Tag / product management

2924868770_3caa81a1fdWe are a species that depend on one another. Scientists theorize humans have specially adapted neurons that help us feel what others feel, providing evidence that we survive through our empathy for others. We’re meant to be part of a tribe and our brains seek out rewards that make us feel accepted, important, attractive, and included.

Many of our institutions and industries are built around this need for social reinforcement. From civic and religious groups to spectator sports, the need to feel social connectedness informs our values and drives much of how we spend our time. Communication technology in particular has given rise to a long history of companies that have provided better ways of delivering what I call, “rewards of the tribe.”

The CES swarm.

This week, thousands of people swarmed the annual Consumer Electronics Show in Las Vegas. Looking from above, the scene resembled an insect infestation of scampering masses in a hive of the latest must-haves.

When considering our complex relationship with technology, perhaps it is useful to reflect upon the plight of one particular bug, the male julodimorpha beetle, who like us at times, can’t get enough of a bad thing. His misplaced desire is so powerful that it threatens the survival of his species.

While in flight, the male scans the dry ground of the Australian outback, looking for love. He seeks out the largest, reddest female he can find because these two traits, size and color, impart instinctual cues about the genetic fitness of his mate. Suddenly, the sight of his dream girl stops him mid-air. He composes himself and approaches the sultry beauty.

Note: I’m pleased to have co-authored this post with Sangeet Paul Choudary, who analyzes business models for network businesses at Platformed.info. Follow Sangeet on Twitter at @sanguit.

If there is one altar at which Silicon Valley worships, it is the shrine of the holy network effect. Its mystical powers pluck lone startups from obscurity and elevate them to fame and fortune. The list of anointed ones includes nearly every technology success story of the past 15 years. Apple, Facebook, Microsoft, eBay, and PayPal, have each soared to multi-billion-dollar valuations on the supreme power of the network effect.

But today, the power of the network effect is fading, at least in its current incarnation. Traditionally defined as a system where each new user on the network increases the value of the service for all others, a network effect often creates a winner-takes-all dynamic, ordaining one dominant company above the rest. Moreover, these companies often wield monopoly-like powers over their industries.

We are caught in an endless cycle of messaging hell and the pattern is always the same. First, a new communication system is born — take email or Facebook, for example. Ease-of-use helps the product gain wide adoption and reach a critical mass of users. And then things turn ugly.

Some crafty entrepreneur figures out how to exploit the system and starts building a business around it. He reaches millions of people and opens the floodgates to countless others who seek to emulate his methods. Inevitably, the messaging channel is deluged with crap, clogging the pipes of what was once an efficient mode of communication — again, email or Facebook.

Notification Noise

The latest messaging onslaught is hitting the notification systems on our smartphones. Those little red badges hovering over our app icons and urgent graphics along the top of our screens incessantly remind us of some task that needs doing. They crowd out real priorities with bits of tiny triviality. Notification spam has many up in arms, but the flood of distractions continues.

I was honored to present at WordCamp this year but had to make do with the small amount of time allotted. I crammed my talk into a very short intro to the Desire Engine that sounds like I’m talking while on fast forward. Enjoy!

If you’re reading over email and the video does not appear, click here: http://www.nirandfar.com/2012/09/desire-engine-in.html

Step 1: Build an app. Step 2: Get users hooked to it. Step 3: Profit. It sounds simple and, given our umbilical ties to cell phones, social media, and email inboxes, it may even sound plausible. Recently, tech entrepreneurs and investors have started to look to psychology for ways to strike it rich by altering user behavior. Perhaps you’ve read essays on how to create habit-forming technology and figured you’d give it a shot?

Well hold your dogs Pavlov! Though I’m an advocate for understanding user behavior to build high-engagement products, the reality is that successfully creating long-term habits is exceptionally rare. Changing behavior requires not only an understanding of how to persuade users to act — for example, the first time they land on a webpage — but also necessitates getting them to behave differently for long periods of time, ideally for the rest of their lives.

Video from my recent talk at the Designers + Geeks Meetup in San Francisco on August 1st, 2012.

Note: This talk is similar to my “Behavior by Design” talk but has approximately 20% new material.

If you’re reading this over email and the video does not appear, click the link below:

http://www.nirandfar.com/2012/08/designing-user-habits-video.html

Before you can change the world, before your company can IPO, before getting millions of loyal users to wonder how they ever lived without your service, people need to on-board. Building the on-ramp to using your product is critical in every industry, but few more so than in the ADD world of web and mobile apps. Distractions are everywhere, vying for user mindshare and threatening to pull them off the road to using your products like the donut shops and strip clubs at a trucker’s rest stop.

However, done correctly, the on-boarding process can be the first step in creating strong user habits. Products that create repeat behaviors tend to follow a consistent design pattern of a trigger, action, reward, and investment, which I’ve described as the Desire Engine. This pattern is effective when used to craft behaviors that the designer intends to be repeated regularly. The on-boarding process can be the first of several passes through the Desire Engine.

We in the design business love when people do what we want. Nothing is more satisfying than when a user intuitively understands what to do with what we’ve built. At the heart of good design, however, is understanding what the user really wants to get done.

But what of designing for behaviors people don’t want to do, at least not right now? We all know we should eat healthier, exercise more, create fewer greenhouse gases, give more to charity, and vote in every local election from city council to school board. But do we? Despite countless organizations and nonprofits encouraging us to do what we know we should, we often don’t. Why is designing for behaviors in the user’s best interests so hard?

Do you get the feeling apps are getting dumber? They are, and that’s a good thing. Behind the surprising simplicity of some of today’s top apps, smart developers are realizing that they’re able to get users to do more by doing less. A new crop of companies is setting its sights on changing the small behaviors in your life, hoping to reap big rewards.

They’re using the best practices of interaction design and psychology to build products with your brain in mind. Here’s how they’re doing it:

Be a Feature

Famed venture capitalist Fred Wilson insists that successful mobile products need to do just one thing well.

App designers often forget the speed and attention constraints people experience while using their products. Testing your app in the office, while it’s connected to wi-fi and is the focus of your attention, hardly represents the hectic, real-world conditions experienced by most users. Mobile services not only compete for our attention with the other umpteen things we could do with our smartphones but also have to vie for our focus with the many offline distractions associated with life on the go.