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As usual, Webinar Series, today we present five ways experience design can revolutionize your organization.
Your instructor today is Dennis [inaudible] Dennis CI is Graduate Director of the MFA in experience design at my.
University the only distance learning MFA.
Experience design in the world.
His research focuses on ways design, thinking, processes and outcomes of fact.
And are influenced by human perception, emotion, and action.
Prior to his academic appointments, Dennis worked as creative director, interaction and experience designer for.
15 years in the Dallas, Fort Worth area.
Welcome to Dennis today and thank you for taking the time to join us.
Just to note to our viewers, questions were collected during registration and Dennis will attempt to address some of those throughout the webinar today.
You'll also have the option to ask questions during the webinar.
Bye.
At the question at the bottom of your screen, please note that in the interest of time we have available, we may not get to every question.
Today's webinar will last about an hour, including time for those questions and answers., and with all of that, I will turn it over to Dennis.
Welcome to you.
Thank you for joining us.
[SPEAKER] Thank you.
Thank you so much for having me.
I will bring my slides up here and we'll present and we will get going.
So some of you maybe even just thinking who are unfamiliar with the concept of experiences I'm what the heck are we talking about here?
Well, we're going to dig into that and let me try that again.
I seem like a really accomplished online educator now done it.
All right.
So I am the y directly experience design MFA here at Miami.
And our MFA is a distance learning programme.
So with the pandemic, we are still smooth sailing and pretty used to doing some distance learning.
Let me talk about what we focus on here in experience design.
What this really means.
So Pine and Gilmore, this like 1999, couple economists of course, you're an economist out there, props to you, they're the first people who start talking about experience design in 1999 and they talk about how corporations should focus that the greatest opportunity for value creation is not just a making surfaces or making better products, but in creating an experience that users, that people who buy these products and use these products.
Will want to use and returned to.
So they give this example in their book and I think it's a great way to frame the power of experiences.
So they talk about coffee beans depending on what time zone you're in, you may be sipping some right now.
We've got these raw coffee beans.
They're a commodity.
And they're like, You know what, $0.04 a pound.
Like that.
So once we roast them though, this image always makes me, but I can smell it right.
Now.
It's a good it's gone from commodity to good, and its price goes up per pound.
We're getting up into like the 25 or 17 cents per pound category, then when we brew it.
Granted, this is not the most beautiful cup of coffee.
Now we've gotten up to 98 cents when we're consuming this coffee.
But what happens when we take it to the experience level?
One of these, what we're we're all willing to pay like four bucks for one of these.
So when you elevate what you offer to an experience, then you can charge more in Pine and Gilmore touched on this, but I think they touched on how the power of experiences can go far beyond just charging more for your product.
So as designers, we tend to focus on products a lot, but the most scientific thing I have to say about that is no.
Let me tell you why.
So we talk about design and we focus on outcomes all the time.
Architects are about crafting, environments, structures.
We focus on apps and we focus on devices first in interaction design and graphic design, it's public and industrial design.
We're creating objects.
But each of these starts with the item in start of instead of starting with the experience.
So in experience design, we emphasize the experience first, the people, which definitely shifts the design activity into a little bit of a different realm than just making great products, though.
Those are still valuable.
So when we focus on the people and their unique experiences and the stories that they encounter every day.
The pain points they run into the proud moments, the wishes that they had.
Then we can focus on experiences when everything happens in context.
And those contexts that surrounded experiences really affect those experiences.
So for example, in a waiting room, our attitude about our health care of maybe a little bit different than when we're at home.
If you're on a plane.
Different contexts, different experience, and one that hits close to home when you're on campus in a face-to-face class, it's a very different experience than when you're learning online.
Like we have been this year.
So the context, the conditions that surround the experience definitely matter.
So we focus on the people.
As experienced designers, we focus on the context as well.
And the design is still very much part of it.
The products, services, and systems we create.
So these three things, context, people, and design, all make up an experience designed scene.
So let me talk about those five things you came here for.
So we can learn how to think, feel, and act like an experienced designer.
So number one of the five things is re-framing.
So I want to take a little time here to reframe your concept of design.
Want you to think about design a little bit differently because you may be considering design is this water bug.
Bottle the app that you're watching this on.
But experience design mindset is a little bit different.
And can unlock your organization.
So Herbert Simon, cognitive scientist, and wide range of disciplines, wrote this everyone designs.
Who devises courses of action aimed at changing existing situations into preferred ones.
Let's break that down.
Everyone's a designer who makes anything that tries to improve the situation.
So think about yourself.
Have you ever made a poster?
Maybe for like a lemonade stand or have you ever implemented a procedure perhaps for people to volunteer for something?
Well, if you've ever made one of those, you're a designer, and I'll tell you, designers love to tell people you're not a designer.
Because you don't have these skills.
Don't believe them.
If you've created anything that 10, that attempts to change a situation into a preferred one, your designer.
Let's talk about that.
So every designs an intervention then the last summer, when I was traveling, you may have seen some of these if you've gone to a hotel, this is a design and it's an intervention..
So in your organization, when you need to implement a service or a product, think of it as an intervention.
What are you trying to intervene for your people?
What are you trying to change, when you reframe you're thinking around design as an intervention, it can unlock new ways of does.
Products, services, and systems that hit that experience level.
This item here, it's intervention is I feel unsafe with the cleanliness of my hotel room.
This designs put in place, my hotel rooms been sanitized.
I feel a little safer, not every person.
Believes this intervention, but some do., and certainly early in the pandemic, we gravitated towards the need for cleanliness and this intervention worked quite well.
Second, think about activities, not outcomes.
So a way of reframing this number 1, people complete.
E-tivity.
Couple of good examples for you to dig into.
I'm going to give you a ton of resources today.
I won't be able to dig into them.
Don Norman Nielsen, Norman Group and Christians and, another's talking about activity centered design and jobs to be done.
So they're reframing this idea that.
People don't want products and services and systems.
They want to get stuff done.
They want to do something.
Here's an example from Walt Disney World, where I teach in experience design course, by the way, it is open to anyone if you want to come study experience design with me at Walt Disney World the be fun.
So this is an image actually offer, my daughter on waiting in line for a big Thunder Mountain Railroad.
If you've ever been in Florida in July, or August, or just about any month of the year.
It's really hot Just kidding.
For those of you in Florida.
I know it.
It actually gets it actually gets down to like 60 there anyway.
When you're waiting in line for an attraction, you're doing an activity.
You're waiting in a queue, you're waiting to get on a ride.
That's the activity.
What Disney implemented here, what the Imagineers are put into place is while I'm waiting in line, I have stuff to do.
In this case you can actually push.
Down on this TNT kind of device and it will shoot water out at folks who are riding the ride.
So the intervention is people are waiting in line in there hot, and they're bored.
We wish that they were having fun even while they're waiting in line to reduce their pain.
Intervention.
This TNT object is TNT device.
The activity waiting in line.
So for your organization and unlock your potential by not just thinking about what you want.
To solve, but think about what your people are trying to get done.
And then you may design something that will align with that activity and help them to get that activity done in a way that's memorable for the experience stands out.
Another one here, if you're cooking OXO, Good Grips, fantastic devices.
Design for people who have a difficult time manipulating devices, specifically for cooking.
The activity, I need to cook, I need to peel potatoes \ the intervention, a design that is specifically built for a hand size or specifically for folks who have a hard time holding on to very small devices for different reasons.
So ask yourself the question in your organization, your corporation, or whatever.
What are your people trying to accomplish?
And how can you intervene when you think about activities and interventions, you'll design in ways that are more inventive and and actually may align with your users preferences and needs, okay, number two, research.
So researchers, this [inaudible] innovation, your people, when I say your people, the people who are your students, or the people who are in your organization, your employees, your, your customers.
They will not walk up to you and tell you, Hey, Dennis one thing that really frustrates me about your pizza shop is the pizza boxes are they're just not really fun to use and they don't keep the pizza very warm, they will walk up to you and tell that maybe a few will.
But research gives you an insight into what people need and want.
So to give you an example, I'm leading a group here at Miami, interdisciplinary groups over researchers.
And we're looking at end of life choices.
So that's advanced care planning.
And other means for folks to record.
Their wishes for what should happen if they cannot speak for themselves, if they're in the hospital, or if they are actively dying.
So we didn't want to assume what people needed our goal is to get people to record these wishes.
So we're specifically working with marginalised groups and southern Ohio, Northern Kentucky.
So we don't really know what they need.
We don't know what they prefer.
And right now, a lot of systems aren't working at getting folks to record these things.
Heck, folks who have the means oftentimes don't record their end of life choices.
So our research is been.
Going into and working with folks who live in assisted living communities, adult day centers, et cetera, before the pandemic hit.
And what we learned, what we went into is like, what a record, what they wish,, and they're probably going to think about, what I got that couch.
I'm going to take care of and give it to my sister.
Enough.
I've I've got a will that says that I want money set aside.
No.
The research revealed things like in their last moments, people want good music.
They want their pets and plants to be around them, or at least to know they're cared for.
When we asked folks what matters to you, you're expecting them to talk about money, they're saying, I want to make sure my dog is okay.
If I can't get home from the hospital, how can I make sure that my dogs taking care of that's epic, right?
Research revealed what people needed and what we needed to design for.
And it's something we didn't expect.
So when you implement research, then you can discover those needs.
Another example I did some work at Cook Children's Hospital in Fort Worth, Texas.
I spend some time with some researchers this was in my own graduate study and the pediatric intensive care unit.
There.
And we spent some time I spent it overnight shift and a shift and we were looking at how to improve the pediatric intensive care unit experience and what we learned was not that communication needed to be improved or that they needed a bigger, better the the building was to the space was too small or cramped.
One of the things we discovered was parents and guardians when they came in with their child, who is seriously ill.
These parents and guardians needed a safe place to go, so they could call their loved ones and say, Hey, I need a bag of clothes.
I'm going to be here for the night.
John's hurt, but I need I need I need to some clothes and a toothbrush.
I need to be able to care for them.
So what we discovered was we need to create a safe place for those who are caregivers, so they can get the materials they need and get back to caring for their child.
And dealing with a very difficult emotional situation.
These are some notes from some of those observations.
So in your organization, you may not be able to take the time to one-on-one interview.
Your customers, or those in your organization, or do other methods like observations, or focus groups an example with some actually XD or.
That we're working with a group a few years ago.
But if you've been to ikea and others, even at the most basic, getting some kind of feedback on how was your experience today and tap.
Or if you've been in an airport restroom where you've seen like Google Maps where you can tap, 00 what your users are experiencing and learn what they wish they had.
Unfortunately, I don't have time to go into all of that today.
However, we do have a course I teach.
Research methods in experience design.
All of our courses are open to any learners.
If you want to study those, but there are a lot of methods you can use to still get that information to create great experiences.
And let people share what they need.
And what they struggle with in their own words to be able to share in their own way, just.
Powerful for experiences.
Because the issues people face are so nuanced, and specific to their situation.
So number threee three, co-design.
So when we get out of our heads as designers, that we know at all and that we have it all solved.
We're freed up to were freed up to involve people who use design in the design process.
A lot of times we talk about it in the XD program and our undergraduate program in communication design.
As a designer, you're a facilitator, you're really not an expert.
We can't make four people.
We have to make with people.
So creating together allows us to create outcomes that infuse users needs and preferences in points into the items themselves, that makes for way more relevant outcomes.
So fantastic book that touches on this a couple of design researchers, Liz Sanders and Peter [inaudible], convivial toolbox.
I highly recommend it.
It's a little bit academic at times, but it really addresses.
Luck, gives a lot of examples of how we can co-create outcomes so let me tell you a story so crown Equipment Corporation here in Ohio, one of our students in the XD program did an internship with them, wound up getting \ i believe, getting a job with them for a while and he did a research project with.
Them so this is a photo of it.
Lift truck forklift that you'd see in a warehouse.
And crown manufacturers, a lot of heavy equipment like this, not this specific model.
So give you an example of co-creation that was brilliant, that crown shared with me years ago.
So they are a multinational corporation and they wanted to learn how operators use their equipment and ways they can improve that equipment for different needs.
But they ran into a challenge.
They were going to nations and and parts of the world.
These lift truck operators did not speak English.
So how do you co-create something with people who are highly skilled at operating this machinery.
But they don't speak your language well another answer stickers.
There it is.
What what researchers did.
At Crown was through an interpreter.
They were able to to ask operators.
What do you like about your about your lift truck and what frustrates you and here's a sticker that's a happy face a bunch of stickers that are happy faces and a bunch of stickers that are sad faces.
Will you stick?
What makes.
You happy about it onto the actual lift truck?
Because they're standing in front of a lift truck.
The one that these operators actually used every single day and said, label the parts that are great, that make your job better and label the parts that frustrate you.
Those lift truck operators took those stickers, put them on different places.
This is the beginning of a conversation about okay.
You put a sad sticker here.
Tell me about that.
And then they got the deeper story.
So co-creation can use things like stickers and very simple ways, but can reveal amazing ways for you to create prototype and test outcomes and improve your product offering.
So we're doing the same thing with the end of life choices project where participants in the research are sharing their wishes and they're sharing their insights., and then we're moving on to creating outcomes with them that we can test.
That will help them to record their wishes and give them dignity.
So post-it notes, stickers, sheets where people are writing on cardboard, prototyping.
These are all ways that you can involve people in co-creating with you.
It makes people part of the process it empowers them.
One, this.
Semester I'm also teaching a course called Designing for access.
And this semester we have been reading building for everyone, which takes Google's product inclusion team their methods,, and it makes them fairly easy to understand and implement.
Into our organizations.
So \.
Product and inclusion is it's an exciting way.
First off that Google's found they can grow their business.
So it's like inclusion sounds like the right thing to do.
We should have equal representation.
We should have products that are accessible to everyone.
But it's also good for business too.
It's a great book and I.
Highly recommend and I appreciate that, John, but also addressed that in some organizations, it can be difficult to convince managers and others to put inclusion, she addresses that in the book, but she also talks about co-creation and Google.
Google's design sprint methodology that involves all of the right people in the designing process.
Co-creation.
It removes the designer from saying, I know best and makes it a team effort that will unlock your organization because what you make will be relevant and shared because everyone who uses the product is involved in making it.
So number 4 system, so we're going to climb up the ladder at the 30000 foot level that's a really tall ladder.
Maybe we're getting on a plane that has highly filtered air and systems is number four.
I want to challenge you.
If you're running into a situation in your organization that is causing a problem is probably more to it.
So let me talk a bit about that.
[inaudible] meadows wrote a book called Designing for thinking in systems.
And it's a brilliant book again, giving you a ton of resources today for you to dig into.
She was an environmental scientist and was dealing with systems on an environmental level.
So we're talking about environmental impact.
But she's still talks about the flow of information, the flow of money, the flow of people all of these are systems and one, one charge that she put out in her book that I think is so powerful for organizations to design more effective is this idea.
Don't get stuck on the event.
Let me tell you what that means.
She talks about how when an organization runs into a problem or when we see an issue.
Another hue right here, another line.
We tend to focus on the event when something goes wrong in your organization, when there's a frustration of breakdown, when communication breaks down, when customers complained because they can't get what they need.
When your non-profit is having a hard time finding more volunteers.
We tend to focus on the event, and designers are very guilty of, we need to make a poster, or we need to put out a new app, or let's design something [inaudible] meadows pumps, the breaks for us.
And she reminds us a systems thinker doesn't focus on the event like this line.
They don't say, okay, let's jump straight to fixing this a systems thinker backs away and they look at the underlying issues and the his historic issues, the the trends over time backs away because sometimes the event that's happening, the issue your organization is facing is a symptom of something far further back in time, or a decision or a process that's put in place way before you've run into the issue you're running into.
So my hope is you've got something in mind right now to consider that.
You've run into that issue in your mind, the problem you're facing, stop, backup, and study, what caused this and really take the time to dig in in experience design, we focus on that bigger picture and that's definitely a way your organization can innovate.
By just looking for the real problem and the real issue that may be underlying so I worked for Southwest Airlines for a while just for a short stint as a writer actually., but I learned so much from that organization and they are so systems oriented as is any airline, when you are moving, people, equipment, male, sometimes animals, all kinds of stuff from one place to another.
It is an entire system.
And when one part of the system faces a problem, it oftentimes messes up the rest of the system.
In an airlines case, when whether hits the city, it definitely impacts how aircraft trapped in that city.
And they can't move and it affects the entire system.
Even though even if you don't run an airline, your organization is a system.
And I like how to [inaudible] talked about systems inside systems when you take the time to examine all the parts, sometimes you can discover what those breakdowns are.
In.
This a is a do not resuscitate order.
A copy of one end of life choices and planning is definitely a system that involves many different issues.
Financial, we have financial issues, we have emotional issues, spiritual issues, we have logistics, we have assets, lots different components that go into that system.
Another example to give you a Disney example, that I think is brilliant systems thinking.
If you've ever been to Walt Disney World, stayed in the resort.
Then you likely have had one of these magic bands on your arm.
Magic bands open up your resource room.
They are also your theme park ticket.
But then they could also do some other things.
Of course, your credit card is tied to it, so you can by with it, which could get people in trouble but it is convenient and then if you buy a photo package while you're writing a ride, or when you walk up to a photographer, they can take a picture of you, and you can just beat your magic band and it gets added to your body of photos you're, you're photo album for your entire vacation.
Disney, brilliantly designed this item to reduce the frustration of like hanging onto a ticket and your your room key and all those different parts and the consolidated them into one spot.
Here's the systems thinking though.
If you stay in the resorts, you can book a fast pass you can book a time to ride different attractions and you can reserve those in advance.
Say it's a mad dash line I'm up at like 04:30 AM, like gotta get spaced out of gotta get spaced out.
Come on.
Come on, come on.
But here's the magic, when people wear a magic band and when they have a fast pass, they feel special.
Hey, I got a fast pass for Space Mountain.
I've got a time reserved just for me My name's on that.
That's pretty cool.
But Disney Disney parks.
Can also determine what rides are open to Fast Passes and what rides are not, what attractions will allow people to ride them and what not when they do the reservation.
So Disney parks can actually manage where people are throughout [inaudible] by having one attraction open for Fast Passes and another one not.
Can manage the flow of people from one attraction to another.
It reduces congestion, it manages flow, It's a system's solution, but guests where one saying, I got to pick up my color, have my name on it.
This is so cool.
Disney's awesome and while Disney World is thinking, we get to have a better guest experience because we're managing the system.
So not too different.
So in XD, we traveled to different locations in the United States.
One of the locations we went to was New Orleans, a few years ago.
And we were here in the Lower Ninth Ward, a different kind of systems problem where a canal was built that divided the lower Ninth Ward from New Orleans and this was I think is back in the fifties or so.
The canal was help.
Full for commerce and trade.
But it had negative consequences that drastically impact the entire system, especially residents in the Lower [inaudible] Ward.
So systems and examining systems, sometimes allows you to avoid some problems that a decision could make because you're examining.
All of the parts, you're backing away.
Unfortunately, we've seen examples of systems having drastic effects on people's well-being,.
And then their buying power, their experiences.
Sometimes systems can be for great effect.
Here at Zion National Park where we've also traveled a cohort with XD.
Where Zion has chosen to take away people's freedom they will not allow you to drive deep into the park at Zion.
You have to write a shuttle, but by reducing freedom, by creating a transportation system, they've also reduce pollution.
They've also helped protect the park.
And guests are cool with it.
When you don't have a choice to drive into the park and I don't know if you've driven around other parts where especially Yellowstone, which can be quite congested, congested, and can take away from the experience when youve trying to find a parking spot.
Guest at Zion are okay with that?
They're used to it maybe a bit early, but it's better for the environment, it's a better total experience and it presents a better natural experience.
The whole purpose of the National Park.
So number five, our final one we just got to 30000.
Feet now let's get down to the tiny.
[inaudible] is most close and personal one getting personal, focusing on the experience when your organization focuses on designing a very personal outcome.
Those who use your product, service, or system will feel special, but also focusing on getting personal, forces you to get to know your people, to know their background, and their needs, and their preferences.
This applies some research, but on a very close and up and up close and personal way.
So in these cases, when you get personal, the details are the design That's a I believe Charles Eames quote, mid-century designer.
The details make it special and make make personal.
They define the experience.
Sometimes the deal details and getting personal can be as broad as these, again you probably use like Google Maps or something.
How's your experience today?
And people can participate in and share their emotions, but I'll give you some other examples of some very personal outcomes.
Let's look at a restaurant up in Detroit that was a Ford Auto, Ford Motors inspired restaurant.
And bar.
And if you've ever worked on any kind of any kind of car, at least it's well, I worked on the 1965 Mustang a bunch, so I know these really well.
So you've got a car park wrapped around a rag that you'd see in a shop as a napkin.
So that's a total like experience design and really high branding kind of way of saying, if we want to make an auto themed restaurant.
How about we just make the napkins, rags, and then we make the napkin ties items that you would use when you're working on a car.
It's a very personal way to go.
They didn't have to go fancy like this, it was more expensive than implementing something that was pre-made.
But I don't know though.
Shop rags and and ties like this may have been a inexpensive way to go, but it certainly was personal and made the experience, well.
I'm showing you now are must have been pretty special.
These this devices in my bathroom just on the other side of this.
Wall and when our family brushes are teeth.
Becomes almost a competition that if you brush for two minutes, this oral be sensor will give you a smiley face didn't half to do that, right?
Could just be a timer counting down to minutes, either clean, move on.
But the Smiley face makes it personal.
It makes it fun..
It.
It gives you a little reward.
I know maybe as Miley phase will make my kids brush all the way to two, but I kinda like seen it light up.
And if you go like two minutes and 30 seconds, it starts winking at you so much ooh and get the winking today, I'm such a sucker for Smiley faces like that.
Here's an example to at a restaurant that in Cincinnati that I went to.
Yes, I was that weird guy in the bathroom taking pictures at double-check to make sure nobody was around, but this one, but it surprised me when I saw this, you are the best thing that can happen to anyone who puts that on a mirror.
I'm glad they did.
That was special.
A neat little detail that was just a pretty easy piece of vinyl.
They could put down that created a experience.
Justice, attention detail, getting personal.
So justice and what are they.
Recent catalogs.
I think this is from last year, showed girls of a diverse range and one girl who has Down syndrome.
So getting personal, showing people in their situations in the way they are in all of their uniqueness and designing outcomes that had them where they are ordering on.
Zappos, you can actually order by emoji.
I have never gotten a really successful shoe selection by shopping with emoji, but some people that maybe their bag, if you go to REI, you'll see the polls on the doors.
Actually are made to look like they are axes.
You'd use when you're doing high adventure Google, when you search [inaudible] cards at holiday time, the entire interface is different when you use the word Hanukkah, the interface changes, it's special, it's personal to that person who is inputting information and I'll give you another Disney example.
This is Typhoon Lagoon at Walt Disney World.
And let me tell you, as an example of how your organization.
Can do design in a very personal way.
That's pretty cheap.
So when you walk up to the park, you'll see, by the way, that way pulls amazing if you've been on that, it is also sick waves.
Not for the faint of heart.
But you'll see are these.
Notice how they are chalkboards signs.
So first off, they feel fun, right?
Like chalkboard [inaudible] show up in places that we have fun when we do and they match the brand.
So for brand junkies out there, you're like, this is on-brand, on point, but there's one little detail that made it very personal and very special.
And you'll see in the top left-hand corner here, the big kahuna of the day, is Alexis.
And my guess is a Lexus wrote her own main there her or