Our office recently had the honor of hosting renowned GoogleX prototyper Tom Chi. He came in to our office to work with Product Managers on learning the value of testing fast and testing now! I had a chance to participate in the session as both a user, working through prototypes, and as part of a team building the prototypes for testing.
I have to admit a lot of what Tom covered was not completely new:
- Find the quickest path to the experience
- Test early and test often
- Don’t guess. Learn
- Don’t “fail.” Learn
- Stop talking and start doing
- Get in front of your users and get their feedback
But there were a couple of concepts that really resonated with me and thought they provided value to the session.
Drive conjectures to experiments. Experiments drive decisions.
Conjectures are the same thing as guesses. In other words, people tend to get stuck in “analysis paralysis” and over talking about the situation. In fact, a lot of these discussions are not reality based and is a process of throwing out personals opinions. It might be driven by the best intentions. But these conversations often go on for too long and are never backed up by actual user research. So encourage your group to stop talking and start doing.
The way we did this in the Tom Chi Prototyping session was to stop talking and we each sketched ideas quietly for 3 minutes. They key here is to sketch individually in silence. There should be no talking during the sketching exercise so that each person is exploring individual ideas without the influence from others. After sketching, the ideas are then shared with the group. One or more idea is selected as the “champion.” And this this rough sketch is what should be tested with users. No need to create a higher fidelity version of the sketch. Just show them the rough sketch and get quick feedback before you are too emotionally and technically invested.
Focus on people’s energy
Whenever there is energy, that means something that matters is happening. This energy can be positive or negative. When a customer gets exciting about something, pay attention to that. And the same is true when they show angry excitement as well. It’s these magic “energy” moments that really improve or ruin an experience. So tweak those energy points to make them awesome. One particular example Tom Chi mentioned was Uber. Most of the Uber experience is just like riding in a cab. It’s the few seconds that are different in that experience is what matters.
Don’t lead the witness
Finally, I want to talk about one lesson I learned by going through these sessions. Most of the people participating in our sessions were not researchers. In fact, there were product managers and designers. These are empathetic people who are excited about getting great feedback from users. But they don’t understand that the way they ask questions can skew the response from the participant. It is better to ask broad, open-ended questions rather than helping the participants by giving them examples. It is these tactics that researchers know how to do, but others might not know. They don’t understand that by providing examples for the person to think about, they might be blocking other examples they could possibly come up with on their own. With a little coaching, I know that product managers, designers and other non researchers can learn effective ways to ask non-leading questions.
I thought the most valuable aspect of bringing Tom Chi in house was to empower non-designers. I think he gave everyone confidence that they can explore ideas, sketch the ideas, and get quick feedback from customers. I hope this process takes off and continues well in to the future.
To read more of my notes, read the Tom Chi Prototyping Workshop presentation that I shared with my team.