Don’t Make Me Think (Because I Can’t) – Stanford Study


The aesthetic case for simplicity in designing user experiences is the kind of argument you don’t even need to make.  It’s like trying to come up with reasons for maintaining a clean, orderly house over a dump.

Less obvious is the cognitive science behind simplicity.  There is new evidence that a simple design is actually better patterned after the structure (and inherent limitations) of human cognition.

In a recent Stanford study, Cognitive Control in Media Multi-taskers, a series of tests compared relative cognitive performance of heavy multi-taskers, those who take in a greater frequency of information, and light multi-taskers, those who take in less frequent amounts of information.

The unsurprising, but nevertheless fascinating outcome was this:

Results showed that heavy media multitaskers are more susceptible to interference from irrelevant environmental stimuli and from irrelevant representations in memory. This led to the surprising result that heavy media multitaskers performed worse on a test of task-switching ability, likely due to reduced ability to filter out interference from the irrelevant task set.

It is important to acknowledge that as designers, we’re not just “getting out of the way of the end user,” we’re also controlling the end-user. Without some structured limitation, there can be no freedom.  This universal principle shows up in our social orders, in our living spaces and it shows up in human-computer interaction design.

Simplicity isn’t just about giving users what they want, it is about training the end-user to think clearly about their next step, filter out what is not in line with that action, and quickly adjust their browsing behavior in the event of a mis-step.

To some extent, limitation is about controlling the quantity of possible paths to improve the quality of the paths and the user experience of selecting those paths.  The reality is, limitations give us space to think like dignified, rational humans and not just like impulsive consumer machines.

design

Living the Ethos of Customer Experience


I design user interfaces & workflows, communications, perform marketing analysis, and I work on developing brand identity.  It is easy to get disconnected from your customers when you’re interacting over a virtual medium of a website.

And when I ask friends in my field questions about the specific pain points, desires & needs of their customers (as they relate to the website), I almost always get a blank stare.  So it appears I am not alone in seeing the potential disconnect.

So, through mistakes and successes, I’ve jotted down a few things I’ve learned about the ethos of customer experience management:

  • Get Your Hands Dirty with Deep Customer Analysis – Without acute segment analysis, you might not even notice you have a customer retention issue. The inflow of new customer revenue sometimes covers up the loss of revenue from recently departed veteran customers.
  • Welcome Feedback – Provide ongoing platforms for direct customer feedback within your inbound channels of communication. Encourage honest feedback and continually reiterate and demonstrate a commitment to acting on customer feedback.  It builds trust, reduces customer frustration and feelings of alienation, demonstrates transparency and seriously contains issues from exploding into PR disasters so you don’t need to worry about reputation management on communication channels over which you have very little control.
  • Initiate One-to-One Contact  – Marketers shouldn’t be afraid to pick up the phone and talk to individual customers.   To improve customer retention, throwing out blanket apology emails can help, surveys can help, offering refunds through customer service channels can help, but it means a lot more to customers when marketers and other managers of customer experience proactively contact them with the express purpose of fixing their pain.
  • Create a Culture of Perpetually Re-evaluating Customer Experience – “If it ain’t broke, don’t fix it” is the antithesis of a customer-centric mindset.  There is always room for improvement in customer experience, so build a culture of ongoing revision and enhancement.  You’ll do a much better job of preempting customer service, satisfaction & retention issues. Rain or shine, evaluate retention.  Just because customers stopped complaining doesn’t mean the problem is fixed – it might mean they’ve given up and left already.