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MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT

designmba.cca.edu

http://designmba.cca.edu

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


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

3e Context

37e 8 a :; ”Design” & “Business”?

de =t>?


de =t>?

(hint: it’s about “culture”)


de =t>?

(hint: it’s about “culture”) (and tools)


de =t>?

(hint: it’s about “culture”) (and tools)

(but, mostly “culture”)

BUSINESS

D@i gn

BUSINESS

(DESIGN, ARCH, ENG…)

BUSINESS

(PRODUCT) DEVELOPMENT

BUSINESS

D@i gn

“BEAN COUNTERS”

@i“De E”

OPTIMIZATION

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CERTAINTY

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MINIMAL VIABLE PRODUCT

EXPERIENCE PROTOTYPE

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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.

http://seekingalpha.com/symbol/k

http://seekingalpha.com/symbol/rah


emotional identity

meaningful

VALUE

RELATIONSHIP


emotional identity

meaningful


emotional identity

meaningful

RE

XP

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EN

EC

RE

XP

EI

EN

EC

RELATIONSHIP

WE ARE IN THE RELATIONSHIP BUSINESS


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(it’s + only one wUV =* .)

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Commodity Product Service Experience

WE’RE a ARE IN THE

EXPERIENCE BUSINESS

From: The Experience Economy, Pine and Gilmore

lso

Commodity Product Service Event/Environment

Experience

WE’RE a ARE IN THE

EXPERIENCE BUSINESSlso


emotional identity

meaningful


emotional identity

meaningful

Quantitative

Qualitative(Premium)

How muX 8 Qualitative Value wUV ?


emotional identity

meaningful$1.1B

Instagram TOTAL VALUE:

Quantitative



emotional identity

meaningful$1.01B

$86M Quantitative


TOTAL VALUE:

$1.1B

Instagram

QUALITATIVE

QUANTITATIVE

QUALITATIVE

QUANTITATIVE

VS.

QUALITATIVE

QUANTITATIVE

AND

3e Wą-.e

Core Meanings

Triggers

Emotions

Accomplishment Beauty Creation Community Duty Enlightenment Freedom

Harmony Justice Oneness Redemption Security Truth Validation Wonder

15 CORE MEANINGS:

Definitions: makingmeaning.org

Star

t (fin

d it)

End

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it)

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alk

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StoryboardBeat ChartTempo MapFlow Chart

Experience BlueprintJourney Canvas

Film Experience ChartArchitectural Model

Walkthrough

TRANSMEDIA EXPERIENCE ARCHITECTURE

#ALGREN

LEGEND ...

= MONOMEDIA

= INTEGRATED MEDIA

= TRANSMEDIA

1

3

2

= PERSONA INFLUENCE

= NARRATIVE INFLUENCE

= PRODUCT

= MEME

= COLLABORATIVE INTENTION

THINKSTATE // 2011.03.08

CORE NARRATIVEchapter & verse

STORYWORLD

PARTICIPATORY

CH

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PHILIP KAUFMAN ?

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PERFORMANCE ART

JOURNEY MAP vs WAVELINE• Maps touchpoints • Maps functions • Design 4 touchpoints

• Design 4 relationships • Maps experiences (“change in people”) • Maps emotions, values & meaning • Maps value (and, opportunities) • Can map triggers • Places opportunities in context & time

© SCANSION 2014Consumer Experience Waveline

Waveline

Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4

Touchpoints

USEEXPLORATION SETUPPURCHASE

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Lorem ipsum dolor sit amet, con-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.


Lorem ipsum dolor sit amet, con-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.Lorem ipsum dolor sit amet, con-

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.













































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

casual chitchat with fellow coffee enthusiasts in line. The coffee shop experience offers and for many delivers on the core meaning of Community. Wavelines Using wavelines, we mapped the intensity and touch points of the current coffee shop and news experience journeys, respectively. The coffee house waveline highlights the painpoints of waiting to order and waiting for the order to be up. There is an upswing once the customer receives his or her coffee. The experience peaks upon the customer’s first sip of coffee and then levels off as the cup empties, the coffee cools, and the customer turns to focus on the business of the day. The waveline for the news experience has the peaks and valleys of a volatile stock market. Intensity shifts oscillates abruptly between high and low without any gradual lead in or lead out or even distinct touch points. The waveline represents the news experience as a staccato, disjointed journey rather than a smooth and fluid one.

!Figure 2 Wavelines

Comparing the two wavelines calls out opportunity areas where the coffee house experience could enhance the news experience and the news experience could enhance the coffee shop one. News content could provide stimuli during the waiting time for coffee. Human interactions, like those of

Customer Experience : Youth Political Awareness & VotingJill16 years oldHigh SchoolFirst time voter in 2016

Learn outcomeObtain ballot Vote Watch ongoing

tallyParents/Family Travel TravelDo itSchool Find out how

Learn & Develop Awareness VoteRegister to Vote Tally Results

Dad annoyed, doesn’t want to be interrupted when he reads the newspaper

Watches dad read newspaper

Attend to parents Election Day party

Starts using facebook

Sees campaign ads on lawns

Brother comes back from

Sees campaign ads on TV that look interesting

Watch the Election reports on TV, party with parents and friends

Sees TV ad that’s un-fairly criticiz-es favorite presidential candidate

See TV ad that unfairly criti-cizes favorite president candidate

Sees analysis of the election and begins to see a balanced view of what hap-

Reads her name in the local paper

Read about Ebola on FB

Reads about have Ebola on FB will be contained

Friends didn’t do well either on assignment

Talk to friends whose parents rent reacted the same cay

Friend blocks Jillon FB

Parents upset of the presidential candi-date who won

Studies Government5yh grade and does poorly on assign-ment

Government class teacher gives her C- on current events assignment

+

0

-

Scenario 1: Jill, High School Student

OUR FOCUS

CURRENT vs IDEAL

INITIATION ENGAGEMENT CONCLUSION

SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT

4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK

DISMISSEDNOT CALLED IN

1 DAY - 2 WEEKSNOTIFIED

SCHEDULING

IMMERSION

PRE-SUMMONS

APPEAR

WAIT

SELECTED TRIAL

DELIBERATE

VERDICT

POST

DISMISSED

POST

JURY DELIGHT | MEANING STRATEGY | EXPERIENCES STUDIO 21

With the new waveline, even people who do not serve on a case find the experience meaningful• All three personas are satisfied

Current Experience Waveline


Ideal (Best) Experience Waveline

Touchpoint Opportunity 1




Ideal (Best) Experience Waveline

© SCANSION 2014Consumer Experience Waveline

Waveline


Touchpoints



























































Confusion

Anxiety

Frustration

Boredom

INT

EN

SIT

Y

T I M E

2 3 4

12

4

1



Customer Segment 1

Customer Segment 1

Customer Segment 1

Computer crashes











Form vs Function

Company & Tech


Just search it...







You’re already doing this (somewhat)

Now go Y it =Z7

You’re already doing this (somewhat)

NATHAN SHEDROFF nathan.com @nathanshedroff

QUANTITATIVE

Consumer Experience Waveline

Waveline


Touchpoints



























































Confusion

Anxiety

Frustration

Boredom

INT

EN

SIT

Y

T I M E

2 3 4

12

4

1



Customer Segment 1

Customer Segment 1

Customer Segment 1

Computer crashes











Form vs Function

Company & Tech


Just search it...







blindspotbook.org

http://blindspotbook.org

A final note

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,

The ability to clearly communicate a vision of the future others

want to follow

Lead7\ip

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


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

N"# $edroff [email protected]

@nathanshedroff

Using the Waveline (talk)

Design

Transcript of Using the Waveline (talk)