Right-Justified Navigation Menus Impede Scannability

We know from eyetracking studies that users tend to rapidly move their eyes down the left-hand side of lists. People read the rest of a list item only if something catches their eyes in these left-most one or two words.

The menu design guidelines are thus clear, at least for vertical menus:

  • Left-justify the menu, so that the user’s eyes can move in a straight line and don’t have to re-acquire the beginning of each new line.
  • Start each menu item with the one or two most information-carrying words.
  • Avoid using the same few words to start list items, because doing so makes them harder to scan.

Aligning a navigation menu with the right margin might look cool, but the resulting ragged left margin severely reduces the speed with which users can scan the menu and select their preferred options.

(Of course, the left-alignment guideline is for languages that read left-to-right. For languages that read in the opposite direction,
the guideline is reversed: you should right-justify the menu. In either
case, the point is to make it easier for users to scan down the side on
which they start reading.)

Take a look at the following screenshots. I picked university
sites for this illustration, but right-aligned navigation disease is
found on business sites as well.

Screenshot of navigation menus from Indiana, Michigan, and Vanderbilt Universities.

Navigation menus from three university websites. Left to right:

Indiana University, University of Michigan, and Vanderbilt University.

Note how hard it is to scan the menus. Paradoxically, Vanderbilt
provides us with an example of correct alignment in the same
screenshot: it’s much faster to scan the top menu than the bottom one.

To complicate matters, two of these screenshots also violate the guideline against USING ALL CAPS, which reduces legibility by about 10%. When you mix cases,
the ascenders and decenders produce varied letterforms, while all caps
produce boxy shapes. Users recognize words faster when you preserve
traditional word shapes. (As an example, compare the word “Employment”
in the left-hand menu with the word “EMPLOYMENT” in the middle menu.)

Finally, the contrast between the text and background colors in the
middle menu is too low. Violating three legibility guidelines makes the
middle menu particularly hard to read, especially for low-vision users.
So, in this sampling, the University of Michigan takes the prize for
worst menu design. (The school has a good human-computer interaction
program, but apparently the site designers failed to consult the local
experts.)

Menu alignment is admittedly a small point rather than a top high-ROI redesign priority. But it’s easy to get right — just don’t align to the right.

Updated Menu

8 hours after posting this article, I got
email from the University of Michigan design team that they had
redesigned their navigation menu. Fast work.

Redesigned navigation menu from the University of Michigan.

U. Michigan’s old (left) and new (right) nav menus.

Jakob Nielsen’s
Alertbox, April 28, 2008

http://www.useit.com/alertbox/navigation-menu-alignment.html

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So You Want to Be a Manager—Seriously?

By Jim Nieters

Published: April 22, 2008

A great leader
can direct a team to produce the best work of their careers and tune
their teams to perform at their peak—and this is important. But
it’s not more important than having great designers who can
produce market-changing ideas.

This is my first column on the management of UX. In my column,
I’ll articulate what I’ve learned from my experience as a
senior leader and several years in intensive senior leadership
development programs.

Have you ever known a manager you felt shouldn’t
manage people? Maybe you’ve worked for one. Most of us have at
one point or another. On the other hand, most of us have also had great
managers. What sets great managers apart from bad ones? That’s
one of the questions I’ll explore in this article.

Almost weekly, I talk with a UX designer or researcher
who wants to become a manager of a UX team. For some people, this is a
good choice. Both they and their teams thrive. But for many, it’s
honestly not the right goal, and the end result is that neither they
nor their teams are happy. The book Now, Discover Your Strengths
[1] suggests that we tend to be good at the things we love doing, and
we love activities at which we excel. I find that we do our best work
when we’re in a playground. (I’ll explore this idea more in
my next column.) Isn’t life too short to pursue a path we
don’t enjoy?

I believe that being a manager of people is no better
or worse than being in an individual contributor role. For the most
part, managers don’t produce the actual artifacts that drive
results. In a fundamental way, it’s the researchers and designers
who produce the great work in our industry. Don’t get me wrong: A
great leader can direct a team to produce the best work of their
careers and tune their teams to perform at their peak—and this is
important. But it’s not more important than having great
designers who can produce market-changing ideas. On a sports team, you
need a great team and a great manager to win. The challenge I see is that a large number of researchers and designers want the word manager
in their title—either because they feel it shows career
progression or for the respect they think such a title would afford
them. Taking the sports analogy further, a baseball player
doesn’t want to be the team manager—he wants to play great
ball. So, why isn’t it this way in the world of UX—and high
tech in general?

An important question then is how we as an industry
can give equal weight to great individual contributors and great
managers alike, because a great company needs both. At Yahoo!, we have
some truly world-class designers who make a huge impact on everything
they touch. While I would be happy to see them mentor other designers,
I feel it would be a waste to make them people managers. It would be
like taking Michael Jordan in his heyday and turning him into a
non-playing coach.

“Because we promote people into management roles who are not great leaders, we diminish the level of expertise in leadership across our industry.”

Perhaps more importantly, because we promote people into management roles who are not
great leaders, we diminish the level of expertise in leadership across
our industry. Many people with whom I speak believe design
managers—for instance—should just be better designers and
leadership characteristics aren’t important. Let’s take
that issue straight on: Should a company make a UX practitioner a
manager simply because she is a really great researcher or designer?
When asked in this way, the typical reaction is: “Well, of course
not!” And yet, I see senior leaders promoting good researchers
and designers to people management roles, just because they were good
at their individual contributor roles—even when they
haven’t proven they have any capacity to lead effectively. The
path from a particular domain such as user research or design into
management is not a natural progression. The skills you gain
in your role as a researcher or designer are not the skills
you’ll use as a manager and leader. Of course, a good leader of a
research or design organization needs to understand and be good at
research or design. They must be able to provide guidance for their
researchers and designers. My premise is that being a good UX
practitioner is necessary, but not sufficient to someone’s
becoming a good UX leader.

We, as a functional domain, need to focus on what it
takes to grow our next generation of great leaders. While we must
always produce great designs, we also need to value the quality of
leadership itself. We need great leaders who can facilitate their
teams’ working together at higher levels than anybody thought
possible. Who can take an average team and make it very good. On the
other hand, an average leader can take a great team and make it
average. I’ve seen both happen. So, isn’t our first step
defining what makes a great manager great?

Manager Competencies and Values

Just as we know the competencies and strengths that are required of
great researchers and designers, we need to understand and define
essential manager competencies if we are going to produce great leaders.

Recently, I worked with a management team—other than
Yahoo!—to define this set of six management competencies.
Successful managers are:

  • accountable—Take
    responsibility for results and hold themselves, peers, and direct
    reports accountable for achieving established goals and objectives.
  • customer focused—Clearly
    communicate what a team can do to achieve stakeholder or customer
    expectations, without over promising, and understand the cost/benefit
    ramifications of their recommendations to stakeholders and customers.
  • results driven—Willingly
    establish and apply performance measurements, set high performance
    standards for themselves and direct reports as necessary to achieve
    customer expectations, and implement significant
    consequences—positive and negative—for achieving or not
    meeting performance expectations.
  • open and effective communicators—Create
    an atmosphere in which high-quality information flows smoothly through
    an organization and to stakeholders, in a timely manner, and encourage
    the open expression of ideas and opinions. Creating such an atmosphere
    means you must wait for another person to finish his or her intended
    message before responding, disseminate more than the minimal amount of
    information people need, and respond positively when stakeholders or
    direct reports voice negative issues.
  • effective managers of talent—Hire
    individual contributors who are as smart as or smarter than they are;
    surround themselves with the greatest talent; strive to bring out the
    best in others, regardless of their current performance levels;
    delegate authority and responsibility to others, allowing them to use
    their abilities and talents effectively; give feedback, coach, and
    appraise employees at every opportunity possible—every week, if
    not every day; not just at review time; and respects and tolerates
    differing opinions.
  • team builders—Promote
    and generate cooperation and teamwork while working to achieve
    collective outcomes, give credit for success and recognition to the
    team rather than seeking credit for themselves, and encourage
    individuals to contribute to the organizational strategy. As Jack Welch
    says, they “get every mind in the game.”

These competencies embody a few key points. There is
an overwhelming amount of research [2] and expert opinion [3] showing
that, in addition to the six competencies I’ve listed above,
great managers and leaders are:

  • respectful—Treat
    individuals on their teams as professionals and address them with
    appropriate respect. They are not out to make themselves look good, but
    to help their employees execute their responsibilities well,
    and—yes—to build employee confidence.
  • natural mentors—Are great coaches and find deep joy in helping their employees grow their careers and execute at a very high level.
  • emotionally intelligent—Are direct, yet compassionate and tactful. [4]
  • able to see the big picture—Look out not only for their teams, but for the larger organization and company.
  • decisive—Make hard choices quickly and recognize they may need to make frequent course-corrections.
  • life-long learners—Seek feedback regularly from peers, direct reports, and their managers and have a passion for improving themselves.
“It is also critical to define the
necessary competencies and essential values that are specific to
management within your own organization, because every environment is
different.”

There are eight to ten discrete characteristics for
each of these management competencies. It is also critical to define
the necessary competencies and essential values that are specific to
management within your own organization, because every environment is
different. In addition to defining management competencies, I also
recommend you define a competency model for individual contributors.

If you are a senior leader and believe that defining
such competencies is useful, you might find it useful to start with
these competencies. However, if you want help defining a competency
model for your own organization, contact me, and I’ll put you in
touch with experts who can help you. I’d love to get your
feedback on the competencies and values I’ve defined here. What
other professional competencies do you think managers of UX
organizations need to have?

I find that the truly great managers and leaders care
very much about their employees. Some of my peers have pointed out to
me that this sounds rather bleeding-heart. In response, I’ve told
them it’s as selfish as giving away stock options. Companies give
their employees stock options, because they believe it makes employees
more dedicated to the success of the company. Likewise, when I care
about my employees, I work hard to help them succeed and grow. The
result? My employees are more loyal and more effective. Devin Jones is
one leader who embodies these characteristics, and articulates this
message better than I can. Check out his blog: www.devinetics.com.

Organizational Challenges

“In most organizations today, if an employee wants to advance in his or her career, management is the only choice.”

The problem is that, in most organizations today, if an employee
wants to advance in his or her career, management is the only choice.
In such organizations, leaders make more money, garner more respect,
and often make the strategic decisions that impact career
opportunities—or the lack thereof—for individual
contributors. So, if a highly successful engineer wants to make more
money, she has to become a Manager, then a Director, even if she does
not want to. In such companies, rising to the level of a Director as an
individual contributor is prohibitively difficult. If this is the case
in your company, either try to change that mindset or find another
company! I’d love to hear from you: Does your company permit
individual contributors to grow in parallel with people managers up to
and beyond the Director level—say as a UX Architect or Principal
Designer? I’d love to talk about what we can do as an industry to
change and provide appropriate growth, compensation, and recognition
for highly skilled individual contributors.

If you are a senior leader, my suggestion is this: Do
not promote an individual contributor to a manager role unless he or
she has the required competencies—particularly the ability to
manage talent in a way that brings out their best performance and build
an atmosphere of teamwork. This is easier said than done in practice
though. Many senior leaders are tempted to—and do—promote
great individual contributors to manager roles even though they have no
strengths in leadership. They do so even though this erodes
organizational effectiveness and undermines corporate culture. Truth be
told, I learned this lesson the hard way. Please do me a favor:
Don’t repeat this mistake—don’t promote the wrong
person under any circumstances!

To illustrate one example, I know one senior leader
who is highly competent, yet deliberately promoted
“assholes”—as defined in the book The No Asshole Rule [5] —into management roles. Why? His top two individual contributors both threatened to leave the company if they were not promoted to manager. The result? He promoted both of them, after which all
of the other top performers on the team quit. These managers did more
harm than good, negatively impacting the entire organization.

We should not pursue a path because it is the only path that apparently permits us to grow. The book Now, Discover Your Strengths
[1] can help you understand what competencies you possess. I had one
employee awhile back—we’ll call him Roy—who is a
great designer and wanted to become a manager both to gain respect and
for career growth. Because I had already worked with Roy for several
months, I’d noticed three key factors that together told me he
should continue growing as a designer, not as a manager:

  • In my experience, Roy has the ability to solve any design
    problem you might throw at him, and he is very good at facilitating
    product teams’ accepting his designs.
  • He does a fine job of reviewing the designs of the people he mentors.
  • He
    does not possess any interest in or competencies for performing the
    tasks that help employees grow along multiple dimensions. He really did
    not care about managing employees at all. He just wanted to be a
    manager for the respect.

Roy would be a horrible manager. He simply wanted the
role for the perceived credibility it would afford him. It’s
important to note that he’s now happy as a principal designer. He
does not want to be a manager and is happy with his choice. Even though
learning this was a difficult—and, at times,
painful—process, it was worth it to me: Roy is happier, my other
employees are happier, and the whole organization is more productive
and runs more smoothly. Everyone plays the positions at which
they’re best.

“If employees want to change
direction and are highly motivated to move out of their current roles
and into management, we should absolutely help them.”

The problem is that most people who want to become
managers do not want to hear that they should consider a different
path. It’s often an emotional issue. This was the case with Roy
as well. It took literally months to help Roy see, first, that he could
become the equivalent of a Director, but as a designer, not as a
manager. Good leaders help their employees find the right path and feel
good seeing them grow—even if the employee outgrows the
leader’s organization. Poor leaders don’t spend the time to
help their employees grow and find their direction. Instead, they
control or subtly belittle. (In a later column, I’ll talk
specifically about how to coach employees to perform at their best.)

If employees want to change direction and are highly
motivated to move out of their current roles and into management, we
should absolutely help them. But, we need a set of criteria for
evaluating whether they will be good leaders and help them as they
experiment to see whether they can develop leadership skills. But such
skills are not a given, any more than becoming a great researcher or
designer is a given.

Looking at Precedents

The book Now, Discover Your Strengths [1] suggests that the
legal system has gotten it right: When an attorney enters a firm, he is
given cases that reflect his training and skill. As he progresses, he
may become a partner. But as a partner, he is not required to manage
people, unless he possesses people management skills. Each partner is
given a task that fits with his or her inherent skills. Some will
become managing partners, because that’s what they’re good
at. However, the majority of partners will continue to work in their
areas of expertise. They will mentor junior attorneys to increase their
firm’s expertise in their areas of specialization, but they will not
manage them. Management is a specialized skill. Just like any sport,
some people are good at it and others are not. All of the great
management and leadership books point out that we should pursue our
passions. That is, if we have a passion for an area, we are probably
good at it—or at least have the ability to improve rapidly in it.
Take any sport or other recreational activity in which you just love
engaging. If you truly love it, it’s play, and you practice it as
often as you can. When you do, you improve. You become competent, and
if you work at it long enough, you become highly skilled.

Is this how you feel about management? It’s no
different. If you are drawn to management, because you want to help
employees grow, because you want to devise strategy and enjoy what to
others would be maddening administrivia, then jump in! If you feel like
you can give the people who report to you credit for success rather
than seeking accolades for yourself, become a manager. The book Good to Great [6] suggests this is one quality that defines the best leaders.

Why Do We Have Bad Managers?

If we have the ability to define the necessary competencies of
successful managers, and there is so much valuable literature about how
to be a great manager and leader, why do we continue to have managers
in place who are not good coaches or have had no management training?
I’d like to hear from you about that. In actuality, bad managers
sometimes get lucky, and their teams do well despite them. I’ve
seen many such teams. However, in every case, such success is only
temporary. Bad managers eventually get found out. I’ve got some
great stories. Perhaps I’ll tell some of them in upcoming columns.

Just as some bad managers succeed, the opposite is
also true: Sometimes, good managers and leaders get into difficult
situations and are not successful. I really appreciated it when Jared
Spool pointed out on stage at CHI 2007 that he’d been let go a
couple of times. (For more about Jared’s remarks, see
Pabini’s review of CHI 2007 on UXmatters.)
It happens to the best of us—Jared fitting that category. Such
situations present opportunities for a leader to learn and grow.
Negative experiences often provide valuable lessons—perhaps even
more so than positive ones.

Pursue Your Passion

“Don’t become a manager because
it seems to be the only open avenue to advancement. In the end, your
decision is about consistently producing top results and about your
career.”

Are you a manager? Do you want to be? If the answer to either of these questions is yes,
ask yourself whether you embrace the competencies and attributes of
great leaders. It’s okay if you don’t—really. But if
you don’t, find a company that is willing to give you credit for
the skills you do have and promote you as an individual contributor.

Be careful with your self-analysis: A majority of
people have a hard time accurately evaluating their own skills. I
recommend you try 360-degree feedback with a coach who can help you put
feedback in perspective. Then, make your decision about whether you
want to be a manager. Don’t become a manager because it seems to
be the only open avenue to advancement. In the end, your decision is
about consistently producing top results and about your career.

But just as I’d ask about any career choice, my
question for anyone who wants to become a manager is “Why?”
If the answer is “because being a manager and all it entails
energizes me,” do it. Pursue your passion. You’ll make a
positive contribution to your company, and you can help your employees
be more productive and happier. What is it that you love and are good
at? Whatever it is, do that!

http://www.uxmatters.com/MT/archives/000281.php

Notes

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A Blogging Policy for the Nonprofit Workplace

Employee blogging, like the use of the internet itself, is only likely
to grow. Many employers are taking proactive steps to protect
themselves from harmful or embarrassing blogs by adopting an agency
blogging policy. The blogging policies of many large technology
policies can be found on the internet and you could modify those
policies based on the culture and needs of your agency. Such a policy,
at a minimum, should contain the following provisions:

  • Clarification of whether blogging may be done on agency time or with the use of agency computers.
  • Bloggers must comply with all of the agency’s policies and
    agreements, including any on ethics, code of conduct, confidentiality
    and discrimination/harassment.
  • Bloggers are personally and legally responsible for the contents of
    their blogs. Blogs are individual, not agency communications, and
    employees must not represent or imply that they are expressing the
    opinion of the agency.
  • Never disclose any confidential or proprietary information concerning the agency or its customers or clients.
  • Act professional towards yourself, your coworkers and your agency.
    Do not put anything on your blog that will embarrass, insult, demean or
    damage the reputation of the agency, its services, customers or
    clients, or any of its employees.

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The Secret to Getting People to Give: 15 Reasons Why People Donate

You can email your donor base until you’re blue in the face. You can
make your donate button larger than the vat of coffee sitting
between you and your computer monitor (yes, we can see it from here).
You can share the latest statistics about your cause, and even
make your brochure look flashy while you’re at it.

But, here’s the kicker: People have things to do other than care about your cause.

You’re
not necessarily competing with another nonprofit whose mission is
similar to yours; you’re duking it out with soccer practice, Must See
TV (do they still do that, or has that gone the way of TGIF?) and
that all-inviting couch beckoning your supporters to take a load off.

This week we’re going back to basics to remind you of why people convert from supporter (or even skeptic) to donor:

  1. Someone I know asked me to give, and I wanted to help them
  2. I felt emotionally moved by someone’s story
  3. I want to feel I’m not powerless in the face of need and can help (this is especially true during disasters)
  4. I want to feel I’m changing someone’s life
  5. I feel a sense of closeness to a community or group
  6. I need a tax deduction
  7. I want to memorialize someone (who is struggling or died of a disease, for example)
  8. I was raised to give to charity - it’s tradition in my family
  9. I want to be “hip,” and supporting this charity (i.e., wearing a yellow wrist band) is in style
  10. It makes me feel connected to other people and builds my social network
  11. I want to have a good image for myself/my company
  12. I want to leave a legacy that perpetuates me, my ideals or my cause
  13. I feel fortunate (or guilty) and want to give something back to others
  14. I give for religious reasons - God wants me to share my affluence
  15. I want to be seen as a leader/role model

To recap:

  • People act from the heart, not the head. Yes,
    your nonprofit has to show that it’s a good steward of donor money and
    you need to impart where all that generosity is going, but your appeal
    must contain more than numbers and pie charts.
  • Giving is a personal act.
    Notice any common thread in the list of 15? They all contain the
    pronoun “I.” The people you serve are important, but make sure to
    put the “you” and “your” (i.e. the donor and why s/he should care)
    front and center. Read more about crafting your call-to-action on Katya’s blog and in the Learning Center.
  • The act of giving is immediate. Give
    your donors the opportunity to act here and now. Your relationship with
    them will be long-term, but their willingness to give is now–let them
    act on it.

There are many reasons as to why
people give. When you’re crafting your next fundraising appeal, take
this list out and ask yourself if you’ve tapped into these
reasons or not.

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Notes from The Seven Things Everyone Wants: What Freud and Buddha Understood (and We’re Forgetting) about Online Outreach

Think about the last time you did something for a cause. Maybe you gave
them money. Maybe you did a walk. Maybe you signed a petition.

Why did you do it?

That’s the question the Nonprofit Technology Conference
session, “The Seven Things Everyone Wants: What Freud and Buddha
Understood (and We’re Forgetting) about Online Outreach,” tried to
answer. I thought I’d share some of my notes with you from the session.

Workshop leaders, Katya Andresen of Network for Good and the Non-profit Marketing Blog, and Mark Rovner of Sea Change Strategies and the Sea Change Strategies Blog believe that there are 7 Deep Human Needs that you need to remember when you are creating nonprofit campaigns.

Andresen
noted, “No one here said, ‘I gave or volunteered because of a tool,’
like email or Twitter. You supported a cause because of how it made you
feel.” It’s easy for nonprofits to forget who is on the receiving end
of their messages. Effective campaigns always keep their audience’s
needs in mind.

According to Andresen and Rovner, the old
marketing and fundraising playbooks don’t work anymore. It is time to
reinvent marketing and communications for a new era using The Seven
Deep Human Needs.

Need 1: To be SEEN and HEARD

Does
your home page make people feel heard? Not many people give money
because they read a well word-smithed mission statement. Effective
sites and campaigns provide space for people to express themselves.
Nonprofits need to truly listen to their supporters and acknowledge
what they are saying.

Not listening is the root of most problems, personal and professional.

Examples
* Teen Health Talk engages youth to talk about health issues rather than lectures at them.
* March for Women’s Lives allowed people who couldn’t march to post messages and stories on the March for Women’s Lives’ web site.
* Juvenile Diabetes Research Foundation
created a site for young people. As an after thought, they included a
pen pal section where young people could connect with other young
people who have diabetes. It is the most popular part of the site.
* Oxfam has used Flickr petitions
successfully in several campaigns. Two of their staff members recently
returned from Darfur and are putting together a video to raise
awareness about it. They are collecting questions from supporters about Darfur to include in the video.
* The Environmental Defense Fund asked supporters to help them write a Declaration of New Patriotism.

Need 2: To be CONNECTED to someone or something

Engage people by connecting to what they (not you!) care about.

Examples
* BeliefNet has prayer circles
where people can share prayers for specific people. On the example they
showed, people of all religions posted prayers for a sick child.
* March of Dimes’ Share Your Stories allows families of babies in the NICU to share stories.
* CarePages
allow families and friends of people who are sick and hospitalized to
share updates on patients’ conditions and provides a place for people
to send messages of support.
* National Resource Defense Council asked supporters to upload their photo and post about why they care about the environment.
* An Ocean Conservancy member created a Facebook Cause for the organization without telling them. On their own, the member recruited 2500 people to the Cause.

Need 3: To be part of something GREATER THAN THEMSELVES

Examples
18Seconds.org
shows the cumulative effect of everyone changing their light bulbs to
CFLs. It tracks the dollars saved, number of cars off the road, pounds
of coal saved, and pounds of CO2 prevented based on the number of CFLs
purchased at the moment.

Rovner said he has worked with many focus groups who feel like MoveOn.org
sends too many emails, and that they ask for money too often, but they
don’t unsubscribe because being a member makes them feel like they are
a part of a larger progressive movement.

Frogs are one of the harbingers of global warming. (I guess that explains why I’ve been hearing frogs at night since February) Frogwatch USA is a monitoring program that facilitates people’s collecting and sharing data about frogs in their area.

Need 4: To have HOPE for the future

Doom and gloom, and finger-wagging messages don’t work.

Example of gloomy messaging
* The Ad Council’s Don’t Almost Give Campaign video on YouTube. One commenter wrote, “I hate these commercials.”

Examples of hopeful messaging
* Earth: The Sequel has been up for 2 weeks and has received 15,000 views.
* Save the Children’s homepage uses mostly photos of healthy, rather than sick, children.
* The Mix It Up campaign encourages young people to cross “social boundaries” and sit with someone new at lunch.
* The Yes We Can Obama video.

Need 5: The security of TRUST

People are starved for a sense of trust in “the messenger.” The book, The Geography of Bliss discovered that one of the common factors among people in “happy countries” is a sense of trust.

Examples
76% of givers say they are influenced by friends and family.
SixDegrees allows people to create widgets that feature a photo of themselves and 150 characters of text about why they support a particular cause.

The Packard Kid Connection site helps kids get ready to go to the hospital. It builds trust because it looks like Club Penguin (Club Penguin is a social network for children), and it has videos of children explaining how things work at the hospital.

Need 6: To be of SERVICE

The
#1 reason people stop giving to a nonprofit is that they feel like they
are being treated like an ATM machine. They want to help, but they want
to be of service, and to have different ways of serving. That need is
not being fulfilled if all they hear is the unimaginative drumbeat of
dollars.

Need 7: To want HAPPINESS for self and others

The
core of Buddhism is that everyone wants happiness and to be free from
suffering. The more you want happiness for others, the better it is for
you, and them.

For more information about, “The Seven Things
Everyone Wants: What Freud and Buddha Understood (and We’re Forgetting)
about Online Outreach,” contact Katya Andresen at katya.andresen[at]networkforgood[dot]org and Mark Rovner at mark.rovner[at]seachangestrategies[dot]com

http://havefundogood.blogspot.com/2008/03/notes-from-seven-things-everyone-wants.html

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CAPTCHA is Dead, Long Live CAPTCHA!


In November 2007 I called these three CAPTCHA implementations “unbreakable”:

Google
(unbreakable)
captcha-decoder-7.png
Hotmail
(unbreakable)
captcha-decoder-8.png
Yahoo
(unbreakable)
captcha-decoder-9.png

2008 is shaping up to be a very bad year indeed for CAPTCHAs:

Which means I am now 0 for 3. Understand that I am no fan of CAPTCHA. I view them as a necessary and important evil, one of precious few things separating average internet users from a torrential deluge of email, comment, and forum spam.

So reading that the three best CAPTCHA implementations have been
defeated sort of breaks my heart. Even what I consider to be the
strongest, Google’s implementation, fell hard:

On average, only 1 in every 5 CAPTCHA breaking requests are
successfully including both algorithms used by the bot, approximating a
success rate of 20%.

A twenty percent success rate doesn’t sound like much, but these
spammers are harnessing networks of compromised PCs to send out
thousands upon thousands of simultaenous sign-up requests to GMail,
Hotmail, and Yahoo Mail from computers all over the world. Even a five percent
success rate against a particular email service CAPTCHA would be cause
for serious concern; with twenty percent success rate you might as well
put a fork in that thing– it’s done.

In the meantime, CAPTCHA still serves a useful purpose– speed
bumps that prevent evil bots and the nefarious people who run them from
completely overrunning the internet, as Gunter Ollman notes:

CAPTCHAs were a good idea, but frankly, in today’s profit-motivated
attack environment they have largely become irrelevant as a protection
technology. Yes, the CAPTCHAs can be made stronger, but they are
already too advanced for a large percentage of Internet users.
Personally, I don’t think it’s really worth strengthening the
algorithms used to create more complex CAPTCHAs – instead, just
deploy them as a small “speed-bump” to stop the script-kiddies and
their unsophisticated automated attack tools. CAPTCHAs aren’t the right
tool for stopping today’s commercially minded attackers.

There’s simply too much money to be made in email spam for the
commercial CAPTCHA algorithms, regardless of how good they may be, to
survive forever. How old is Google’s CAPTCHA now? Two to three years
old? In the short term, perhaps proliferation and evolution of many different CAPTCHA techniques is the most effective prevention. You should emulate
the techniques from the most effective and human-readable industrial
grade commercial CAPTCHA, but avoid copying them outright. Otherwise,
when they’re inevitably broken, you’re broken too. CAPTCHA defeating
tools are tailored to very specific inputs; if there’s little to no
monetary incentive, odds are nobody will bother to customize one for
yours. My ridiculously simple “orange” comment form protection is ample
evidence of that.

Beyond diversification, the deeper question remains: how do we tell automated bots from people– without alienating our users in the process? How can we build a next generation CAPTCHA that’s less vulnerable to attack?

Here’s some food for thought:

At some point, unfortunately, CAPTCHA devolves from a simple human
reading test into an intelligence test or an acuity test. Depending on
how invasive you want to be, you’ll eventually be forced to move to two-factor authentication, like sending a text message to someone’s cell phone with a temporary key.

I don’t have the all answers, but one thing is for sure: I hate
spammers. As fellow spam-hating internet users we all have a vested
interest in seeing CAPTCHA techniques evolve to defeat spammers.

http://www.codinghorror.com/blog/archives/001067.html

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Microsites = waste

By Sean X Cummings

I
do not even know where to start with my rant on microsites. They are
the bane of the online space, produced by those who do not comprehend
the implications of launching them and do not understand the underbelly
that they leave behind. They are expensive, they use up agency
resources, they become orphans almost overnight, and they are only
useful in providing traditional agencies with fodder for winning more
business.

So, the agency is personally incentivized to use them. They are
containable for the agency, the agency does not have to deal with many
of your internal resources beyond marketing, the costs are
controllable, and more importantly to them, profitable. But you are not
in business to make the agency rich. You are in business to make your
company rich on the back of that poor agency. Microsites are one of the
few online vehicles where the agency and the client have different
goals.

Most microsites are usually advanced brochureware
by clients trying to get around their internal process, and the
hallmark of an agency that does not get it — or worse — a client that
doesn’t. The results are usually paltry, at best, in moving your brand,
and the level of development time and money required for the payoff is
almost never worth it.

How many can you actually name? BMW Films, Subservient Chicken,
Shave Everywhere? Is a microsite going to move your brand forward? No.
Why? Because the only reason you are probably creating one is that your
main website sucks. They sit there from almost the moment they launch
– dying. With the advances in rich media ad serving, you do not have
to create a microsite. You can take your proposed microsite to them.
Are there exceptions? Of course there are. There are always exceptions.
However, almost everyone will sit there and justify that their
microsite is an exception, and 99 percent of you are wrong.

I am on a crusade, a jihad, a walkabout to corral microsites into
the online netherworld. Why do traditional agencies have to couch
everything in “immersively aesthetic” environments? It’s a hold over
from traditional creative thinking. Consumers do not care. They want to
get in, get what they want, and get out. This is the internet. Let’s
act like it.

Don’t believe me? Here are some basic reasons why microsites suck, and why you shouldn’t.

I most commonly see
microsites produced by large companies that should know better. They
manage their brands so well. They massage every form of PR and
corporate communication, and they spend countless hours molding the
consumer’s perception of their brand. But go to their corporate website
and it’s a disaster. Why? Because usually those websites are controlled
by an internal group that morphed out of the IT department into an
interactive department, which keeps re-morphing.

That department is not an extension to the marketing department of
consumer insights. It does not care about the consumer. It is trying to
put puzzle pieces that don’t fit into a picture that doesn’t match.
They are more a reflection of a company’s internal structure than they
are communication vehicles for the brand.

And that’s when you get stuck.

You become sick of railing against internal politics and decide that
if the company cannot get its act together, then you are going to help
solve the problem by creating what? A microsite, of course, where you
can control the messaging. I understand your grief. I have been there
countless times, and yes, I have given in to temptation before. Before
you go off on a crusade against your own internal systems, think about
why are you creating that microsite.

I find that most microsites are just an extension of another program.

“Well, we have to create a microsite for that TV promotion we are
doing.” Uh, why? Because when you were brainstorming with the 20 people
on the account and they asked for ideas, that one n00b
said, “We can do a microsite.” And the team leader wrote it down as one
of the extension ideas. Wow, you have no idea how many times that
happens.

Online marketers, who in order to get budget, have to make sure it
is glommed onto a traditional program. You go off and create a custom
URL and name, half the time buying out the name from some domain park
that already owns it, or worse, creating a bastardization of it that no
one will remember. It gets printed on every ad, every TV commercial,
every piece of collateral. And no one comes. Well, you did get those
20,000 people to register; and it cost you what, with all of the fees,
not to mention the costs of your agency resources being used up on it?
$80,000. You’re better off going out and handing $4 to 20,000 people
and spending five minutes telling them about it. “But Sean! They were
‘engaged’ with our brand.” Nope. Probably not. They were engaged with
some stupid game your agency created as the extension with your logo in
the corner.

So next time the noob raises their hand, use a stun gun, walk over
to the internal group that handles your main site and ask them if you
can put up something on the homepage that alerts people and drives them
to a single internal page discussing the program. And then give the
money back to a program that will do your brand some good.


“Please, sir, can I have some more?”

How
long is the program running that the microsite is based on? If it’s
less than a year, don’t do it. Worse, I see programs that are only
really active for weeks or a month, while agencies spent four months
building the microsite.

From almost the moment a microsite launches, it is dying, unless
it’s one of those rare sites that gets viral traction. Even then, that
site will never be an ongoing destination. It will reach its buzz
factor, get forwarded by everyone, have a huge spike, everyone will be
talking about it, and then, like Oliver asking for another bowl of
porridge, it will beg for life support. Microsites are orphans. The
URLs are orphans. You have to keep feeding them, housing them and
clothing them, even though no one really wants them anymore. How long
do you have to keep that URL active? And what is the post-consumer
experience if you don’t?

If you are not ready to have a kid, care for it and nurture it until it is able to live on its own, then don’t give birth.

It costs what to get what?

I
remember sitting in this marketing presentation by an auto company
touting this amazing microsite they did. They had full video of the
product, a message board, a contest, and of course their “viral”
component — “Email a friend.” They walked us through the entire site,
its promotion, the various funnels through SEM and email. When all was
said and done, it cost them $1.2M. And then, the other shoe dropped.
When someone asked how many cars it sold, the response was enthusiastic
and excited. “We got more than 6,000 email addresses.”

Bear with me here: 1,200,000 / 6,000 = $200 an email address. An
email address does not translate into a car sale. You know how many
cars they did sell? 14, for about $400,000 total, to people that were
probably already predisposed to buy the car anyway from TV.

If you realize that the profit margin is probably only 10 percent on
those vehicles, they spent $1.2M all outbound, for about $40,000 in
profit. Of course, the poor man at this point was being ripped to
shreds

“It’s not about that! It’s mainly branding!” OK, we’ll go with you there.

“How many people — uniques — went to the site?” 57,000. So, they
spent $21 per person just to take a look. When we dug deeper, only
9,000 spent more than three minutes on the site — 9,000 people.
Basically, you can make numbers look like whatever you want them to
look like, but the truth of the matter is that immersion sites are
often way more costly than the results that can be obtained by
integrating that content into your main site.

The immersion everyone talks about online is extremely hard to
obtain in a lean-forward, active medium like the internet, and it’s
much more prevalent in TV where the lean-back environment makes you
receptive to it. You do not have to create a separate website. Eye
focus, even on an ad, or a smaller page, tunes out the periphery.

Conclusion

The
only reason to have a destination URL is if that URL is going to get
into the public consciousness. I do not know how many companies have
created microsites in the past year, but I can tell you that those that
have penetrated my consciousness can be counted on one hand.

I know there are exceptions, but most of those exceptions, like a
“downloadable piece of software” where you want to drive people
directly to the download page, usually just require a single landing
page, not a microsite.

Simplicity rules. Look, the technologies exist — Pointroll,
Eyeblaster, etc. — that allow you to integrate the microsite concept
into an actual ad. There are several advantages to that approach. The
development time is much shorter. It is much more cost efficient. There
are no associated hosting fees or maintenance fees. You get a much
bigger bang for your buck with your consumer, and when the program is
over, you just pull the ad. You are left with no orphans, whereas
microsites take too long to develop, are usually managed by committee,
have a relatively short lifespan, cost too much, use up agency
resources, use up client resources, use up money and become orphans
almost the day they launch.

Look — do what you want, waste your money, but if you are going to
do it, do it fast and cheap and don’t try to bolt on every feature.
Streamline your construction and develop a microsite strategy. As long
as you look at them on a project basis, all you are doing is making
your agency rich.

http://www.imediaconnection.com/content/18514.asp

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Top-10 Application-Design Mistakes

It’s hard to write a general article about application design mistakes because the very worst mistakes are domain-specific and idiosyncratic. Usually, applications fail because they (a) solve the wrong problem, (b) have the wrong features for the right problem, or (c) make the right features too complicated for users to understand.

Any of these three mistakes will doom your app, and yet I still can’t
tell you what to do. What’s the right problem? What are the right
features? What complicating curlicues can safely be cut from those
features? For each domain and user category, these questions have
specific and very different answers.

The only generalizable advice is this: rather than rely on your own best guesses, base your decisions on user research:

  • Conduct field studies and task analysis before deciding what your app should do.
  • Paper prototype
    your initial ideas before doing any detailed design — and
    definitely before wasting resources implementing something you’d have
    to change as soon as you get user feedback.
  • Design iteratively, conducting many rounds of quick user testing as you refine your features.

Of course, people don’t want to hear me say that they need to test
their UI. And they definitely don’t want to hear that they have to
actually move their precious butts to a customer location to watch real
people do the work the application is supposed to support.

The general idea seems to be that real programmers can’t be let out
of their cages. My view is just the opposite: no one should be allowed
to work on an application unless they’ve spent a day observing a few
end users.

(Whatever you do, at least promise me this: Don’t just
implement feature requests from “user representatives” or “business
analysts.” The most common way to get usability wrong is to listen to what users say rather than actually watching what they do. Requirement specifications are always wrong. You must prototype the requirements quickly and show users something concrete to find out what they really need.)

All that said, there are still plenty of general guidelines for
application UIs — so many, in fact, that we have a hard time
cramming the most important into our two-day course.
Here’s my list of 10 usability violations that are both particularly
egregious and often seen in a wide variety of applications.

1. Non-Standard GUI Controls

Basic GUI widgets — command links and buttons, radio buttons and checkboxes, scrollbars, close boxes, and so on — are the lexical units that form dialog design’s vocabulary.
If you change the appearance or behavior of these units, it’s like
suddenly injecting foreign words into a natural-language communication.
Det vil gøre læserne forvirrede (or, to revert to English:
Doing so will confuse readers).

For some reason, homemade design’s most common victims are scrollbars. For years, we’ve encountered non-standard scrollbars in our studies, and they almost always cause users to overlook some of their options. We’re seeing this again this year, in the studies we’re conducting to update our course on Fundamental Guidelines for Web Usability. (The linked article includes screenshots of offending scroll controls.)

Some of the world’s best interaction designers have refined the
standard look-and-feel of GUI controls over 30 years, supported by
thousands of user-testing hours. It’s unlikely that you’ll invent a
better button over the weekend.

But even if your homemade design, seen in isolation, were hypothetically better than the standard, it’s never seen in isolation in the real world. Your dialog controls will be used by people with years of experience operating standard GUIs.

If Jakob’s Law is “users spend most of their time on other websites,” then Jakob’s Second Law
is even more critical: “Users have several thousand times more
experience with standard GUI controls than with any individual new
design.”

Users will most likely fail if you deviate from expectations on
something as basic as the controls to operate a UI. And, even if they
don’t fail, they’ll expend substantial brainpower trying to operate
something that shouldn’t require a second thought. Users’ cognitive
resources are better spent understanding how your application’s
features can help them achieve their goals.

1.a. Looking Like a GUI Control Without Being One

The
opposite problem — having something that looks like a GUI control
when it isn’t one — can reduce usability even more. We often see
text and headlines that look like links (by being colored or underlined,
for example) but aren’t clickable. When users click these look-alikes
and nothing happens, they think the site is broken. (So please comply
with guidelines for visualizing links.)

A similar problem occurs when something looks like a button but doesn’t initiate an action, or looks like a radio button but isn’t a choice. We found an example of this in our current round of studies.

To design a custom-tailored shirt on Liste Rouge Paris, you must
provide your measurements. As the following screenshot shows, there are
two different paths through the application here, depending on whether
your measurements are already on file with the tailor.

Partial screenshot of ordering process for custom-tailored shirts at www.listerouge-paris.com

Our test user clicked incessantly on the New Customer
button to indicate that he was indeed a new customer. Unfortunately,
this screen element was not a button at all, but rather a non-clickable
heading.

He was the only user to test this site because he encountered
it during a task in which users could choose a site to visit (usually
from a search listing). In this case, the user eventually overcame the
confusion and proceeded to enter his measurements. If we had tested
more users, a small percentage would have likely failed at this point.
Each small error in dialog design reduces usage only by a small amount,
but most UIs contain bundles of errors, and the number of lost customers adds up.

As an aside, this screen also uses radio buttons incorrectly. In
theory, all five choices are mutually exclusive, which does call for
radio buttons. But in the user’s mental model of the workflow, there
are actually two issues
here: (a) new vs. old customers, and (b) how to provide the
measurements for your situation. You should use a single set of radio
buttons only when users will choose between options for a single issue.

So, in the case above, a better design would first ask users to
decide the new/existing customer question, and then reveal the relevant
radio buttons for the option they choose.

2. Inconsistency

Non-standard GUI controls are a special case of the general problem of inconsistent design.

Confusion results when applications use different words or commands
for the same thing, or when they use the same word for multiple
concepts in different parts of the application. Similarly, users are
confused when things move around, violating display inertia.

Using the same name for the same thing in the same place makes things easy.

Remember the double-D rule: differences are difficult.

Another example from our current study: Expedia pops up a two-month
calendar view when users specify the departure or return date for a
trip. The composite screenshot below was taken in February and shows
what happens when you want to book a trip that starts on March 10 and
ends on March 15.

Two screenshots of date-selection widget (calendar) at Expedia.com

In the second pop-up, the month of March has moved to the left,
leaving room for April to appear on the right. This may seem like a
convenient shortcut, since there’s no way the user would want a
February return date when traveling out in March.

In reality, however, the user is looking for March 15 in the
same spot where it appeared in the first pop-up calendar: in the
right-most column.

In our testing, the inconsistent placement of the months in the
second pop-up caused confusion and delays, but users ultimately figured
it out. We tested only a few users with this site, but if you observe
this kind of almost-miss error in user testing, it’s usually a sign that a few users will make the mistake for real during actual use.

Booking the wrong return date can have disastrous consequences —
customers could arrive at the airport without a ticket for their
expected flight. If a site has good confirmation emails,
users might discover the problem before departure, but even that will
cause aggravation and expensive customer support calls to resolve the
situation.

Even if people eventually use the calendar correctly, it takes more time to ponder the inconsistent design than the time users save by not having to click the next-month button for April departures.

The shortcut that moves the months around saves time only for
very frequent users who learn how to efficiently operate this part of
the UI. So, an application for professional travel agents should
probably use Expedia’s calendar design. A site targeting average
consumers should not.

3. No Perceived Affordance

“Affordance” means what you can do to an object. For example, a
checkbox affords turning on and off, and a slider affords moving up or
down. “Perceived affordances” are actions you understand just by looking
at the object, before you start using it (or feeling it, if it’s a
physical device rather than an on-screen UI element). All of this is
discussed in Don Norman’s book The Design of Everyday Things.

Perceived affordances are especially important in UI design,
because all screen pixels afford clicking — even though nothing
usually happens if you click. There are so many visible things on a
computer screen that users don’t have time for a mine sweeping game, clicking around hoping to find something actionable. (Exception: small children sometimes like to explore screens by clicking around.)

Drag-and-drop designs are often the worst offenders
when it’s not apparent that something can be dragged or where something
can be dropped. (Or what will happen if you do drag or drop.) In
contrast, simple checkboxes and command buttons usually make it
painfully obvious what you can click.

Common symptoms of the lack of perceived affordances are:

  • Users say, “What do I do here?”
  • Users don’t go near a feature that would help them.
  • A profusion of screen text tries to overcome these two
    problems. (Even worse are verbose, multi-stage instructions that
    disappear after you perform the first of several actions.)

When I tested some of the first Macintosh applications in
the mid-1980s, users were often stumped by the empty screen that
appeared when they launched, say, MacWrite. What do I do here,
indeed. The first step was supposed to be to create a new document, but
that command was not shown anywhere in the otherwise highly visible
Macintosh UI unless you happened to pull down the File menu.
Later application releases opened up with a blank document on the
screen, complete with an inviting, blinking insertion point that
provided the perceived affordance for “start typing.”

3.a. Tiny Click Targets

An associated problem here is click
targets that are so small that users miss and click outside the active
area. Even if they originally perceived the associated affordance
correctly, users often change their mind and start believing that
something isn’t actionable because they think they clicked it and
nothing happened.

(Small click zones are a particular problem for old users and users with motor skill disabilities.)

4. No Feedback

One of the most basic guidelines for improving a dialog’s usability is to provide feedback:

  • Show users the system’s current state.
  • Tell users how their commands have been interpreted.
  • Tell users what’s happening.

Sites that keep quiet leave users guessing. Often, they guess wrong.

(For an example of the problems with poor feedback, see the screenshot of VW’s car configurator toward the bottom of my recent article reporting on our current round of testing: Because users couldn’t tell which tire was selected, they had trouble designing their preferred car.)

4.a. Out to Lunch Without a Progress Indicator

A variant on
lack of feedback is when a system fails to notify users that it’s
taking a long time to complete an action. Users often think that the
application is broken, or they start clicking on new actions.

If you can’t meet the recommended response time limits, say so, and keep users informed about what’s going on:

  • If a command takes more than 1 second, show the “busy” cursor. This tells users to hold their horses and not click on anything else until the normal cursor returns.
  • If a command takes more than 10 seconds, put up an explicit progress bar, preferably as a percent-done indicator (unless you truly can’t predict how much work is left until the operation is done).

5. Bad Error Messages

Error messages are a special form of feedback: they tell users that something has gone wrong. We’ve known the guidelines for error messages for almost 30 years, and yet many applications still violate them.

The most common guideline violation is when an error message simply says something is wrong, without explaining why and how the user can fix the problem. Such messages leave users stranded.

Informative error messages not only help users fix their current problems, they can also serve as a teachable moment.
Typically, users won’t invest time in reading and learning about
features, but they will spend the time to understand an error situation
if you explain it clearly, because they want to overcome the error.

On the Web, there’s a second common problem with error
messages: people overlook them on most Web pages because they’re buried
in masses of junk. Obviously, having simpler pages is one way to
alleviate this problem, but it’s also necessary to make error messages more prominent in Web-based UIs.

6. Asking for the Same Info Twice

Users shouldn’t have to enter the same information more than once.
After all, computers are pretty good at remembering data. The only
reason users have to repeat themselves is because programmers get lazy
and don’t transfer the answers from one part of the app to another.

7. No Default Values

Defaults help users in many ways. Most importantly, defaults can:

  • speed up the interaction by freeing users from having to specify a value if the default is acceptable;
  • teach, by example, the type of answer that is appropriate for the question; and
  • direct novice users toward a safe or common outcome, by letting them accept the default if they don’t know what else to do.

Because I used Liste Rouge Paris as a bad example under
Mistake #1a, I thought I’d play nice and use them as a good example
here. The tailor offers 15 different collar styles (among many other
options) for people ordering custom-designed shirts. Luckily, they also
provide good defaults for each of the many choices. In testing, this
proved helpful to our first-time user, because the defaults steered him
toward the most common or appropriate options when he didn’t have a
particular preference.

Partial screenshot of customization screen in the shirt design application on www.listerouge-paris.com

Dialog to specify your shirt’s collar on www.listerouge-paris.com (3 of 15 styles shown).

8. Dumping Users into the App

Most Web-based applications are ephemeral applications
that users encounter as a by-product of their surfing. Even if users
deliberately seek out a new app, they often approach it without a conceptual model
of how it works. People don’t know the workflow or the steps, they
don’t know the expected outcome, and they don’t know the basic concepts
that they’ll be manipulating.

For traditional applications, this is less of a problem. Even if
someone has never used PowerPoint, they’ve probably seen a slide
presentation. Thus, a new PowerPoint user will typically have at least
a bare-bones understanding of the application before double-clicking
the icon for the first time.

For mission-critical applications, you can often assume that
most users have tried the app many times before. You can also often
assume that new users will get some training before seeing the UI on
their own. At the minimum, they’ll usually have nearby colleagues who
can give them a few pointers on the basics. And a good boss will give
new hires some background info as to why they’re being asked to use the application and what they’re supposed to accomplish with it.

Sadly, none of these aides to understanding apply for most Web-based applications. They don’t even apply for many ephemeral intranet applications.

Usability suffers when users are dumped directly into an application’s
guts without any set-up to give them an idea of what’s going to happen.
Unfortunately, most users won’t read
a lot of upfront instructions, so you might have to offer them in a
short bulleted list or through a single image that lets them grok the
application’s main point in one view.

As an example, our test user who was trying to order a
custom-tailored shirt was highly confused when the first screen in
Hamilton Shirts’ “Create Your Shirt” process displayed a fully designed
shirt with an “Add to Bag” button. This screen mixed two metaphors: a
configurator and an e-commerce product screen.

Screenshot of the upper part of the screen for the first step of Hamilton's shirt-design application

This is a case where a default value isn’t helpful: people who want
to design their own shirt are unlikely to want to buy a pre-designed
shirt on the first screen.

(This screen also suffers from Mistake #1: non-standard GUI
controls. In addition to its non-standard drop-down selection menus in
a tabbed dialog that doesn’t look enough like tabs,
the screen has a non-standard way of paging through additional fabric
swatches. Users are less likely to understand how to select fabrics
when the controls are presented in this manner.)

Our test user never understood the process of designing his own shirt on this site and ultimately took his business elsewhere.

9. Not Indicating How Info Will Be Used

The worst instance
of forcing users through a workflow without making the outcome clear is
worth singling out as a separate mistake: Asking users to enter
information without telling them what you’ll use it for.

A classic example is the “nickname” field in the registration
process for a bulletin board application. Many users don’t realize the
nickname will be used to identify them in their postings for the rest
of eternity — so they often enter something inappropriate.

As another example, we once tested an e-commerce site that
smacked users with a demand for their ZIP code before they could view
product pages. This was a big turn-off and many users left the site due
to privacy concerns. People hate snoopy sites. An alternative design
worked much better: It explained that the site needed to know the
user’s location so it could state shipping charges for the very heavy
products in question.

10. System-Centric Features

Too many applications expose
their dirty laundry, offering features that reflect the system’s
internal view of the data rather than users’ understanding of the
problem space.

In our current study, one user wanted to reallocate her retirement
savings among various investments offered by her company’s plan (for
example, to invest more in bonds and less in stocks). She thought she
did this correctly, but in fact she had changed only the allocation of future additions to her retirement account. Her existing investments remained unchanged.

As far as the mutual funds company is concerned, new investments and
current investments are treated differently. Reallocating future
additions means changing the funds they’ll buy when the employer
transfers money into the account. Reallocating current investments
means selling some of the holdings in existing mutual funds and using
the proceeds to buy into other funds.

The key insights here?

  • Our test user didn’t have this distinction between new and old
    money; she simply wanted her retirement savings allocated according to
    her revised investment strategy.
  • Even users who understand the distinction between new and old
    money might prefer to treat their retirement savings as a single unit
    rather than make separate decisions (and issue separate commands) for
    the new and old money.

It would probably be better to offer a prominent feature for changing the entire account’s allocation, and use progressive disclosure to reveal expert settings for users who want to make the more detailed distinction between the two classes of money.

Bonus Mistake: Reset Button on Web Forms

This mistake relates to Web forms, but because so many applications are rich in forms, I’ll mention it here: It’s almost always wrong to have a Reset button on a Web form.

The reset button clears the user’s entire input and returns the form
to its pristine state. Users would want that only if they’re repeatedly
completing the same form with completely different data, which almost
never happens on websites. (Call center operators are a different
matter.)

Making it easy for users to destroy their work in a single click
violates one of the most basic usability principles, which is to
respect and protect the user’s work at almost any cost. (That’s why you
need confirmation dialogs for the most destructive actions.)

http://www.useit.com/alertbox/application-mistakes.html

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EXPLORATION OF CULTURAL DIFFERENCES IN CONSUMER SEGMENTATION

We’ve known for (Internet) ages that there are basically early
adopters, cautious lurkers and nay-sayers. The interesting part of the
study is how these groups distribute within the three countries that
they studied: Germany, France, and the US.

Most of the open-minded shoppers (45%) were from the US. In contrast,
most of the risk-averse doubters are French (66%). Germans are very
open to online shopping, but tend toward using the Web for research and
comparison. The relative distribution of the three types of Internet
shoppers within each country is shown in a graph on our site:
http://www.humanfactors.com/downloads/feb08.asp

Little facts like this always make great conversation starters. But
they also provide critical input for designers creating multi-national
e-commerce sites. The design elements that elicit trust for the typical
open-minded American Internet shopper will not be the right ones to
engage and persuade a French consumer. One site does not fit all.

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YOUR WEBSITE: JUST WORDS?

Words are the building blocks of every website. But then, words
are the building blocks of modern civilization.

Presidential candidate, Barack Obama, was recently accused of
being all words and no action, of being lots of rhetoric and
little substance. Here’s how he replied:

“Don’t tell me words don’t matter. ‘I have a dream.’ Just words?
‘We hold these truths to be self-evident, that all men are
created equal.’ Just words? ‘We have nothing to fear but fear
itself’ -just words? Just speeches?’ (Obama plagiarized his
friend, Deval Patrick, for these lines, but that’s not the topic
of this piece.)


Words matter. They always have. They always will. On the Web,


words matter even more. The right words.

The problem is that there are lots and lots of words. For your
website, there are a small set of words that really matter, and
then there are an awful lot of words that don’t.

How do you judge if a particular word matters or not? You don’t.
It’s not for you to judge. It’s for your customers to judge.
Customers are highly impatient. They search and scan a page
quickly, looking for their right words.

You might want to communicate about “climate change”, but if
customers are searching for “global warming”, you’re out of
luck. You may have “tight” jeans for sale but if customers
prefer “skinny” jeans, you’re out of luck. You might have great
“low fares” but if customers want “cheap flights”, you’re out of
luck.

If you want to design a new website, the first thing you should
decide on is the words. Not the graphical design, not the
software. No. The words must come first. Once you get the words
right, you are half-way there.

But the words don’t come first, do they? Most websites are
driven from a technical or graphical design perspective. The
words are hardly even considered. The people who wrote the words
were brought in late on in the process and asked to fill in an
already agreed-upon structure and design with some words.

Words are simply not respected. Does it really matter if it’s:
“Buy” or “Buy Now”
“More information” or “Request a demo”
“Find a dealer” or “Buy: shop locator”
“Login” or “Logon”
“Fleet” or “Vehicles”

It does. It really does matter. It matters hugely. It matters
enormously. I have seen situations where sales have been doubled
by changing a couple of words. (Nothing else on the website was
changed.)

In most web teams people who work with words get very little
respect. But if you work with words, you are literally sitting
on a goldmine. The problem is you are selling it like a
coalmine.

Most web writers think that their job is about writing articles.
But it must be much broader and deeper than that. What is the

navigation of the website made up of? Words. What are the links


on the website made up of? Words. What are the applications on


the website made up of? Words.

Nothing can work on the Web without written words. No page. No
link. No classification, navigation or menu. No application or
software. Nothing.

www.gerrymcgovern.com

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