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A review by sxs22
The Design of Everyday Things by Donald A. Norman
4.0
(Some notes from the book, since the ‘private notes’ section is ridiculously small)
7 Design Principles:
1. Discoverability. It should be possible to know what can be done in the system very easily.
2. Feedback - full and continuous information about actions taken and what they mean.
3. Conceptual model. The design projects all the information... leading to full understanding and a sense of control.
4. Affordances. Proper affordances exist to make the desired actions possible.
5. Signifiers - ensures discoverability
6. Mappings- Spatial lay out a temporal continuity- systems and control switches make sense
7. Constraints - physical, logical, semantic, and cultural constraints guide actions and Isa’s interpretation.
Approximate answers are sometimes more than enough. When trying to convert F to C use the following formula: C=(F-30) / 2 . Ex. 60F = (60-30)/2 = 15 Celsius. (In actuality it’s about 16, but 15 is close enough).
Root cause analysis and the 5 whys. Always ask why at least 5 times to get to the actual problem.
2 types of errors: Slips and Mistakes
1. Slips - occur when the user performs the right action badly
1. Memory slips - In a sequence of actions, the user skipped a step. It was their intention, but they simply forgot.
2. Action slips - the user accidentally pulled the wrong lever, or their hand slid off of the right one such that it was not pulled properly
2. Mistakes - occurs when the user fails to perform the right action (not necessarily the user's fault)
1. memory based - A memory-based mistake is similar to a memory slip - but instead of failing to do the right thing, the person takes a wrong action believing it to be right.
2. knowledge based - This form of mistake happens when the person simply doesn't know what is the right thing to do, but does something else because of erroneous knowledge.
3. rules based - A person has decided on an inappropriate course of action, believing it is what must be done to accomplish the goal.
Novices are more likely to make mistakes rather than slips. Experts, are more likely to make slips.
Swiss Cheese metaphor.
1. most catastrophic accidents happen when multiple issues (slices of swiss cheese) lign up perfectly so all holes overlap.
2. there are rarely a single cause of why/how accidents happen!
3. increase the number of cheese slices
4. make holes smaller
Paradox of automation:
1. when automation works, it's amazing. but when it doesn't, it can be even more significant.
2. when something does go wrong, humans, because they're not engaged since it's on auto, they have to get back up to speed and perhaps know things they don't because of automation.
Key design principles:
1. put the knowledge to operate system in the world...don't require that all knowledge be in the head!
2. allow for novices to use it and not just experts
3. use the power of natural and artificial constraints. physical, logical, semantic, and cultural. .
4. exploit power of forcing functions and mappings -
5. bridge the two gulfs (gulf of execution and the gulf of evaluation).
Chapter6 - Design Thinking:
1. Business people are used to solving problems. Designers are meant to solve the RIGHT problem
2 powerful tools of design thinking:
1. Human centered design - (solving the right problem and ensuring people's needs are met).
1. the process of ensuing that people's needs are met.
2. resulting product is understandable and usable
3. it accomplishes the desired tasks
4. experience is positive and enjoyable
5. HCD Process
1. observation - as much qualitative analysis as possible to understand the problem.
2. ideation - broad approach of coming up with solutions, NOT taking any constraints in mind just yet. ask 'stupid questions'
3. prototyping - test potential solutions with simple prototypes
4. testing - test prototypes and record interactions!! test ideally with 5 people
2. Double Diamond - define the right problem, find the right solution
1. Problem
1. Discover (digergence)
2. Define (convergence)
2. Solution
1. Develop (divergence)
2. Deliver (convergence)
1. Activity Centered - let activity drive the structure. ie. how would a generic person use a camera. Designed for the masses, regardless of culture...not necessarily bad approach and works well with certain products, like cameras or refrigerators.
2 forms of innovation
1. Incremental ... innovation by evolution… This is the most powerful. Incremental innovation makes things better
1. *****Hill climbing- this is at the heart of human centered design. Were you iterate learn and continue iterating to ensure that you’re always going up hill. If there’s a rock in your way, step to the side and keep climbing up until you’re at the peak.
2. If hillclimbing ends up not working, try radical innovation… Switch things up and make something totally different.
2. Radical - Radical innovation changes lives and industries.
1. Education, transportation, healthcare, and medicine are all industries that are ripe for radical innovation.
7 Design Principles:
1. Discoverability. It should be possible to know what can be done in the system very easily.
2. Feedback - full and continuous information about actions taken and what they mean.
3. Conceptual model. The design projects all the information... leading to full understanding and a sense of control.
4. Affordances. Proper affordances exist to make the desired actions possible.
5. Signifiers - ensures discoverability
6. Mappings- Spatial lay out a temporal continuity- systems and control switches make sense
7. Constraints - physical, logical, semantic, and cultural constraints guide actions and Isa’s interpretation.
Approximate answers are sometimes more than enough. When trying to convert F to C use the following formula: C=(F-30) / 2 . Ex. 60F = (60-30)/2 = 15 Celsius. (In actuality it’s about 16, but 15 is close enough).
Root cause analysis and the 5 whys. Always ask why at least 5 times to get to the actual problem.
2 types of errors: Slips and Mistakes
1. Slips - occur when the user performs the right action badly
1. Memory slips - In a sequence of actions, the user skipped a step. It was their intention, but they simply forgot.
2. Action slips - the user accidentally pulled the wrong lever, or their hand slid off of the right one such that it was not pulled properly
2. Mistakes - occurs when the user fails to perform the right action (not necessarily the user's fault)
1. memory based - A memory-based mistake is similar to a memory slip - but instead of failing to do the right thing, the person takes a wrong action believing it to be right.
2. knowledge based - This form of mistake happens when the person simply doesn't know what is the right thing to do, but does something else because of erroneous knowledge.
3. rules based - A person has decided on an inappropriate course of action, believing it is what must be done to accomplish the goal.
Novices are more likely to make mistakes rather than slips. Experts, are more likely to make slips.
Swiss Cheese metaphor.
1. most catastrophic accidents happen when multiple issues (slices of swiss cheese) lign up perfectly so all holes overlap.
2. there are rarely a single cause of why/how accidents happen!
3. increase the number of cheese slices
4. make holes smaller
Paradox of automation:
1. when automation works, it's amazing. but when it doesn't, it can be even more significant.
2. when something does go wrong, humans, because they're not engaged since it's on auto, they have to get back up to speed and perhaps know things they don't because of automation.
Key design principles:
1. put the knowledge to operate system in the world...don't require that all knowledge be in the head!
2. allow for novices to use it and not just experts
3. use the power of natural and artificial constraints. physical, logical, semantic, and cultural. .
4. exploit power of forcing functions and mappings -
5. bridge the two gulfs (gulf of execution and the gulf of evaluation).
Chapter6 - Design Thinking:
1. Business people are used to solving problems. Designers are meant to solve the RIGHT problem
2 powerful tools of design thinking:
1. Human centered design - (solving the right problem and ensuring people's needs are met).
1. the process of ensuing that people's needs are met.
2. resulting product is understandable and usable
3. it accomplishes the desired tasks
4. experience is positive and enjoyable
5. HCD Process
1. observation - as much qualitative analysis as possible to understand the problem.
2. ideation - broad approach of coming up with solutions, NOT taking any constraints in mind just yet. ask 'stupid questions'
3. prototyping - test potential solutions with simple prototypes
4. testing - test prototypes and record interactions!! test ideally with 5 people
2. Double Diamond - define the right problem, find the right solution
1. Problem
1. Discover (digergence)
2. Define (convergence)
2. Solution
1. Develop (divergence)
2. Deliver (convergence)
1. Activity Centered - let activity drive the structure. ie. how would a generic person use a camera. Designed for the masses, regardless of culture...not necessarily bad approach and works well with certain products, like cameras or refrigerators.
2 forms of innovation
1. Incremental ... innovation by evolution… This is the most powerful. Incremental innovation makes things better
1. *****Hill climbing- this is at the heart of human centered design. Were you iterate learn and continue iterating to ensure that you’re always going up hill. If there’s a rock in your way, step to the side and keep climbing up until you’re at the peak.
2. If hillclimbing ends up not working, try radical innovation… Switch things up and make something totally different.
2. Radical - Radical innovation changes lives and industries.
1. Education, transportation, healthcare, and medicine are all industries that are ripe for radical innovation.