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Learn how to design your own habits and those of your customers.
Changing user habits isn’t easy — but understanding how to conduct Habit Testing will increase your odds of success.
In this video, I provide a brief introduction to the three steps of Habit Testing. I explain how product designers use these steps to identify their devotees, codify what makes the product habit-forming, and modify the user experience accordingly.
Let me know what you think of the video and your own experience designing user habits in the comments section below. read more…
Recently, the Pokemon Go phenomenon has reigniting the question of technology’s role in changing behavior.
To put things in perspective, I wanted to share the main points of an article I published on the topic titled, Who’s Really Addicting Us to Technology?, in a slide presentation below. It’ll give you a quick rundown of the “suspects” responsible for our technology addiction.
In years to come, conversations will breathe new life into software—particularly the boring enterprise tools millions of knowledge workers begrudgingly use every day. Conversational user interfaces (CUIs) work because of our familiarity with messaging. Even the most technically complex interactions can look as simple as getting an SMS text when presented as a conversation.
There are three benefits conversational user interfaces have over traditional software and we believe these lessons can inform and inspire the redesign of countless online services. read more…
Nir’s Note: This guest post is an excerpt from the new book Invisible Influence: The Hidden Factors that Shape Behavior, written by my friend and Wharton School professor, Jonah Berger.
Being different, the notion goes, is the route to success. Think different was even Apple’s motto for a period. And Apple is often held up as a poster child of the benefits of this ethos. Conventional wisdom suggests that products like the iPhone and Macintosh succeeded because they were different from the rest. Steve Jobs was a visionary because he thought different from everyone else.
There’s only one problem with this advice. It’s wrong.
You have just a few days to learn everything there is to know about a subject you know nothing about. Now what?
I was staring at a serious problem. To help our firm win a multimillion-dollar consulting contract, I had five days to tell my new boss everything there was to know about airline bankruptcies. Problem was, I didn’t know the first thing about airline bankruptcies.