPLETION
SEEK
ARE
CLEARLY
CANSTILL
SEEK
ENTRE-PRENEURS
SEEK
OPPOR-TUNITIES
OPPOR-TUNITIES
MUST WORKWITHIN THE
CULTURE
FOR
CONVER-SATIONS
DECLARE
ORGANIZ-ATIONS
LEADERS
REVOKE
FOR
BETWEEN
A
A
FOR
MANAGERS
GROWTH
EFFICIENCY ORGANIZ-ATIONS
WITHINTHE
ORGAN-IZATION
ININEW
TEAMS
ARE
GROUPS
WITH A
SHARED
CLEAR
PROMISE
OF
FUTURE
IF
MEANING
IS AN
ASSESSMENT
OF REALITYWHOSE
PRIORIT-IZATION
AND
EXPRESSION
MANIFESTSIN
VALUES
PEOPLE
TO WHICHOTHERS
CONDITIONS
COMMIT
CHANGE
AND
VALUES
BREAK-DOWNS
RESULTFROM
COGITIVEBLINDNESS
DOMAINBLINDNESS
OFTHEIR
COMMIT-MENTS
NEGLECTINGTO MODIFY
COMMIT TOSHARED
MISSIONS& GOALS VISIONS ACTIONS
WITHINTHE
ORGAN-IZATION OWNERSHIP ROLES &
STRUCTURES TRUST
ISTHE
RESULT
OF
SINCERITY
COMPETENCE
RELIABILITY
AND
TOLERANCEFOR RISK
ANDTHE FUTURE
CUSTOMERS MAKE A
FOR
ACTIONS
WITH A
REQUEST
BASED ON
DECLAR-ATIONS
WITH
ARE METWITH AN
WITHINA
RELATION-SHIP
CONDITIONSFOR
SATISFACTION
OFFER
WHICH
FOLLOWEDBY A
PERFORMERS
PROMISE
MEETWITH A PROMISE
AFTER A
CUSTOMERS
CAN
ACCEPT
DECLINE
NEGOTIATION
COUNTEROFFER
COUNTEROFFER
OR
COMMITTO
COMMIT
DURING A
CUSTOMERS
DECLARE
SATISFACTION
OR
CANSTILL
COMMITTO
COMMIT
CANCEL
...we (effectively or not)have or not.
The cause of all outcomes(positive & negative) are the...
Awareness and attentionshape the kind of observersand actors we are.
Types of value: functional,financial, emotional,identity, and meaningful.
Whether they acknowledgeit or not, all organizations are in the relationship business.
Whether they acknowledgeit or not, all organizations are in the experience business.
... can be measured(unlike many things)
• passion & ownership• lack of commitment• compliance & obligation
If you don’t change actions,you can’t chance results.
...is action, not intent. Youonly care for those thingsin which you invest energy,time, or sometimes money.
Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.
(defer until later)
... should display,confidence,authenticity,and centeredness.
(in accordance with standardcommunity practices)
(requires a speaker and ahearer and should articulatethe concern to be addressed)
..are one kind of stakeholder.Others include employees,NGOs, suppliers, partners,government media, Nature...
(of future action, to acceptdecline, etc. withinset time
period and resources)
How the people and things that you CARE about connect to your experience.
opinion based on evidencemade by a listner/customer,assessebt of a promise’s impact on the listener’s ability (power) to take care of their concenrs in the future, and is an additional assessment of what the listener is willng to commit to have this promis fulfilled compared to other potential promises they can commit to
performer + individual listener + performer’s promise + background of obviousnss + conversation for action
The conditions people askothers to commit to so thattheir concerns are cared for.
(does the assessment fitthe listener’s beliefs?)
(to what community,event,discourse, discussion, orsituation, does it apply?)
Should be relevant to the domainand purpose and consistent withcommon standards.
Assertions are never true or falsebut shape your posture towardfuture possibilities. Listenersorient themselves within theassertion’s frame opening and closing other opportunities.
There are at least six dimensionsof every experience: intensity,duration, breadth, interaction,value, and triggers.
A fact for which you offerto provide evidence ifrequested.
(what’s the point andconcerns? does anyonecare?)
Generative systemsnaturally generate changeand interaction by their use.
Innovation is the adaptationof a new practice within acommunity.
Innovation processes involve:• Sensing: bringing forth new possibilities that bring value to the community • Envisioning: building compelling stories of how things could be• Offering: presenting a proposed practice to community (leaders), who commit to consider it• Adopting: community members commit to trying the new practice for the first time• Sustaining: (Adopting) for its useful life• Executing: carrying-out action plans that produce and sustain adoption• Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way • Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations.
CANONLY
TRANSFERWITHIN A
MAPA
...to coordinating actions(including declarations ofauthority within the team)
(of the organization, team,and the people within them)
(people must also be fair,honest, just and respectfulof others’ interests)
(including processes)(including the assessmentof these)
How the people and things thatyou care about connect to yourexperience.
There are 15 core meaningsthat define how people framethe world around them.
People can prioritize the samecore meanings yet expressthem differently.
(or disatisfaction, in whichperformers can takeaddittional action to satisfy)
Any number of people cancollaborate but they aren’tautomatically a team.
“Clear” and “simple” aredifferent. Clarity can existregardless of complexity.
Sharing requires clearcommunication, care, andpersonal investement.
Declarations are acts thatchange expectations foraction.
Visions, declarations, &offers which aren’t clearcannot be committed to.
...regardless of authority,from anywhere inside oroutside an organization.
Anyone clearly declaringa vision others want tofollow becomes a leader...
Language is the primarymechanism for changingbehavior and the future.
Both requestor & promisorreset expectations of thefuture due to commitments.
The future is changed bypromises of action focusedon new possibilities.
Those who make offerscommit to be satisfiedwhen these are delivered.
People commit to fulfill offers made and acceptedby others.
...is the chief reason forcontracts to have so manystipulations.
...has become its own goalinstead of just a means to alarger goal.
(failing to discontinue ormodify obsolete practicesor business models)
acceptance, performance,conditions of satisfaction,etc.)
(missing conversations, cutomers, performers, requests, promises,
NATHAN SHEDROFF nathan.com @nathanshedroff
QUANTITATIVE
Business Model Generation, Alexander Osterwalder businessmodelgeneration.com
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
NATHAN SHEDROFF nathan.com @nathanshedroff
©2014 ScanscionConsumer Experience Waveline
Waveline
Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4
Touchpoints
USEEXPLORATION SETUPPURCHASE
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sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
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Confusion
Anxiety
Frustration
Boredom
INT
EN
SIT
Y
T I M E
2 3 4
12
4
1
3 Beauty Wonder Creation Accomplishment
Ideal ConsumerExperience Waveline
Customer Segment 1
Customer Segment 1
Customer Segment 1
Computer crashes
All the touchpointsare important
Retail confusionaround products
Which computershave integrativefeatures
Struggling to setupWiFi
The excitement ofa new computer
Exploring new features
New products andintegration
Company Experienceafter productupgrades
Adjusting to newproduct betas
The forum takes youright to the answer
Form vs Function
Company & Tech
On software things just disappear
Just search it...
How information is presented vs howpeople really learn
Explaining the keytouchpoints duringexploration
PC LearningExperienceVideo
Getting diverseopinions
Exploring thetouchpoints
PC LearningExperiencePowerpoint
Strategic FocusCorporate
Meaning Priorities
Team & Partner Meaning Priorities
Customer Meaning Priorities
Competitors’ Meaning Priorities
MEANING STRATEGY
INTEGRATED BOTTOM LINE
DESIGN THINKING DESIGN RESEARCH
“NEW BUSINESS” NEW LEADERSHIP
SYSTEMS THINKING SUSTAINABILITY
Nathan Shedroff
nathan@nathan.com @nathanshedroff
THANK YOU
M A K E I T S O Interaction Design Lessons from Science Fiction
b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world. . . . You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”
ANNALEE NEWITZEditor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”
MARK COLERANVisual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICECEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/
MAK
E IT SO
by NATH
AN SH
EDR
OFF &
CHR
ISTOPH
ER N
OESSEL
Experience Design 1.1a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy programCalifornia College of the Arts
2011
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