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The 10 principles of interaction design

http://www.creativebloq.com/netmag/10-principles-interaction-design-10123871

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Summary of Don Norman's Design Principles

Visibility – The more visible functions are, the more likely users will be able to know what to do next. Incontrast, when functions are "out of sight," it makes them more difficult to find and know how to use.

Feedback – Feedback is about sending back information about what action has been done and what has been accomplished, allowing the person to continue with the activity. Various kinds of feedback are available for interaction design-audio, tactile, verbal, and combinations of these.

Constraints – The design concept of constraining refers to determining ways of restricting the kind of user interaction that can take place at a given moment. There are various ways this can be achieved.

Mapping – This refers to the relationship between controls and their effects in the world. Nearly all artifacts need some kind of mapping between controls and effects, whether it is a flashlight, car, power plant, or cockpit. An example of a good mapping between control and effect is the up and down arrows used to represent the up and down movement of the cursor, respectively, on a computer keyboard.

Consistency – This refers to designing interfaces to have similar operations and use similar elements for achieving similar tasks. In particular, a consistent interface is one that follows rules, such as using the same operation to select all objects. For example, a consistent operation is using the same input action to highlight any graphical object at the interface, such as always clicking the left mouse button. Inconsistent interfaces, on the other hand, allow exceptions to a rule.

Affordance – is a term used to refer to an attribute of an object that allows people to know how to use it. For example, a mouse button invites pushing (in so doing acting clicking) by the way it is physically constrained in its plastic shell. At a very simple level, to afford means "to give a clue" (Norman, 1988). When the affordances of a physical object are perceptually obvious it is easy to know how to interact with it.

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The Basics:

Subtractive colors combine to form black. (cyan, magenta and yellow) Additive colors reduce to produce white. (Red, Green, Blue)

Monochrome – Monochrome selections are simply one color from the color wheel Complementary – Complementary selections are based on contrasting colors.  Triads – Triad colors are any three colors which are equidistant on the color wheel.

Hue – Hue refers to a specific tone of color

Saturation – Saturation refers to the purity, or intensity of a color. It is the intensity of a hue from  grey. At maximum saturation a color would contain no grey at all. At minimum saturation, a color would contain mostly grey.

Brightness – Brightness refers to how much white, or black, is contained within a color.

General Web Color notes:

Using a primary color for logo, supporting color scheme draws away from logo. This allows the logo to pop.

Tip: 1 primary & two shade/supporting i.e. gray value & white.

Notes: Be consistent. Keep link colors for links, header colors for headers, etc.

General: – Blue Confidence, stability, professional, honor, trust

– Green Growth, Wealth, Harmony

– Red Power, Love, Violence, Evil, Strength Courage

– Yellow joy, hope, excitement, warning

– white purity, cleanliness, innocence, softness

– black serious, conventional, mysterious, sexy, sophisticated

Always remember… On occasion Steal Always look for at other designs color paring.

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A few Android Design Principles

Design Principles

– Real objects are more fun than buttons and menus Allow people to directly touch and manipulate objects in your app. It reduces the cognitive effort needed to perform a task while making it more emotionally satisfying.

– Get to know me Learn peoples' preferences over time. Rather than asking them to make the same choices over and over, place previous choices within easy reach.

– Keep it brief Use short phrases with simple words. People are likely to skip sentences if they're long.

– Decide for me but let me have the final say Take your best guess and act rather than asking first. Too many choices and decisions make people unhappy. Just in case you get it wrong, allow for 'undo'.

– Only show what I need when I need it People get overwhelmed when they see too much at once. Break tasks and information into small, digestible chunks. Hide options that aren't essential at the moment, and teach people as they go.

– I should always know where I am Give people confidence that they know their way around. Make places in your app look distinct and use transitions to show relationships among screens. Provide feedback on tasks in progress.

– If it looks the same, it should act the same Help people discern functional differences by making them visually distinct rather than subtle. Avoid modes, which are places that look similar but act differently on the same input.

– Give me tricks that work everywhere People feel great when they figure things out for themselves. Make your app easier to learn by leveraging visual patterns and muscle memory from other Android apps. For example, the swipe gesture may be a good navigational shortcut.

View Resource

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Structure of Single (Homepage) Sites

Top

Establish the what, where, when and top-level why with a visual wow to hook the viewer. It would be advisable to include a call to action if they’re already sold or visiting the page with an intent to buy.

Middle

Convince and educate the viewer by fleshing out the reasons why they should care and how you’ll do it. This is where you make your case.

Bottom

Provide a conclusion to your story. Summize. Repeat the call to action or offer alternative action steps. If users have made it this far they’re now deciding if they care enough to go forward. Make it easy for them. You can see these principles applied on http://2012.buildconf.com/teaser/(now archived version).

From Kyle Meyer. 

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IxD Crash Course

What is Interaction Design? 

Following the fundamental tenets of user-centered design, the practice of interaction design is grounded in an understanding of real users—their goals, tasks, experiences, needs, and wants. Approaching design from a user-centered perspective, while endeavoring to balance users’ needs with business goals and technological capabilities, interaction designers provide solutions to complex design challenges, and define new and evolving interactive products and services.

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What concepts drive IxD?

• GOAL-DRIVEN DESIGN

In every design discipline, the artist must first acknowledge their constraints, and then devise a solution

• “INTERFACE AS MAGIC”

Alan Cooper (author of About Face 3: the Essentials of Interaction Design). Alan says that ideally, interfaces wouldn’t exist at all in the mind of the user — they should simply “see” the interface as an extension of the underlying system.

To this effect, the best interaction designs don’t exist: they don’t take a long time to load/respond; they don’t make users think; and they don’t give user’s cause for grief. As Jason Fried, CEO of 37 Signal’s says: “Less is Less.” Give the user’s just what they need to accomplish their goals and then move along.

• USABILITY

Usability denotes the ease with which people employ a tool in order to achieve a particular goal. 

• AFFORDANCES

– form follows function. In others words, links should look like links, buttons should look like buttons, search boxes should... – Affordances represent the action possibilities available between an actor and their environment.

• LEARNABILITY – A great deal of what comprises a usable interface is made up of familiar components. – If users are used to submitting a form with a button, they’ll look for a button when that time comes. This is an example of an interface idiom, or pattern.

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• FORM/INFORM A DESIGN STRATEGY

– an interaction designer will need to know who she is designing for and what their goals are. – an interaction designer will assess the goals and develop a design strategy, either independently or with help from other designers on her team. A design strategy will help team members have a common understanding of what interactions need to take place to facilitate user goals.

• IDENTIFY AND WIREFRAME KEY INTERACTIONS – After the interaction designer has a good idea of the strategy motivating her design, she can begin to sketch the interfaces that will facilitate the necessary interactions.

• PROTOTYPE INTERACTIONS

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Notable Interaction Designers

• CENNYDD BOWLES – http://www.cennydd.co.uk/

• NATHAN CURTIS – http://eightshapes.com/

• TIM VAN DAMME – http://madebyelephant.com/

• UDAY GAJENDAR – http://www.ghostinthepixel.com/

• THERESA NEIL – http://theresaneil.wordpress.com/

• BILL SCOTT – http://looksgoodworkswell.blogspot.com/

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TOOLS

• UNIFY – EightShapes Unify is a collection of templates, libraries, and other assets that enable user experience designers to create more consistent, effective deliverables faster. The system utilizes the Adobe Creative Suite of products; primarily, Adobe InDesign is the key authoring tool. http://unify.eightshapes.com/

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From: http://www.uxbooth.com/

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Chapter 7: User-Centered Design

The point of the book was to advocate a user-centered design which is a philosophy that things should be designed with the needs and interests of the user in mind, making products that are easy to use and understand.

Design Should:

make it easy to determine what actions are possible at any moment

make things visible, including the conceptual model of the system, the alternative actions, and the results of actions.

Make it easy to evaluate the current state of the system

Follow natural mappings between intentions and the required actions; between actions and the resulting effect; between the information that is visible and the interpretation of the system state

Basically we should be able to (1) figure out what to do (2) tell what is going on

Principles for making difficult tasks simple ones:

Use both knowledge in the world and knowledge in the head

Simplify the structure of tasks

Make things visible:  bridge the gulfs of Execution and Evaluation

Get the mappings right

Exploit the power of constraints, both natural and artificial

Design for error

When all else fails, standardize

There are three aspects to mental models: 

the design model (the conceptualization the designer had in mind)

the user’s model (what the user develops to explain the operation of the system)

and the system image (the system’s appearance, operation, way it responds, manuals / instructions included with it)

Ideally, the design model and user model are the same.  The designer must ensure that the system image is consistent with and operates according to the proper conceptual model.

Ways to simplify the structure of tasks:

keep the task much the same, but provide mental aids (simple mental aids provide cues about what we should do)

use technology to make visible what would otherwise be invisible, thus improving feedback and the ability to keep control (and hide stuff that is irrelevant to completing the task)

Automate, but keep the task much the same (remove unnecessary steps of a task)

Change the nature of the task (use technology to simplify something)

But remember NOT TO TAKE AWAY CONTROL FROM THE USER!

Bridge the gulfs of Execution and Evaluation:

Make things visible so users know what actions are possible

Make things visible so people can see the results of their actions

The system should have actions that match the users’ intentions

Design for Error:

Make it so mistakes aren’t too critical, undoable, etc.

Make things difficult?

Sometimes a difficult design is good- it forces us to deliberately focus on what we’re doing (focus on it)

Good for dangerous equipment, operations, secret doors, etc.

Make things easy to use? 

To make something easy to use, match the number of controls to the number of functions and organize the panels according to function. 

To make something LOOK easy, minimize the number of controls.

Remember, tools not only control WHAT we do, but HOW we do it and the way we VIEW ourselves, society and the world!  Our design can change a task, a society, and the world.

The world of the future can be looked forward to with pleasure, contemplation and dread.  How will we be able to handle more information that is more complex and control it with more ease?  The answer:  this book- the design of everyday things.  We must fight for and reward good design, and do the opposite for bad design.

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Chapter 6: The Design Challenge

Often good design is an evolving process:  a design is tested, problems are found, design is modified.  Process repeats and continues until resources run out.

Design is a constant battle between usability and aesthetics.  Problems occur when one dominates over the other too much.

Designers are not end-users, often clients are not either.

Often we have selective attention:  we focus too much one thing and reduce attention to other vital things.  (such as sticking a knife into a toaster to get the burning bread out.)  Designers have a hard time conceiving of all of the possible ways that people will use things!

Often designers mess with convention when designing things (faucet examples, p. 166)

Two deadly temptations for the designer:

Creeping featurism – keep adding useless features until it’s too difficult to use

The Worshipping of False Images -  make it complex because it looks cool

Often there is no perfect answer to a problem.  We MUST consider the tradeoffs of our design, and weigh the options to come up with the best solution.

“THE INVISIBLE COMPUTER OF THE FUTURE” is mentioned at the end of the chapter… where we do tasks and the computer is transparent (we are not using the computer, we are completing a task)

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Chapter 5: To Err Is Human

Language has built in functions to allow us to correct ourselves when we stumble, mess up, etc.  Artificial devices often do not- a mistake can cause chaos.

Slips are the most common error:  when we intend to do one thing and accidentally do another (automatic behavior problem)

Types of Slips:

Capture Errors (two action sequences have common initial stages - an alternative action 'captures' your attention)

Description Errors (two objects are physically alike enough to mess up - like throwing clothes in the toilet)

Data-Driven Errors (recalling the wrong piece of data – confusing two numbers)

Associative Activation Errors (event activates a similar but wrong response)

Loss-of-Activation Errors (forgetting to do something or part of the act)

Mode Errors (when devices have multiple modes and our actions are for the wrong mode)

Well designed things should allow us to detect slips by using feedback (a clear discrepancy between actual and intended result).   For example, in computers, when destroying a file, it is good to ask for confirmation to verify the user wants to do an irrevocable action)

Human cognition is extremely complex and difficult to understand, but better understanding of this will allow us to design better systems with less human error. 

Conscious vs. subconscious

Deep / narrow vs. shallow / wide tasks

if shallow, width is acceptable (choosing a flavor of ice cream:  many choices, but only one decision)

if narrow, depth is acceptable (following a recipe:  few decisions, many steps)

Design should allow for human error:

Understand causes of error and try to minimize them

Make it possible to undo actions

Make it easier to discover when errors occur and make them easy to fix

Think of tasks as imperfect approximations of what the user wants to do

Forcing Functions:  If need be, use lockout devices (force a sequence of actions so that the user can’t enter a dangerous place)

A good design philosophy:  p. 140 - summarizes principles discussed thus far

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Chapter 4: Knowing What to Do

We mess up when there is more than one possibility / option of things to do

Building the Lego motorcycle:  semantic and cultural constraints, as well as the shape (clues) of the pieces allow us to figure out easily how the pieces are assembled together

Constraints:

Physical constraints – physical limitations, based on shape, size, etc.

Semantic constraints – limitations based on the meaning of the situation (Lego motorcycle:  rider must face forward… windshield goes in front of face, etc.)

Cultural constraints – limitations based on accepted cultural conventions.  (Lego motorcycle:  signs are meant to be read, thus the ‘police’ sign should be right side up.  The red light goes on the rear, because red is culturally defined to mean ‘stop’, etc.)

Logical constraints – logically induced limitations (Lego motorcycle:  all pieces should be used, with no gaps, etc.)

Constraints are important in suggesting what we should do- so they should not be deceiving.  An object should suggest (afford) what it does (only one predictable outcome- GOOD MAPPING). 

For example:  an array of identical looking switches is a bad design

While the above mainly focuses on constraints and mappings, we must remember to use good visibility and feedback.  Crucial parts must be visible (doors must have door handles) and we need feedback to verify we completed the task successfully (a good display, showing what just happened)

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Chapter 3: Knowledge in the Head and in the World (Memory)

We can have precise behavior on how to do a task without precise knowledge of the task due to 4 reasons:

Information is in the  world:  much of the information required to do the task can reside in the world.  Behavior results from combining information in the head with information in the world.

Great precision is not required:  precision, accuracy and completeness of knowledge are seldom required.  Perfect behavior will happen if there is sufficient knowledge to distinguish the correct choice from the others.

Natural constraints are present.  The world restricts the allowed behavior.  The physical properties of objects constrain possible operations (ways we can use / manipulate objects).  Each object has a set of physical features that limit its relationships to other objects, the operations that can be done on it, etc.

Cultural constraints are present.  Society has evolved numerous artificial conventions that govern acceptable social behavior.  These cultural conventions must be learned, but once learned apply to a wide variety of circumstances.

These four reasons reduce the number of alternatives and reduce the amount of information required to be stored in memory to successfully complete the task.

Memory is knowledge in the head

Often grouped into short term memory and long term memory

Three important categories of memory:

Memory for arbitrary things (without meaning / relationships)

Memory for meaningful relationships (with something else)

Memory through explanation (some explanatory mechanism)

Typically requires learning, is efficient, and not easily retrieved

Memory is also knowledge in the world

Reminding (signal and a message)

Natural Mappings (arrangement, like stove controls example)

Typically easily retrieved whenever visible / audible, no learning required, but slowed up by the need to interpret the external information

There are three aspects to mental models (types of conceptual models?): 

the design model (the conceptualization the designer had in mind)

the user’s model (what the user develops to explain the operation of the system)

and the system image (the system’s appearance, operation, way it responds, manuals / instructions included with it)

Ideally, the design model and user model are the same.  The designer must ensure that the system image is consistent with and operates according to the proper conceptual model.

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Chapter 2: The Psychology of Everyday Actions

People feel bad, sorry, frustrated, stupid for not knowing how to operate mechanical things, especially if the task appears to be trivial

The world, and everyday things, are filled with misconceptions

Aristotle's naive physics - our 'naive' way of explaining the phenomenon we witness in everyday life - often very practical but incorrect.  People often have naïve, incorrect explanations for real world phenomenon (cranking the thermostat all the way will make us reach a desired temperature faster)

Coincidence can set our ‘causal’ wheels rolling.  What matters is that we ‘perceive’ causality, and whether or not that causality exists, we think it is there.  Often we perceive causality that isn’t there and often ignore the real cause.  This can create a problem / crisis later because we have a bad explanation of what is happening (3 Mile Island)

Spiral of silence / conspiracy of silence - not reporting errors / misconceptions that you think are your fault (you're in the minority and don't want to be singled out).  Even though this may not be true- the majority might be having the same problem, and we need to find out.

Learned helplessness -  after failing to do a talk multiple times, people often decide that they cannot do the task (they are helpless)

Taught helplessness -  perceived difficulty in one task generalizes to the whole, so that we feel (self-blame) that we cannot do tasks (such as in mathematics, where each successive task requires complete understanding of previous tasks).  A sort of self-fulfilling prophecy that we are unable to accomplish a task due to previous difficulty / failure.

7 Stages of Action:  An Approximate Model

            (Execution)           Goals           (Evaluation)                                /         \           Intention to Act               Evaluation of interpretations                   v                               ^         Sequence of Actions              Interpreting the perception                   v                               ^ Execution of the action sequence         Perceiving the state of the world                   v                               ^                      \        (THE WORLD)      /

7 Stages of Action:  1 for goals, 3 for execution, 3 for evaluation:

Forming the Goal

Forming the intention

Specifying an action

Executing the action

Perceiving the state of the world

Interpreting the state of the world

Evaluating the outcome

THE GULF OF EXECUTION:  does the system provide actions that correspond to the intentions of the user?

THE GULF OF EVALUATION:  does the system provide a physical representation that can be directly perceived and that is directly interpretable in terms of the intentions and expectations of the user?

Each of the seven stages are good for checking that the gulfs of execution and evaluation are bridged.  How easily can one:

                                    Determine The Function of the Device?

Tell What Actions Are Possible?                                 Tell if System is in Desired State?

Determine Mapping from Intention                            Determine Mapping from System to Physical Movement?                                            State to Interpretation?

Perform the Action?                                                Tell What State the System is In?

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Chapter 1: The Psychopathology of Everyday Things

Users shouldn’t need an engineering degree to figure out what a device does

He uses the example of aesthetically pleasing glass doors- how we can get trapped or not able to pass through them because there are no clues on how to use them

VISIBILITY - one of the most important aspects of design – interface must have visible features, inferring the right messages to us

Natural Signals – the ‘natural’ or common understanding of objects and their perceived use

Natural Design – design that takes advantage of ‘natural signals’

MAPPINGS – the link between what you want to do and what is perceived possible. It is the relationship between moving a control, and the results in the real world.

Natural Mapping – takes advantage of physical analogies and cultural standards for immediate understanding

AFFORDANCES – the perceived and actual properties of the thing, primarily those fundamental properties that determine just how the thing could possibly be used (e.g. a chair affords sitting; glass affords seeing through, breaking; wood affords solidity, opacity, support, carving)

Affordances provide us clues on how to operate a device

CONSTRAINTS – limits to the perceived operation of a device (e.g. a small hole vs. a large hole- we might be able to use only one finger in the small hole, while we might be able to use multiple fingers in a large hole)

CONCEPTUAL MODEL – our mental simulation of a device’s operation (mental model?) These can be based on MAPPINGS, AFFORDANCES and CONSTRAINTS.

MENTAL MODEL – models people have of themselves, others, their environment, and the things they interact with (CONCEPTUAL MODELS are part of this)

The mental model of a device is formed by interpreting its perceived actions and its visible structure.

System Image – the visible part of the device being used. If incomplete / contradictory, the user cannot easily use the device.

Feedback – sending information back to the user about what action has actually been done and what result was accomplished

Two principles of designing for people:

good conceptual model

make things visible

Norman’s Conclusion: Design is not an easy task. Technology is a paradox because it is supposed to make our lives easier when it often makes it more difficult. However, this is not an excuse for poor design.

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"Thinking in Systems" by Donella Meadows

Summary courtesy of Conscious Capitalism. 

Characteristics of systems that work well:

1.   Resilience – ability for a system to adjust. The opposite of resilience – fragility, causes the system to be unresponsive to change, and exposes the system to potential of collapse. The argument the book makes is that many modern “innovation” such as monoculture crops and “just in time inventory” make the system vulnerable, to disease or supply chain interruption, respectfully.

2.   Self Organization – ability of system to adjust to new demands and circumstances. Ability of the system to orient itself and build complex structures from simple building blocks (snow flake from simple pattern, DNA & RNA as building blocks of life) is viewed as key characteristic.

3. Hierarchy – describe how complex system can be broken into smaller, simpler organization that can function autonomously. The opposite of hierarchy is a one complex organism that cannot be productive of parts of it is not performing at the level required for the smooth operation of the system.

Concepts that cause systems to “misbehave”:

1.  Beguiling Events - focusing too much on events, rather than system flows. This trap causes overreaction, and complacencies resulting in system oscillations and system failure. Focusing on events causes the observer to lose ability to predict the future. A classic example of focusing in GNP as a measure of nation’s wealth rather than the overall capital – physical plants, people, knowledge, is described.

2.   Liner Minds in a Nonlinear World - Many theorist envision a world where thing occur in liner fashion, Cause and effect, etc. However the world is too often non-linear. Small incremental changes, over time, can cause huge swings in the affected system. Sometime a notion that if a little of something is good, more of the same is much better.

3. Nonexistent Boundaries – making models with boundaries, for sake of simplicity, that do not reflect real life.

4.  Layers of Limits – notion that any individual layer might be limited by some other layer in the model. 

5.  Ubiquitous Delays – The notion that things “it takes what it takes”. System delays are inherent in the physical and social systems. A great example of this is described by Vaclav Havel whose description of why democracy can’t be imposed is illustrative of this concept.

6. Bounded Rationality – describes the fact that if a system is limited, people do things in a rational self interest. These actions, while understandable at the low level, cause overall system failure. There are many examples of this in recent times (mortgage crisis, environmental damage, etc). This concept flies in the face of the notions of Adam Smith’s that invisible hand will guide the world to a better place.  

System traps and opportunities how to fix them:

1.  Policy Resistance – THE inherent resistance of the establishment to allow changes to affect the system. People would rather live with a flawed system that is familiar then to allow changes that might cause uncertainty and instability. Such resistance can cause inevitable collapse to be more dramatic, sometime even catastrophic.

2.   The tragedy of commons – This is a classic economic theory, described in terms of system thinking. The common, defined as community space – such as a town common, is a shared resource. This resource can be governed by community standards, privatization or effective regulation. Each approach has tradeoffs and benefits. It’s the conclusion of the author that only regulation is affective since the community standards are usually not enough and privatization causes the property owner act in self interest and disregard the abutter’s welfare.

3.   Drift to low performance – the notion that prolonged failures causes acceptance of the new state of things, “New normal” – has become a popular term in recent times.

4.   Success to Successful – notion that success will give advantage to those that have already succeeded, thus limiting the “losers” ability to win in the future. “The rich get richer!”

5.   Shifting the burden – notion that risk is shifted to someone else, while success is reaped by the actor. 

6.   Rule beating – the notion that rules, or laws, are ignored, broken or skirted. The cause of rule breaking is usually related to the fact that these rules are perceived as unjust or not flexible or response enough to real life issues. Also, following the letter of the law and not it spirit is described.

7.   Seeking wrong goal – sometime goals change. Many systems suffer from the fact that original goal don’t make any sense in the current context, or never did. Pursuit of wrong goals will cause the system pursue these goals, capturing wrong or insignificant metrics, leaving the illusion of progress, while heading toward system collapse.

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Apple CEO Tim Cook on Collaboration

The discussions are organized into a playlist here.

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Design Your Strategy

Master strategists don’t choose or decide on a strategy; they design novel responses to challenges. Strategy always involves three points:

1. Premeditation 

Strategy represents planning carried out in advance of action; “winging it is not a strategy.”

2. Anticipation 

Figuring out how others (for example, your competitors) will act in the future is an important part of the strategic planning process.

3. Design of coordinated action 

Your strategy is far more than your choice among various options – it’s something you construct. You are customizing a performance race car, not choosing a souped-up vehicle from a car lot.

  From Good Strategy Bad Strategy

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A few resources

What is Digital Strategy

10 Facebook Myths

The Science of Social Media - Dan Zarella (video)

Social Media Overview via Soap

Peter Kim Social Media Case Studies Wiki

Facebook Brand Pages for Dummies via Soap

Engaging Post on the new Facebook

How to get more likes, shares and comments - Dan Zarella Social Scientist

4 Digital Creatives doing awesome things -http://adspace-pioneers.blogspot.com/2011/09/4-digital-creatives-doing-awesome.html

Why should strategist make stuff -http://www.markpollard.net/why-strategists-should-make-stuff/

Digital Strategy Toolbox

20 Social Media Marketing Tools

Using Pinterest as a Planning Tool

Twitter apps:

FanBomb/Thunderclap

Twitter Trivia

Pay with a Tweet