design of everyday things

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Fall 2002 CS/PSY 6750 1 Design of Everyday Things Agenda Discuss Norman’s views on HCI & design Discussion What did you take away from DOET book

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Design of Everyday Things. Agenda Discuss Norman’s views on HCI & design Discussion What did you take away from DOET book. Daily Challenges. How many of you can use all the functionality in your VCR Digital watch Copy machine Stereo system Plumbing fixtures. Fun Examples. - PowerPoint PPT Presentation

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Page 1: Design of Everyday Things

Fall 2002 CS/PSY 6750 1

Design of Everyday Things

Agenda• Discuss Norman’s views on HCI &

design

Discussion• What did you take away from DOET

book

Page 2: Design of Everyday Things

Fall 2002 CS/PSY 6750 2

Daily Challenges

• How many of you can use all the functionality in your VCR Digital watch Copy machine Stereo system Plumbing fixtures

Page 3: Design of Everyday Things

Fall 2002 CS/PSY 6750 3

Fun Examples

• Leitz slide projector To move forward, short press To move backward, long press

• What happens when you get frustrated?

Page 4: Design of Everyday Things

Fall 2002 CS/PSY 6750 4

Fun Examples

Doors

One in this room!

Page 5: Design of Everyday Things

Fall 2002 CS/PSY 6750 5

Fun Examples

PhonesHow do you- transfer a call- change volume- store a number- ...

Page 6: Design of Everyday Things

Fall 2002 CS/PSY 6750 6

Page 7: Design of Everyday Things

Fall 2002 CS/PSY 6750 7

Changing Ringer Volume

• Press “Program”• Press “6”• Set volume

Low - Press “1” Medium - Press “2” High - Press “3”

• Press “Program”

Page 8: Design of Everyday Things

Fall 2002 CS/PSY 6750 8

Important Concepts

• Affordances• Visibility• Conceptual models• Mapping• Feedback• Constraints

Page 9: Design of Everyday Things

Fall 2002 CS/PSY 6750 9

Visual Affordances

• Perceived and actual fundamental properties of an object that determine how it could be used Chair is for sitting Ball is for throwing Button is for pushing

Page 10: Design of Everyday Things

Fall 2002 CS/PSY 6750 10

Yikes!

Page 11: Design of Everyday Things

Fall 2002 CS/PSY 6750 11

Mantra

• Complex things may need explanation, but simple things should not If a simple thing requires instructions and

pictures, it is likely a failed designDesigning for People• Norman’s 2 main principles

Provide a good conceptual model Make things visible

Page 12: Design of Everyday Things

Fall 2002 CS/PSY 6750 12

Conceptual Models

• People build their own systems of how things work Example - car

• Designer can help user foster an appropriate conceptual model Appearance, instructions, behavior...

Page 13: Design of Everyday Things

Fall 2002 CS/PSY 6750 13

Visibility

• When functionality is hidden, problems in use occur Occurs when number of functions is

greater than number of controls• When capabilities are visible, it does

not require memory of how to use Remind person how to use something

Page 14: Design of Everyday Things

Fall 2002 CS/PSY 6750 14

Simple Example

What if both sides were “big” and you had toremember which side the “small” one went into?

Electric plugs

Page 15: Design of Everyday Things

Fall 2002 CS/PSY 6750 15

Simple Example

• Bathroom faucets Two functions

Hot/coldPressure

Page 16: Design of Everyday Things

Fall 2002 CS/PSY 6750 16

Bathroom Faucets 1Can you figureout how to useit?

Are two functionsclear and independent?

Page 17: Design of Everyday Things

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Bathroom Faucets 2

Can you figureout how to useit?

Are two functionsclear and independent?

Page 18: Design of Everyday Things

Fall 2002 CS/PSY 6750 18

Bathroom Faucets 3Can you figureout how to useit?

Are two functionsclear and independent?

Page 19: Design of Everyday Things

Fall 2002 CS/PSY 6750 19

Two Important Principles

• Mapping• Feedback

Page 20: Design of Everyday Things

Fall 2002 CS/PSY 6750 20

Mapping• What does this means• Relationship between two objects, here,

between control and action/result Good:

Car, various driving controlsMercedes Benz seat adjustment example

BadCar stereo - Knob for front/back speakers

Page 21: Design of Everyday Things

Fall 2002 CS/PSY 6750 21

Stove

Whichcontrolswhich?

Page 22: Design of Everyday Things

Fall 2002 CS/PSY 6750 22

Yikes!

Page 23: Design of Everyday Things

Fall 2002 CS/PSY 6750 23

Why Not Design Better

• Stove

• Speakers

Physical, monetary,convenience, etc.,constraints dictateotherwise

Page 24: Design of Everyday Things

Fall 2002 CS/PSY 6750 24

Feedback

• Let someone know what just occurred Can be sound that’s made Can be change in physical state

Page 25: Design of Everyday Things

Fall 2002 CS/PSY 6750 25

Constraints

• Limitations on what can be done Physical - keys Semantic - menu graying Cultural - Colors Logical - When all above don’t apply

Page 26: Design of Everyday Things

Fall 2002 CS/PSY 6750 26

Individual Differences

• Whom do you design for? Everyone? Impossible Average? Excluding half audience 95%? Still may miss a lot

• Can’t accommodate everyone

Page 27: Design of Everyday Things

Fall 2002 CS/PSY 6750 27

Individual Differences• Designers are not representative of

the user population for whom they are designing

• Don’t expect users to think or act like you

• People vary in both physical attributes and mental/cognitive attributes

Page 28: Design of Everyday Things

Fall 2002 CS/PSY 6750 28

Example

ScissorsAffordances - Insert somethinginto holes

Constraints - Bigger hole forseveral fingers, small for thumb

Mapping - How to insert fingersinto holes suggested by visibleappearance

Conceptual model - Suggested byhow parts fit together and move

Page 29: Design of Everyday Things

Fall 2002 CS/PSY 6750 29

Why Design is Hard• Number of things to control has

increased dramatically• Displays are more virtual/artificial• Marketplace pressure

Adding operations cheaper (computers) Adding controls expensive (real estate, cost)

• Errors are becoming increasingly serious

Page 30: Design of Everyday Things

Fall 2002 CS/PSY 6750 30

Try and Try Again

• Norman thinks that it often takes 5 or 6 tries to get something “right”

• Simply may not have that luxury in a competitive business environment