All posts by Steven Bell

User Experiences

The Library Retreat Experience: Explaining What You Mean By Meaning

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When you put the words “library” and “retreat” together that can be an off-putting combination for many library workers. It conjures images of boring presentations, a good day wasted, and lots of talk and no action. Fortunately, the public services retreat held recently at MPOW was none of those. It had its share of high and low moments, but overall it was a productive day that mixed interactive exercises with brief presentations from academic librarians via Skype. I was amazed at how quickly the hours passed. Not only was it a great opportunity for co-workers from different departments to work collaboratively, but we had a much anticipated (by me) conversation about user experience. The retreat planning team did an amazing job, and for the most part the designated retreat outcomes were accomplished.

The day began with a simple icebreaker. With everyone in a circle the first person threw a beach ball to any other staff member – but not someone in their own unit. That gave each person a chance to share a few insights about their job, and the help he or she provides to other staff and community members. Our first learning activity gave everyone an opportunity to share past experiences (the retail/service type), both good and bad, and that lead to a conversation about understanding how our user community might perceive the experience they get at our library. That was followed by viewing the bulk of Seth Godin’s “Why Things are Broken” video, followed by a discussion of what’s broken in our library. We finished up our morning focus on customer service and UX with the “seven questions” exercise. At each table participants found a single question they needed to answer (and add the answer to a running list left by other groups). Questions included the following: “Choose a value from our mission/values/vision statement – how can that value contribute to a positive user experience in the library?” and “What’s the one thing you would fix/change about the library’s user experience?”

The afternoon segment focused on new models for service delivery, and it offered some great activities as well. One fun and challenging exercise called “Bad Ideas” required us to take a bad idea – based on something that doesn’t work well in our library (e.g., a problematic procedure for computer printing) and then come up with outrageous ideas for how to make the bad idea even worse. It was a creative way to actually brainstorm potential solutions. Then we heard from librarians at four different institutions that had restructured their service delivery model (e.g., eliminating and merging service desks, creating a “genius bar”, etc.) Skype is a fine technology for inviting a remote speaker to attend a retreat for a quick interview. We ended the day with a fun, creative activity called the Library Future – Library Science Fair. Each table was tasked with coming up with a vision for a future public service environment, and then using a variety of arts and crafts materials, everything from pipe cleaners to legos, to build a prototype that illustrated their ideas. Some great ideas emerged from that activity that greatly help our organization as we plan for an anticipated new building.

At one point, during our seven questions activity, each group discussed ideas for how to improve the library experience for the user community. I shared some thoughts about meaning and users. How could we deliver meaning to them as part of the library experience? A colleague asked a good question. What did I mean by meaning? After all, conveying thoughts about meaning is a challenge of sorts. Just saying “we need to give people more meaning” is a somewhat nebulous proposition. What does it mean to give someone more meaning? At first I was a bit flustered, and then I started to explain different attributes of experience that can define meaning such as accomplishment. So how could we communicate or brand a library experience designed around helping students and faculty succeed with academic accomplishments? That is one way in which our library could deliver an experience with meaning.

Had I had it at my disposal at the time, I would have pointed to this article titled “Experiences Make us Happier Than Possessions” that I recently discovered. It discusses research about meaning and how individuals derive and experience it. A study involving 154 students averaging age 25 asked about a recent purchase made to make themselves feel better or happy. They were asked to compare a tangible material object such as a car or clothes with an experiential intangible purchase, such as a movie or vacation. While both types of purchases will create good feelings initially, it was the experiential purchase that had the longer lasting impact:

Psychological research suggests that, in the long run, experiences make people happier than possessions. That’s in part because the initial joy of acquiring a new object, such as a new car, fades over time as people become accustomed to seeing it every day, experts said. Experiences, on the other hand, continue to provide happiness through memories long after the event occurred.

You can read the entire article to find out more about the specifics of the study and other things discovered about the difference between acquiring objects and experiences. From my perspective, the big difference is that people derive meaning from their experiences in a way they cannot from tangible possessions. So the next time I’m asked to explain what I mean by delivering meaning to the user community, a reference to this research may be helpful. Experiences, good and bad, are memorable. When we create better library experiences for our users we are, in a sense, giving them some happiness they’ll keep with them long after their physical or virtual library interaction comes to an end.

Design Thinking

Design Thinking – Just A Myth

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Perhaps owing to its growing popularity or media attention, there is always some degree of designer community backlash over design thinking. Some would say it’s merely a business fad that’s not much different than total quality management or one-minute managing. But the attempt to do a “emperor’s new clothes” assessment of design thinking rises to a new level with an essay by Don Norman, a much respected figure in the design community. In essence, says Norman, there really is nothing new about design thinking and that we’d be better off to improve our knowledge of systems thinking. Norman says:

A powerful myth has arisen upon the land, a myth that permeates business, academia, and government. It is pervasive and persuasive. But although it is relatively harmless, it is false. The myth? That designers possess some mystical, creative thought process that places them above all others in their skills at creative, groundbreaking thought. This myth is nonsense, but like all myths, it has a certain ring of plausibility although lacking any evidence.

So why exactly is Norman trying to expose design thinking as little more than a manufactured effort to make the designer’s thinking process something unique and mystical? I suppose that on one level the hype surrounding design thinking annoys him because it does garner quite a large amount of attention. But I think he is more concerned that many of us are buying into a concept that, in his opinion, is really nothing new. To his way of thinking, designers have always been creative types. To suggest that they suddenly have some mystical power that allows them to “think” differently than everyone else, is rather silly, claims Norman. He points out that lots of professions require and demonstrate the work of highly creative people – none of whom we would technically identify as designers. Design thinkers and the firms they work for hold no monopoly on creative work. Does Norman think we should stop using the term design thinking? No – not yet. Although he thinks it is a myth, he says it is a useful one because “It will help spread the word that designers can add value to almost any problem, from healthcare to pollution, business strategy and company organization. When this transformation takes place, the term can be put away to die a natural death.”

While I see Norman’s point about design thinking, I thought he was overlooking the ways in which it is informative and inspirational to those of us in non-design professions. Norman claims there’s nothing of great substance in design thinking, but I would argue that’s not the case for me. I find the literature valuable for helping me to think differently about many things. I wanted to share this perspective and did so in the comments section. Here is what I wrote:

Thanks for your thoughtful essay on design thinking. As a non-designer and a proponent of the value of design thinking, I think there is value in challenging the ideas and forcing us to think about this thing we call design thinking. I first discovered the core ideas of design – and the ways in which it is applicable to all types of design fields, as the library director at Philadelphia University. At that institution about 50% of the curriculum focuses on design fields. I never did hear any of the faculty (many practitioners) use the term “design thinking”. I came to it more though my own studies in our instructional design program. Myth or not, I find that design thinking, and what I would refer to as the IDEO method, does provide my colleagues – who rarely think about design – and are so embedded in their daily routines that they are as inside as an insider can be -with some great ideas for how to think differently. Sharing the IDEO method provides a helpful framework for giving them a set of tools for breaking out of the insider role. So for those who are non-designers, design thinking is useful.

The many comments are worth taking a look at. I like the one that said something along the lines of “Who cares if design thinking is a myth. If helps me to achieve my goals and helps others to do so that’s what matters most.” I would agree.

Service Design

Service Design Expert Comments On Library

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This is a video interview with a faculty member who specializes in service design. The main reason I’m sharing it here is that the interview takes place at the Helsinki City Library, and there is some discussion about user experience as it relates to libraries

Birgit Mager from the Köln International School of Design offers a brief overview of service design as part of an international lecture series organized last month by the Helsinki City Library – to celebrate the Library’s 150th anniversary. While she has some nice things to say about the library, with respect to its design, she admits that she doesn’t have much experience with them either (she says “I’m not the librarian type”). She tells the interviewer, “Your library is a brilliant example to how much flexibility there really is to reach the customer…I see a very lively place that is made for people.” The library she says, is a good example of a “living product” – which is what service should be.

Here at DBL, we haven’t had much to say about service design. Given the number of blogs, books, conferences and other types of information about service design, it certainly is a growing profession. The differences between designing a user experience and service design isn’t always crystal clear to me. A key difference appears to be that service design is perhaps more narrow in its focus on the service operation and the interaction between the service operator and the customer. I’m still learning more about service design. Librarians, I think, can find inspiration for new ideas in either one. If the field is new to you, take a few minutes to watch the video to learn a few new things about service design.

Creativity & Innovation

Idea Lab In The Library

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Librarians like to talk about innovation. We want to be innovative, we believe innovation will lead to a better library future, and we even have a journal dedicated to it so we can write more articles about innovation. Despite all of our talking and writing about innovation, we may be overlooking a more obvious way to create an innovative library work environment. How about creating a physical workplace that is all about facilitating innovation.

What would such a workplace look like? Probably a lot like the Idea Lab at the Stanford University d.school. The Idea Lab is profiled in the June 2010 issue of FastCompany. Perhaps most of what you need to know about the lab is found in this statement by David Kelley, who is a founder of IDEO and d.school, “We’re looking for better ideas – not keep your feet off the furniture.” Can the right environment really contribute to more innovation? According to d.school director George Kembel, “Creativity follows context. If I want an organization to behave in a certain way, I need to design for that.” The article explains how the idea lab, with its open spaces, walls that double as note and sketch pads, its easy-to-rearrange layout, and students are encouraged to add to others’ work, or invite others to collaborate on their own.

I doubt there is any library that has already created an idea lab for its staff. If I’m wrong about that and your library has put together something along the lines of the Stanford d. school Idea Lab, please let me know. Since we have few models for how it might work in a library, I’m taking a shot at it here with a sketch of what it could look like.

idea lab
Possible Layout of a Library Idea Lab

I imagine it having walls/panels that are transparent and could double as space for drawings, notes, ideas, etc. that could be shared and commented on by others. It is easily accessible to the user community; it reduces or eliminates barriers between the librarian and the user – and should promote open innovation with the public. The core of the lab space is a hub that features collaborative furniture where librarians can interact with members of the user community. I’ve been in many libraries where the librarians are tucked away in offices spread throughout the building. A more communal space such as this one where the offices circle the collaborative hub could lead to more group problem sharing and solving – and then more innovation. A variety of technology devices/gadgets could be easily accessible to the staff in the idea lab and it facilitates experimentation. A wall-mounted panel display could serve as a space for presentations, demonstrations and even for librarians to share electronic messages. Maybe there are even some toys and games for visitors to play with – or for the staff whenever they might need a diversion (some of you best thinking comes when you are thinking about something else or nothing at all).

There just might be something to the Idea Lab concept as demonstrated by the folks at the Stanford d. school. Providing the right setting to library workers could indeed promote their innovative spirit, and in the long run contribute to a better library experience for the user community.

Design Thinking

The “Thinking” In Design Thinking

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Here’s is some more good reading that helps librarians to better grasp what design thinking really means – although there’s one aspect of this post with which I’d quibble. What I like about it though is that it does a good job of pointing out that the “thinking” in design thinking really refers to a process designers use to solve problems – or is that FIND problems.

Edwin Gardner, of the blog Creating Knowledge Through Practice, wrote an essay titled “Thinking through Design Thinking” in which he takes issue with some of the concepts of design thinking as they are promoted by the folks at IDEO and Bruce Nussbaum of BusinessWeek. Although the essay was written in 2009 I discovered it only more recently here. Gardner first takes on design thinking as a process for problem solving (although I’ve heard design thinkers refer to themselves as problem finders, not problem solvers) and innovation. I have some problems with Gardner’s suggestion that design thinking is coupled with technology solutions for innovation, that it is “technocratic”. But many design-based innovations could have little to do with technology, and may focus instead on human-based change.

Where things get interesting is with Gardner’s contention that:

the real problem with design thinking is that [it] mostly deals with methodology, process, ‘how-to,’ it doesn’t deal with how design thinking actually works. Usually cases are brought forward of how a typical design approach has been successful in tackling a problem, but from this we don’t learn how thoughts unfold in the design process, how thinking unfolds. Thus design thinking currently deals with describing behavior, symptoms, the consequence of thoughts but not what design thinking consists of itself.

I agree that there is little about design thinking that actually explains what the “thinking” is, but should we expect it to? We can certainly learn from designers how they approach their work, identify problems, obtain solutions, etc., but does Gardner expect us to go beyond that, to somehow peer into their minds. I think that’s why I like what Warren Berger brings to this issue when he says that one of his main goals is “understanding how designers think and what the rest of us can learn from that”. I understand Gardner’s point, and it is well taken. I certainly would like a more algorithmic explanation of the “thinking” part of design thinking – and I’d like someone to just tell me how and what to do – but I hardly expect that to happen. I do expect that librarians will better understand the thinking part of design thinking when we try to authentically integrate the processes into our own practice. We can learn more about how designers think based on what we see them do and what they share with us about their work – as the folks at IDEO do – even if we can’t look inside their minds.

Articles, User Experiences

Want Magazine Will Help Us Learn How Designers Think

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I had seen the advance announcements about Want Magazine, and was eagerly looking forward to the debut of issue one (a/k/a Release 001). Now we can all read Want Magazine. The first issue became available just recently. Want Magazine looks like it will be a valuable learning source for those of us who want to better understand how designers think and what drives their creativity and creation. It appears that the format – and who knows just exactly how Want will evolve – is recorded interviews with a rich mix of designers. Each interview is posted with text notes from the interviewer – which is helpful if you don’t have time to watch the interview and want to know the key takeaways. According to its mission statement here’s what we can expect:

What makes our magazine unique is that we are willing to take an apparently mundane occurrence, and celebrate it. We do not take experiences for granted. We trust them to instill change, to have the power to transform, to improve lives and the lives of others. First and foremost, we intend to celebrate the makers of experience –those who devote their full time, energy and passion to making memorable moments and positive feelings. Among these people, we highlight the professionals in the field of User Experience Design. Their discipline is purposely centered on the research, planning and execution of strategies, activities and results that bring purpose to users of products, interactions and places.

The chief problem of Want is that I’ll never find the time to view all the great interviews. I’ve taken a look at the ones with Peter Merholz, Don Norman and Cordell Ratzlaff – and all were well worth the time. I hope to get back to check out a few more of the interviews. I think Norman has some profound thoughts about why people become enthusiastic about complex systems and the process by which that happens. I also like Ratzlaff’s view of what user experience is:

I think it encompasses the entire relationship that a person has with the device or product or application that they’re using. That includes the functionality of the device. It includes the physical relationship between the person and the product. And it includes the emotional relationship. It also encompasses every touch point between the person and the product.

What both Norman and Ratzlaff have to say strikes me as directly related to the library experience – or rather what we need to do to design a better one. There needs to be an emotional attachment and an emotional relationship. I see this in the students who win our library research prize. They are incredibly passionate about their research, and they’ve formed strong attachments with our collection and librarians. I recommend that you sign up for updates from Want Magazine. If you want to learn more about user experience, or even just want to understand it a little better, then take a closer look.

Ethnography, User Experiences

Flip This Library

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Editor’s Note: I recently discovered an interesting user experience project at Georgia Tech’s Library that involved the use of flip cameras. Flip cameras are fairly easy to use, and make it easy for almost anyone to capture an interview on digital video or make a short personalized video. I invited Ameet Doshi and Dottie Hunt, of the GT Library User Experience Department, to share their use of the flip video camera to learn about their library from the user’s perspective. Many thanks to Ameet and Dottie for sharing their project – something that many libraries could quite easily replicate.

A few months ago, we were brainstorming to find an engaging, productive activity for our upcoming library student advisory board meeting. At Georgia Tech, we’re fortunate to have a very talented and energetic advisory board and we wanted to maintain the momentum through the semester. Dottie came up with the idea of using “Flip” cameras (Flip cams are handheld digital cameras about the size of a cell phone) as an interactive tool for assessment. We thought it would be an interesting experiment to ask advisory board members to walk around the library filming the experience from their perspective.

We only had an hour to explain the instructions, divide everyone up, assign filming locations, and reconvene for the wrap-up. Unsure of how valuable this exercise might be we decided to try it and see what happens. The results were very illuminating!

We learned that one of the first things that users see when they walk into our building are the backs of the reference staff. This is because the information desk faces the desktop computing/commons area, with the idea that it should be easy for students working in the commons to look up, see a member of the reference staff, and easily ask reference questions. Since we spend most of our day actually inside the building, the fact that those entering the building don’t make a face-to-face connection with librarians or reference staff didn’t seem especially obvious to us until we saw it on video. Students also pointed out the difficulty in deciphering the analog directional sign with floors designated by call numbers (noting that this is incomprehensible to many students) and arrows pointing in various directions. Perhaps the most “actionable” video, however, was one that showed the sheer amount of graffiti that had accumulated on the walls next to the individual study carrels on the library’s upper floors. Not surprisingly, students discussed how distracting and disheartening it can be to see offensive or vulgar writing as you try to crank out a literature paper or study for a physics exam. And again, librarians rarely use these carrels, so this problem had fallen under our radar to some degree. Students also came back with suggestions about more intuitive signage, lighting, furniture, way-finding, and aesthetic possibilities. We have also had success doing some simple usability testing by recording students doing sample searches on our website and narrating their likes and dislikes with Flip cameras. Needless to say, we have been quite pleased with this “treasure-trove” of unique assessment data collected in just a few minutes, and the students enjoyed the productive, creative, interactive approach to helping the library improve the user experience.

By the next board meeting, we were able to remove all the graffiti and also have a mock-up ready for a new digital sign. We also discussed plans for a redesign and reorganization of our service desks to create a more inviting atmosphere for those seeking assistance, regardless of whether they approach that area from the entrance or from within the library. The students clearly appreciate when their work results in changes they and their peers can see.

Points to Consider

We’ve found that using Flip cameras has been most useful with small groups of 2 or 3 – with one person filming and another narrating what they see. In addition, when used as part of an advisory board activity, it is useful to have a wrap-up discussion after filming to talk about key areas of concern from the student perspective.

Although many areas of concern do require significant expenditures, much of what students filmed included manageable upgrades such as painting or signage. More importantly, we were able to make some of those changes (for example, working with our facilities staff to paint over graffiti) and reinforce to the advisory members that their involvement pays dividends.

Finally, it’s always a good idea to ask permission to use the captured comments or video. Different institutions handle the legal end on this different ways, so another best practice would be to make yourself familiar with recorded content practices on your campus.

Wrap-up

Flip cameras are relatively inexpensive and are steadily decreasing in price. One huge advantage of using these cameras is that there is a built-in USB which makes for easy downloading. A drawback, however, is an omni-directional microphone that tends to pick up an excessive amount of ambient noise. On busy days, the background noise has made it difficult to hear what students are saying. Also, the zoom function on most Flip cams is not as robust as with a regular camcorder. Although the USB makes for easy downloading, the amount of time to edit and normalize the videos is not insignificant and does require some multimedia expertise.

Take away

Using Flip cameras is a quick and relatively inexpensive approach to assessment of library spaces and even web usability. There are some drawbacks but students clearly appreciate the interactive nature of this type of assessment.

Design Thinking

Introducing Design Thinking To Librarians

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When I first started introducing design thinking in my occasional presentations, I went a fairly traditional route that included offering a definition, giving a list of bullet points that summarized what I would call the IDEO Method (a variant on ADDIE) as described in the book “The Art of Innovation“, and giving some visual examples of design work and how the design thinking process was being applied to solve business challenges. That approach worked reasonably well but was perhaps a bit too vague. Attendees did not really grasp the concept as well as I would have liked.

So I began to try something a bit different that was more visual, and would hopefully give a more practical look at the IDEO Method. Having watched The Deep Dive many times and used the full DVD presentation in longer workshops I thought there might be a way to use the video but in a much compressed format. So I decided to make a short video, about 2:30 minutes, that would offer a series of highlights from the full-length video. Although my video editing skills are somewhat weak, I was able to use my Flip camera to record the segments off my computer screen and then weave them together into a single short video that I can embed in my presentations. Then I follow that wilth 6 slides that feature stills from the video, and each one is used to explain how design thinking occurs in a practical way. As I tell my audience, all the essential basics of design thinking are found in The Deep Dive. Based on the observations made by attendees after they watch the video and as I breakdown the IDEO Method, I can see they are really doing a much better job of “getting” what I mean when I talk about design thinking.

Although I haven’t yet had time to read Warren Berger’s book Glimmer (it’s on my reading list) I have found myself learning from his blog Glimmersite. I’ve also found his series of videos on design thinking quite educational. So I wanted to bring the book, blog and video to your attention as good design thinking resources, but I also wanted to point to one of Berger’s post that I’ll be adding to my resource list for those who attend my sessions. I think it is right up there with the IDEO Method for explaining design thinking to those new to it. In this post Berger shares the notes from his presentation about “understanding how designers think and what the rest of us can learn from that” – which pretty much sums up why I spend time on this topic and sharing it with others.

The leading paragraphs of the post really resonated with me because they reflect my own experience in learning about design thinking. My initial learning didn’t come from books or videos, but from designers themselves. I worked at Philadelphia University, which over the years I was there evolved into a design university with nearly half of the curriculum dealing with the different design professions, from architecture to instructional to fashion. As a result, I connected with a quite a few designers (most of our faculty came from practice and many kept positions with actual design firms). At the time I didn’t know about the emerging conversation about design thinking. I was just beginning to see that the designers had a somewhat different way of thinking about and doing their work. I could see the common threads running through these different disciplines. As Berger puts it:

For the past few years, while working on my design book Glimmer, I’ve been venturing inside the minds of top designers. And I’d like to talk now about what goes on in those minds. And what all of us—whether we’re designers or not—can learn from the study of what goes on in there. So what does go on in designer’s heads? Well, you could say that a lot of what happens in there could be categorized as “design thinking.”

I think that’s what I’ve been trying to do, with more success recently than in the past, in my presentations – to explain to librarians why we can achieve better libraries when we understand what goes on in the minds of designers. In my future presentations it’s likely I’ll draw on this post by Berger because I like the five basic principles about what does go on in the mind of the designer that we can learn from. He summarizes them as:

1. QUESTION everything, believing there’s always a better way.
2. CARE about what people actually need.
3. CONNECT ideas that seem unrelated, via “smart recombinations.”
4. COMMIT bring ideas to life through visualization and prototyping.
5. FAIL FORWARD.

I happen think these principles can apply to anyone—including people working in government, in hospitals, in schools, and simply leading daily lives. And that’s the case I make in Glimmer.

That list of five items is a bit different than the IDEO Method that I currently share, but there are great commonalities between the two. Where Berger and IDEO seem to co-exist is in the promotion of ideas – and where they come from. Berger writes: “don’t look for great ideas in your own front yard”—you’ve already dug up that soil and there’s nothing new there. Look for stuff way out in left field—then bring it back to your domain, and make the connections.” If there’s anything you learn from The Deep Dive, it’s that you need to get out to the experts to learn from them, and that all sorts of ideas should be shared within diverse teams of designers/planners. I hope you’ll read Berger’s post and that it will open up some new insights into design thinking for you.

User Experiences

Expanding Our Touchpoints To Self-Service

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Outside of references to societal trends pointing to the consumer interest in self-service and how libraries need to respond to that, we librarians rarely talk about the ways in which we offer or could offer self service – and what that would mean for ourselves, our libraries and our community members. Nor have I seen much in our literature or conference discussions about evaluating the quality of our self service (if you’ve seen or written about such research please let us know).

I got to thinking about this after reading a post over at Joseph Michelli’s blog “Joseph’s Blog” on “How to Execute Easy“. In discussing a new research study that examines customer use of self-service kiosks, Michelli points to a dilemma faced by organizations that use ATM-like machines to deliver service:

At the heart of the dilemma that prompted this research is a desire by business leaders to maximize technology – speeding-up service, delivering cost efficient service solutions, and even opening-up their business to new tech-savvy customer segments. At the same time these leaders don’t want to automate service to the point that it becomes impersonal and essentially decreases the emotional connections between the consumer and their brand. That outcome would fundamentally lead to commoditization and that defeats all benefits of the technology in the first place.

Libraries already offer self-service checkout, some are exploring vending machines for self-service book delivery, and we offer patron-mediated interlibrary loan – where community members essentially manage their own ILL transactions. But quite possibly the most vast application of self-service is our electronic information delivery. We give our user community access to a rich set of resources that they can mine anytime, at their convenience, with no need whatsoever to interact with a member of the library staff. But here’s the important point according to Michelli: are we making it easy? He writes:

The mixed finding indicates that if you attempt to make the experience easier and it really turns out to be easier – satisfaction increases and you make more money. If you attempt to make it easier and it turns out to more complicated, you lose customer loyalty and decrease the depth of your existing customers’ spend.

So we’re not trying to make money – that’s not the point. We do need to build community member loyalty so we keep them coming back to the library for more. The challenge is that our “self-service” databases often fail the “easy” test, and that may be the case as well for some of our other self-service solutions (have you tried your library’s self-service checkout?). One improvement that may help is the ability to integrate chat widgets into the databases. So far only one major vendor is making it possible (correct me if I’m wrong). That capability speaks to the importance of offering a good balance between speeding things up for the community member and providing the opportunity for a personal connection. Access to live help is likely to increasingly become a part of the online service experience. Michelli shares that “in the next 12 months, retail eBusiness professionals are planning to expand their online customer service touchpoints, with significant increases in live help, social, and mobile customer service.”

As libraries move more of their services into the online and mobile worlds, we will no doubt expand the opportunities for self-service – which is a good thing. But as we do so we will also need to pay attention to expanding our touchpoints in those environments.

Design Thinking

Interactions Special Issue on Design Thinking

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If you have yet to discover interactions magazine (yes – small “i”), then the current issue is must reading for you – and I think you’ll become a regular subscriber. Describing itself as a magazine about “experiences, people and technology”, interactions is good regular reading for anyone interested in learning more about the design professions. The current issue for March/April 2010 (v.17 n.) is a special issue that features several articles about design thinking.

In prefacing issue, co-editors Richard Anderson and Jon Kolko write:

Popular discussion of “design thinking” has reached a point of frenzy. Unfortunately, there is often little depth to the discussion, and for many, the topic remains elusive and vague. While each issue of interactions has included articles about or reflecting the application of design thinking, this issue addresses the topic a bit more directly.

The goal of the issue is to offer greater in depth discussion about design thinking to engage us in thinking about what it is and what it can offer.

Articles in this issue cover topics such as what it means to have design literacy, improving relationships between design teams and business teams, and several other articles focus on interaction design and design research. The issue features several well recognized thought leaders in design, such as Roger Martin and Don Norman. My favorite article is the issue is titled “Design Thinking in Stereo” and it does a compare and contrast number on the design thinking philosophies of Roger Martin and Tim Brown, using information found in the newest books authored by these two prominent design thinkers. I find the two discuss similar ideas using different approaches and examples. For example, Brown describes design thinking as the three “I’s”, Ideate, Inspire and Implement. Martin uses his “knowledge funnel” (mystery, heuristic, algorithm) to explain the business cycle and how it can lead to exploitation and failure, and how design thinkers can better achieve an “explore and exploit” cycle. Since I enjoy reading the works of both, this was a worthwhile article.

I think you’ll find the articles about design and design thinking to be worth your time. If an inspiration hits you while reading any of the articles, please share it here.