We’ve been hard at work synthesizing the Reading Ahead data. There’s a great deal of writing involved in communicating the results, and sometimes it makes sense to develop a visual model that represents a key idea.

Here are several partial models evolving through paper and whiteboard sketches, and finally into digital form.

We’ll be finishing synthesis soon, and publishing our findings on Slideshare, with an audio commentary.

Stay tuned…

There’s always something new in every project. Often we encounter a bit of process that we may not know how to best manage it. So we’ll make our best plan and see what happens. We learn as we go and ultimately have a better way for dealing with it next time.

In a regular client project, we write a screener

and work with a recruiting company who finds potential research participants, screens them, and schedules them. Every day they email us an updated spreadsheet (or as they call it “grid”) with responses to screener questions, scheduled times, locations, and contact info. It still ends up requiring a significant amount of project management effort on our end, because questions will arise, schedules will shift, people will cancel, client travel must be arranged, etc. etc.

For Reading Ahead, we did all of the recruiting ourselves. Although we’ve done this before, this may be the first time since the rise of social media: we put the word out on LinkedIn, Twitter, Facebook, email to friends, and here on All This ChittahChattah.

While Dan lead the effort, we both used our own networks, and so we got responses in a number of channels, sent to either or both of us, including:

• @ replies on Twitter
• direct messages on Twitter
• Comments on Facebook posts
• Messages on Facebook
• Emails (directly to either of us, or forwarded from friends, and friends-of-friends

A private dialog on Facebook

Comments on a Facebook status update. Note that Dan is able to jump in and make contact directly

Direct Messages in Twitter

Some people were potential participants, some were referrers to other potential participants, and some were both. And given the range of platforms we were using, with their associated restrictions (and unclear social protocols), we had to scramble to figure out who could and should communicate with who to follow up and get to the point where we could see if the people in question were right for the study. We didn’t expect this to happen, and eventually Dan’s inbox and/or his Word document were no longer efficient, and as some participants were scheduled or in negotiation to be scheduled, he ended up with this schedule cum worksheet:

Being split across the two of us and these different media, eventually we were interacting with people for whom we had to check our notes to trace back how we had connected to them, which was great for our sample, since it meant we weren’t seeing a group of people we already knew.

It was further complicated when we had finished our fieldwork and wanted to go back to everyone who offered help close the loop with them, thanking them for help. Technically, and protocol-wise, it took some work (who are the people we need to follow up with? Who follows up with them? What media do they use), basically going through each instance one-by one.

We haven’t figured out what we’ll do next time; we won’t forget the challenges we’ve had but there’s just not time or need right now to plan for the future. If I had to guess, I’d imagine a Google Spreadsheet that includes where we got people from, who owns the contact, whether they are participant-candidate or referrer, etc.). Despite being very pessimistic about the demands of recruiting, we still underestimated the time and complexity required for this project.

I started today by typing up all of the Post-it notes you saw in our recent blog post on Synthesis.

This activity created a 6-page Word document of bullet points.

The next part of the process is something I always find challenging: taking an incredibly detailed list of observations, particpant statements, hypotheses, and ideas; figuring out what the Big Ideas are (there’s a point in the process where many of them seem Big!), and putting those into a form that tells a cogent story.

First step: make a cup of tea.

Ok, then my next steps were:

• Categorize all those bullet points
• Synthesize those categories a bit further
• Write down in as short a paragraph as possible what I would tell someone who asked me, “what did you find out?”

Then I went into PowerPoint, which is what we use when we present findings to our clients. I’ll continue bouncing back and forth between Word and PowerPoint; each piece of software supports a different way of thinking and writing.

I dropped my synthesized categories into a presentation file, sifted all of the bullet points from my Word doc into the new categories, and then started carving and shaping it all so that it started to follow the paragraph I had written. (I’m mixing cooking and sculpting metaphors here.)

I printed out the presentation draft, and laid it out so I could see the whole thing at once.

Steve came back from a meeting and I asked him to read over what I’d printed out. He started writing notes on my printouts, pulling out what he saw as the biggest of the Big Ideas.

We talked about what he’d written, which led to an energetic discussion in which we really started to breathe life into this. Tomorrow, I’ll start the day by iterating the presentation draft based on our conversation.

Synthesizing field data into well-articulated, data-driven patterns, themes, and opportunities is a big part of our work, but it’s an aspect that generally has less visibility than the fieldwork.

An essential early step in the synthesis process involves going back over the fieldwork sessions. An hour or two-hour interview creates an incredible amount of information. By going back into a record of the interview, we make sure not to leave anything significant behind.

We go through and make notes on interview transcripts (done by an outside service), watch videos of the sessions, and look over photographs, sketches, maps, and participatory design pieces.

Annotated interview transcript

We made a bulletin board of the people we met, so they’re ever-present while we’re working.

Yesterday we came together to share the points we’d each pulled out. We present each interview, like a case study, to the team. Sometimes it’s just us, and sometimes our clients join us for part of this process.

While one of us presented, the other captured the essence onto Post-its. We had a lot of discussion and debate while we did this, pulling together multiple viewpoints.

When we were done presenting the interviews, the board looked like this:

Our next step is to take these notes and start grouping them. We’ll look at different ways the information can be organized, and from there, will start refining our work and writing it up clearly and succinctly into a report.

As soon as possible after concluding fieldwork, we write a Topline Summary, in which we capture our first impressions and the ideas that are top-of-mind from being in the field.

We’re always careful to be clear about what the Topline is and isn’t. There’s synthesis that happens from the fieldwork experience itself (which the Topline captures), and synthesis that happens from working with the data (which we haven’t done yet).

In the Topline we go a step further than the field highlights and start to articulate some of the patterns we think are emerging, but these ideas may change once we do a detailed analysis and synthesis of the data we’ve gathered.

In a client project, we’ll have a discussion with the client team around the Topline Summary. We encourage members of the client team to come out in the field with us, and the Topline discussion is a great opportunity for everyone who did so to share their experiences and tell stories. The Topline discussion is also a good time for our clients to let us know if there are any specific directions they want us to pursue as we analyze and synthesize the data we’ve gathered.

We’ve now finished our fieldwork for Reading Ahead. We conducted six in-depth interviews, with photo diary and participatory design activities (more in our next few posts about these methods).

Here’s our Topline Summary:

Portigal Consulting: Reading Ahead Topline Summary

1. Reading is not just a solo activity; there are significant social/interpersonal aspects for many people

• Recommendations, book clubs, lending
• Books facilitate the interpersonal aspects of reading
  

  Can be easily lent or given away

  Given as gifts

  People can use a book together: parents and kids, showing someone a passage or illustrations, etc.

• Reading can be a big part of family life
  

  Childhood memories, passing books between generations, reading with one’s own children.

  Connection between home life and outside world (school)

2. Reading and Books are not always one and the same

• Erica buys some books because she likes them as objects. She knows she may not read all of them. “I love books. I almost like books more than reading.”
• Jeff says if you love to read, you’d like the Kindle. If you love books, you should try it out before you buy one
• The Kindle facilitates types of reading beyond books: blogs, articles, periodicals

3. Books do more than carry content

• Books engage the senses: they are tactile, visual objects, with specific characteristics like smell and weight
  

  Become carriers of specific memories

  Develop a patina that carries meaning

  An inscribed book becomes a record of an event, interaction, relationship

• There is an art/collector aspect to books (which is absent in the Kindle)
  

  First editions

  Signed copies

  Galley proofs

  Typography

  Pictures and illustrations

  Quality of paper, printing, etc.

• Books say something about a person
  

  Others can see what you’re reading; like clothes, etc., this carries meaning

  “Looking at someone’s bookshelves when you go to their house” (Jeff)

  When people give books as gifts they are deliberately communicating something about the relationship, the event, themselves, and the recipient

• Books can create a physical record of someone’s reading activity
  

  Chris used to line up all the books he had read to get a sense of accomplishment

  Annotations, bookmarks, tags all convey the reader’s personal history with that book

4. Books are easily shared

• Pass them along to others
• Donate to library
• Sell or buy at used book store
• Borrow from the library rather than purchasing

5. How books are stored and organized carries meaning

• Emotion, sense of pride, expression of personality, record of engagement
• Erica organizes her books by how the content/type of book feels to her: “dusty” classics, modern classics, etc.
• Julie’s extensive shelves are organized alphabetically to reinforce the idea of library

6. Libraries and bookstores provide specific experiences

• As a little girl, Erica visited different libraries with her Mom. This was their daily activity, and Erica retains strong and specific memories
• Julie and her housemate recreated a library atmosphere in their home
  

  A quiet, comfortable space

  Good lighting

  Alphabetized bookshelves

  A unified décor

• For Jeff and others, spending time browsing in a bookstore represents having leisure time

7. The Kindle

• For people whose love of reading is bound up in their love of books, the Kindle loses much of the reading experience; it is only a content carrier
• Julie has a history of wanting to read on electronic devices as well as from printed books, so to her, the Kindle is a big evolutionary step from her old Palm, the iPhone, etc.
• For Erica, the Kindle signifies “computer,” so it does not let her “unplug” from the fast-paced connected lifestyle that books provide a refuge from
• Several people described the kinetics of page-turning as an important aspect of reading books that is absent in the Kindle
• Books afford ways of navigating content that the Kindle does not: flipping, comparing non-sequential pages, looking at the recipes at the end of each chapter, etc.
• Peter finds it frustrating that when he buys a Kindle book from Amazon, he can’t share it. When he started working in an environment where people were passing books around, he went back to reading printed books

8. Participant ideation about the “book of the future” and “reading device of the future”

• NOTE: The first thing a number of the participants said when asked about what the “book of the future” could be and do was that it’s pretty hard to improve on the book-it works very well the way it is. In addition to all the qualities already mentioned, books are
  

  Instant on-off

  Durable

  But people did have ideas. Here are some of them:

• Interactive
  

  Put yourself in the story

  Leave the story for more information

  Choose from alternate endings, versions

• Size-shifting
  

  Able to morph from bigger size for reading to smaller for transporting

• Retain the book form while adding functionality
  

  Book form with replaceable content: a merging of book and device, with a cover, and page-turning but content is not fixed-it can be many different books

  Books that contain hyperlinks, electronic annotations, multimedia, etc.

• Privacy
  

  Hide what you’re reading from others, hide annotations, hide your personal book list and lend your device to someone (with content for them)

• Projecting
  

  A device that projects words that float above it, so that the reader doesn’t have to hold the device in their hands

• You Can't Innovate Like Apple (the best summary of Apple's approach to innovation/domination and why it's tough to replicate) – The point is not to go ask your customers what they want. If you ask that question in the formative stages, then you’re doing it wrong. The point is to go immerse yourself in their environment and ask lots of “why” questions until you have thoroughly explored the ins and outs of their decision making, needs, wants, and problems. At that point, you should be able to break their needs and the opportunities down into a few simple statements of truth.

  (via Joshua Porter)

• How commercial software products are developed (or "get some empathy for clients, right here") – I worked on the "Windows Mobile PC User Experience" team. This team was part of Longhorn from a feature standpoint but was organizationally part of the Tablet PC group. To find a common manager to other people I needed to work with required walking 6 or 7 steps up the org chart from me. My team's raison d'etre was: improve the experience for users on laptops, notebooks and ultra-mobile PCs. Noble enough. Of course the Windows Shell team, whose code I needed to muck about in to accomplish my tiny piece of this, had a charter of their own which may or may not have intersected ours.

  My team had a very talented UI designer and my particular feature had a good, headstrong program manager with strong ideas about user experience. We had a Mac [owned personally by a team member] that we looked to as a paragon of clean UI. Of course the Shell team also had some great UI designers and numerous good, headstrong PMs who valued (I can only assume) simplicity and so on.

• Not quite-credible story about Best Buy differentiating on making technology usable/understandable – Mr. Dunn said he wanted to create an atmosphere where consumers were attracted not just to products but also to services that help them master fast-changing technology and configure and connect devices.

  One of Best Buy’s main competitive strategies has been services, something it has done better in the past than any national electronics retailer. That translates into selling product warranties, or help with installing a home theater or configuring a computer.
  Mr. Dunn said a chief example of the kind of thing Best Buy wants to be known for is a service it calls Walk Out Working that it began introducing in May 2007. The service, which is free, helps consumers configure new mobile phones so that when they leave the store they are able to use features like music playback and Web surfing.

  …He argues that [other retailers] cannot compete with Best Buy when it comes to offering individual service, explaining technology to customers and charging to help them adapt to it.

• Jobless Benefits Web Site Adds Insult to Injury – Jobless people seeking information about their benefits on the Brazilian Labor Ministry's Web were forced to type in passwords such as "bum" and "shameless." A private company that created the site's security system is blamed; its contract with the ministry wasn't being renewed, which may have prompted the pranks.

• UX guy complains about AA.com being crap and UX guy from AA.com responds – UX guy reprints email and then attempts to address corporate culture issue; strong opinions follow but most compelling part is the insight from the AA.com UX guy himself (known as Mr. X)

  "But—and I guess here’s the thing I most wanted to get across—simply doing a home page redesign is a piece of cake. You want a redesign? I’ve got six of them in my archives. It only takes a few hours to put together a really good-looking one, as you demonstrated in your post. But doing the design isn’t the hard part, and I think that’s what a lot of outsiders don’t really get, probably because many of them actually do belong to small, just-get-it-done organizations. But those of us who work in enterprise-level situations realize the momentum even a simple redesign must overcome, and not many, I’ll bet, are jumping on this same bandwagon. They know what it’s like."

• Health management goes for ethnic marketing/customization: Asians and diabetes – Rice is a carbohydrate that is particularly unhealthy in large quantities for people with diabetes. That's why doctors and other health care providers are increasingly trying to develop culturally sensitive ways to treat Asians with diabetes – programs that take into account Asian diets, exercise preferences and even personality traits. "Diabetes is primarily a self-managed disease, and you have to try multiple approaches with different patients. But many of those are not culturally appropriate for Asians."

• Some big-thinking on how the professional organization is changing: structure, environment, process – There will be a set of rituals, a cadence of events, that comes to define what differentiates the organization and supports how things get done. The places where these take place now are found by labels on doors—“conference room”—in otherwise undifferentiated space. The activities of the evolving place are about actions—collaborating, integrating, innovating—and not about hierarchy or formal processes.
• In Detroit, Artists Look For Renewal In Foreclosures – In the late '90s, we used to generate fake "trends" mostly for fun, but also as a fatigued reaction to all the hype we were facing about, well, everything. One of my best – because it was just so ludicrous and therefore worthy of endless repeating in any ideation session – was that people were choosing to live in hovels [because hovel is definitely a good comedy word].

  Once again, I was 10 years ahead of my time.

  "Jon Brumit is an artist in Chicago…He and his wife just bought a house in Cope's neighborhood for $100. That's right: an entire house for the price of dinner at a nice restaurant for a family of four. Sure, the place needs a ton of work and it['s not that safe, but Brumit says it's worth it just to help bring back the neighborhood."

• Design Research Methods for Experience Design – Triading is a method that allows a researcher to uncover dimensions of a design space that are pertinent to its target audience. In triading, researchers present three different concepts or ideas to participants and ask them to identify how two of them are different from the third. Participants describe, in their own terms, the dimensions or attributes that differentiate the concepts. Participants follow this process iteratively—identifying additional attributes they feel distinguish two of the concepts from the third until they can’t think of any other distinguishing factors.

  The benefit of this process is that it uncovers dimensions of a particular domain that are important to the target audience rather than the researcher or designer. For example, participants may describe differences in groups as “warm” versus cold” or business-like” versus fun.” Designers can then use the most relevant or common dimensions as inspiration for further design and exploration.

• Mapping Oakland – Mapping Oakland is a research project aimed at mapping people’s perceptions of neighborhoods and urban space within the City of Oakland. Mental maps have been used in geography to understand individual perceptions of space and place for sometime. The method has proven useful in helping geographers understand how people perceive elements within the landscape for navigational purposes and to understand the cultural value of spaces. This web site provides citizens throughout Oakland access to a survey that measures how people perceive and use public open space in the City of Oakland.
• How ethnic groups change Oakland neighborhoods – When Robert Lemon, a UC Berkeley landscape architecture grad student, was a community planner in Columbus, Ohio, he noticed that despite the car-oriented landscape, residents of the city's Latino community, for the most part, liked to get around on foot and bicycle and, as a result, were bending the neighborhood to their collective will. Taco trucks and open-air produce markets popped up in vacant parking lots on one of the city's main shopping thoroughfares. The bicycle was a key mode of transportation even though there weren't dedicated bike lanes, and colorful murals appeared on the walls of large buildings. The neighborhood had the feel of small-town Oaxaca, the Mexican state from which many of the city's Latinos hailed.

  In California, he found similar changes occurring in Oakland's Fruitvale and Chinatown neighborhoods. He is conducting a formal survey as part of a fellowship & has gone through Oakland's diverse neighborhoods, walking up and down the streets asking questions.