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Case Study: 7Geese Design Team: Marysol Ortega Diana Arvayo Miguel Medina Misael León Prepared by: Marysol Ortega & Misael León
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The UX Clinic is an initiative made to share our design
expertise with the software development community.
Using different design methods, our aim is to facilitate
planning, exploration, concept generation, early
prototype iteration, evaluation, and refinement of
websites and applications submitted to our program.
Each edition of the UX Clinic culminates in a 25
minute-long episode via Hangout On Air (HOA). We
broadcast our process and recommendations for a new
case study every three weeks. This report is the final
outcome of an analysis we have made for the eighth
episode’s case study 7Geese, “a social performance tool for continuous feedback, coaching, recognition, and goal tracking without relying on performance reviews.”
This document compounds findings resulting from
utilizing a Experience Prototyping1, an approach used
during the discovery phase of our design process. We
conducted a workshop session with a group of
potential users to understand their attitudes, and
expectations toward 1-on-1 meeting sessions within
their company. By doing a workshop our aim was to
discover issues, opportunities, and generate design
ideas to improve the current task flow and interface for
facilitating and documenting 1-on-1 sessions on
7Geese—our case study.
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a. Case Study: 7Geese
b. Preliminary Analysis: SWOT Analysis / Benchmarking
c. Design Strategy
1. Current Task Flow
2. UX Blueprint
d. Our Process
1. Experience Prototyping
2. Insight Combination
e. Results
1. User Journey Map
2. Visual Design
2.1 Set up a New 1-on-1
2.2 Follow up by Facilitator
2.3 Follow up by the Participant
f. Conclusions
g. References
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7Geese’s homepage on February, 2015
The purpose of 7Geese is to utilize technology to help
people achieve their goals, live in alignment with their
values, and enable people to unleash their full potential
at work. 7Geese believes that people are intrinsically
motivated to perform their best when organizations
have a compelling vision, clear objectives, and a rich
culture of recognition and support.
7Geese initiated as a side project in 2010 when their
founders identified an opportunity to apply real-time
and continuous components of consumer social media
to performance management. The objective is to help
companies move away from traditional performance
reviews and accelerate employee growth and learning.
7Geese acknowledges that having a happy and
engaged workforce is the best way for organizations to
thrive and achieve sustainable growth.
Currently, 7Geese features a tool to facilitate 1-on-1’s
meetings between managers and employees by
providing tools such as a questionnaire template and
follow-up formats. The 1-on-1 component is the main
focus of this research report. We faced the challenge of
improving the experience of users when utilizing the
1-on-1 feature.
☞ 7geese.com
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7Geese allows companies to track people’s performance and facilitates coaching and self-management. Here’s the tool for conducting 1-on-1’s
On the 1-on-1 section, managers and employees have different options 7Geese is a modern approach to performance management
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Prior to selecting a design method and the specific
activities we would be focusing our efforts on, we made
a SWOT analysis2 of 7Geese. SWOT analysis stands for
an evaluation of Strengths, Weaknesses,
Opportunities, and Threats that describe and affect the
service. During this preliminary analysis we identified
that the approach of translating the 1-on-1 process
into an interface was somehow technical and rigid, and
it might not represent how these type of meetings are
conducted in real life.
The SWOT Analysis provided a framework for
understanding the problem we were going to tackle. In
addition, the analysis allowed us to have an initial
evaluation of the current task flow of 1-on1’s within
the 7Geese service offer.
HELPFUL HURTFUL Strengths Weaknesses
INTERNAL Advantages the competition does not have Characteristics that are at a disadvantage
Characteristic of
the website
● Process is quick and simple
● A template is available to get started
● Facilitator can personalize the
questionnaire
● Users can export a history of previous
1-on-1s as a PDF
● During the session, the facilitator can
see the previous annotations
● Facilitator can have multiple
templates to choose from
● Facilitator can visualize recent
achievements
● At first glance, there's no clear way to
see a follow up for the 1-on-1s
● The 'subject' can also access the prep
notes on edit mode
● The language 'subject' might not be
suitable for the situation
● No full mobile support
● Is unclear how the review process of
the notes work
Opportunities Threats
EXTERNAL Factors that can aid in reaching a goal Factors that can harm the site functionality and
performance or hinder company's goal
Characteristics of
the environment
and competitors
● There are not a lot of tools for 1:1's
available
● The tools available focus too much on
performance and not that much in building
rapport with employees
● Provides a way to move away from
traditional performance reviews
● There's an increasing tendency within
organizations to focus on people's
well-being
● Growing trend to automate tasks and
have accountability for every process within
companies
● Managers might think they don't
really need a tool for 1:1's since is supposed
to be more laid back and to build trust
● The tool might be perceived as yet
another task's format to fill in
● Companies inner processes might not
observe the need for 1:1's, whether for
being unknown or perceived as unnecessary
● Other existing online tools (text
editors, task-flow managers, note taking
apps, etc.) can be used to keep record of
1:1's
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After interpreting the results from the SWOT analysis, we decided to investigate if the 1-on-1 process in 7Geese
reflects the needs of managers and the expectations from employees. As a starting point, we did a breakdown of the
current 1-on-1’s task flow to identify the different touch points, interface elements, and recurring interactions
present in this component.
First step: Starting a new 1-on-1 session
Depending whether the user is a facilitator or
a participant the platform displays different
options:
Participants: Can add their own notes in "Prep
Mode" and Choose a 1-on-1 template
Facilitator: Can begin the 1-on-1 immediately,
Choose a 1-on-1 template, and Create Custom
Template Users should click on “Prep new 1-on-1” to
begin.
Second Step: Completing a 1-on-1 session
Participants: Can add notes “Prep mode” prior
to the 1-on-1 session to comment later during
or after the session.
Facilitator (Manager): Can take notes during
the session using the Discussion Notes form
on the right-hand side of the screen.
Facilitators can also upload attachments.
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Third step: Viewing completed 1-on-1 session
Users can select the 1-on-1 session they wish
to review from the list on the left of the page.
A blue 1-on-1 icon represents that the user’s
role is as participant; a grey 1-on-1 icon means
that the user is acting as facilitator (manager).
Follow-up: Both participants and facilitators can add
comments to a 1-on-1 session by scrolling to
the bottom and using the "Add a comment"
form.
Additional step: Creating a 1-on-1 template
Only facilitators have the ability to create
custom 1-on-1s templates for their specific
teams.
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Defining a UX Strategy Blueprint helped us to establish
focus points when applying the method:
Challenges ~ According to Dave Emmet (7Geese’s
Product Designer) the 1-on-1’s section currently feels
disconnected with the rest of the platform’s services. In
addition, 7Geese does not have conclusive feedback
from users confirming that 1-on-1s comply with the
users’ needs and current processes within their
companies. Therefore, our challenge is to investigate
whether or not 7Geese’s 1-on-1s is a compelling
process that accounts for people’s real attitudes and
wants.
Aspirations ~ Our main goal is to offer a reliable 1-on-1
process with an appealing interface for facilitators and
participants alike. We want to determine the ways in
which 7geese can support and facilitate 1-on-1
sessions. We want to produce a human-centered
process that accounts for people’s sentiments, and for
the managerial needs of companies.
Focus Areas ~ Our target audience are managers
usually involved in 1-on-1’s as facilitators,
collaborators from human resources/people
development areas, and employees who are the
interviewees in a 1-on-1. We want to focus on their
attitudes, needs, wants, and emotional states toward
1-on-1’s. Additionally, we want to explore the current
ways these type of sessions are conducted within a real
environment of a company.
Guiding Principles ~ Our goal is to determine good
practices for 1-on-1 sessions in a way that accounts for
people’s expectations and needs. Furthermore, we
want to explore what aspects of both roles —managers
and employees— are the most important when having
1-on-1s, and how those aspects could be transformed
into effective interface components.
Due to the broad nature of the information we want to
gather, we decided to follow a divergent approach to
reveal potential users’ feelings regarding 1-on-1s and
understand what they think and feel about these
meetings. A divergent approach will allow us to design
for the interactions needed to prepare and follow-up a
1-on-1 session.
Activities ~ Based on our guiding principles we planned
an Experience Prototyping1 workshop with six
participants, inviting them to produce a prototype of
their ideal 1-on-1 process, making an emphasis on their
expectations and sentiments. Our objective with the
activity is to understand people’s mental model for
1-on-1s and reinterpret the current interface to
respond to their needs and aspirations.
After the workshop, we outlined a User Journey to
describe the path users would follow, highlighting
interaction touchpoints during the process of setting
up a 1-on-1 session and doing follow ups.
As a final step, we organized insights using an ideation
method called Insight Combination3 as a way to
transform our findings into design proposals.
Measurements ~ The metrics to gauge the success of
the design proposal would be the increment of users’
satisfaction using 7Geese’s 1-on-1 process. The
measurement of these metrics is beyond the scope of
this report— the implementation of our design
proposal is required to measure them— therefore this
document is an invitation for 7Geese’s team to
implement the design proposals included here and
share their measurements with us.
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The process of preparing a UX Blueprint provided a
guiding path consisting of three main stages we
followed throughout our design process. In the first stage we ran an Experience Prototyping workshop
with six participants. We took a divergent approach by
asking participants to embody their mental models
regarding 1-on-1 meetings as a way for team members
to express issues, ideas, and frustrations that might not
fit into other organizational mechanisms through the
construction of their ideal 1-on-1 process.
During the second stage we analyzed the
user-generated artifacts by arranging them using
Insight Combination method, with the purpose of
generating possible design ideas that could tackle the
different issues concerning 1-on-1s.
Our third stage consisted in the creation of a User Journey Map1 where we portrayed how users should
ideally engage with the service. Finally, we selected
three key touch points and designed three mockups to
visually represent a task flow of our design proposal for
7Geese 1-on-1 process.
Experience Prototyping refers to a simulation of a
product or service within a series of group exercises. It
involves creating and testing low-fidelity prototypes in
semi-realistic scenarios to gain critical feedback, with
the aim of generating meaningful insights for the issue
to explore. Experience Prototyping is helpful to
discover what people know and feel, allowing design
teams to empathize with participants and obtain
inspiration for the design of a service or system.
The purpose of our workshop was to understand what
participants knew about the 1-on-1 process and how it
should be conducted, according to their own
viewpoints. 1-on-1s are useful for frequent and open
communication between managers and employees, and
having this meetings once a week is considered a good
practice. However, there is no unique way 1-on-1s are
held, therefore every company have a variety of
approaches.
The six participants of the workshop had a set of
general characteristics such as holding a Bachelor’s
degree, currently developing a professional career, and
be digital natives. Additionally, we had three
sub-groups in relationship to how familiar they were
regarding 1-on-1s. The first sub-group consisted of
managers that facilitate of 1-on-1s; the second
sub-group were people working on Human
Resources/People Development related areas, often
promoting 1-on-1 meetings; the third sub-group was
people that are subject to have 1-on-1s.
Three main characteristics define our research
process:
Qualitative ~ Evaluate the subjective emotional
spectrum of potential users,
Attitudinal ~ Description of the participants' mental
model towards 1-on-1’s and management, and
Generative ~ Active participation of potential users
producing a prototype of their ideal 1-on-1 session.
Experience Prototyping is a hands-on ideation approach
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The workshop was conducted by a facilitator and two
observers taking notes. The session was one hour and
30 min-long, divided into three main activities, as
described below:
First stage ~ Presentation: Exercise Introduction (35 minutes) The facilitator gave participants a brief
introductory talk about the purpose of the workshop,
followed by an icebreaker exercise. After that
participants discussed the concept of 1-on-1s, and they
shared as a group their own experiences with this type
of meeting. We also asked participants if they knew any
platform to moderate 1-on-1s.
Second stage ~ Exercise: Creating the 1-on-1 landscape (25 minutes) The group started to map out
their ideal 1-on-1 process. Participants spent the first
five minutes defining the different stakeholders in a
1-on-1. The following 15 minutes were spent thinking
and creating a common user journey for a 1-on-1, from
planification to the subsequent follow-up. By the end
of the mapping activity, they developed their ideal
1-on-1 landscape and identified key touch points they
decided to prototype (3 touch points total).
We used the following set of questions as a guideline to
get the conversation started and drive the discussion:
1. What would it be your ideal 1-on-1? (Before >
During > After)
2. Who is involved?
3. Describe how the process of a 1-on-1 should be
4. What kind of tools/devices you would use?
5. How is the environment?
6. What do you get from it?
7. How frequent would it be?
8. How would you like to keep track of it?
9. What is the value of a 1-on-1 for you?
Third stage ~ Prototyping (30 minutes) The group of
participants broke into three pairs. We provided
assorted materials to use them as inspiration for their
prototypes:
● Human plastic figures
● Office equipment and devices
● Buildings (houses, offices, factories, stores, etc)
● Communication tools (phones, computers, etc)
● Office supplies (markers, highlighters, scissors,
glue, sticky notes, color sheets, tape, eraser)
● Touchpoint templates (paper with images of
phones, screens, etc)
Each group created an experience prototype of their
selected touch point using the materials supplied. The
goal was to make a quick prototype in the first 10 mins,
share it with another team and iterate the initial design
based on feedback.
The groups then presented back their findings to each
other and reflected on the approach taken. From this
exercise we wanted to learn:
● What communication tools are they using in a
specific touch point?
● Who is usually involved and how in an ideal
1-on-1?
● What kind of information is disclosed and how it
should be displayed?
● What are the tasks to accomplish by each
stakeholder?
● What kind of outcomes are being obtained and
generated on each touch point?
The experience prototyping workshop left us with
many useful insights that would serve as inspiration for
the design proposal for 7Geese.
Key Insights: An ideal 1-on-1 should...
1. Use a customized but loose structure
2. Facilitate a casual friendly conversation
3. Have a set action items
4. Allow both parties add follow-up notes
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On Experience Prototyping participants are actively involved in the discussion of products and services ideas
Participants producing an ideal prototype of 1-on-1 meeting process Participants are given the chance to share their insights
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The whole group participated in the making of an ideal 1-on-1 meeting landscape focusing in three stages: before, during and after a 1-on-1
Each participant had the opportunity to explain their own prototype Experience Prototyping explores multiple angles and perspectives
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Insight Combination is a design method to quickly generate several initial ideas to refine later into full working design features
Once we gathered data through the Experience
Prototyping workshop, we sort it out to understand
participants’ ideas effectively, facilitating the ideation
process of a design proposal.
We placed participants’ insights on a board using sticky
notes. Next, we listed current design trends into a
second board with the aim of contrast them with the
insights, and see how we could generate design ideas
that could tackle the problems and opportunities
uncovered during the workshop with the users.
This design practice is called Insight Combination, and it
is defined by Kolko (2014) as: “A method of building on insights and established design patterns in order to create initial design ideas.”
Insight Combination was really useful not only because
it helped us shape a great amount of information, but
because it allowed us to envision effective solutions to
human needs and dilemmas.
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On the first section of the board we placed our research findings On the second section of the board we listed design trends
Insight Combination is an effective way to structure brainstorming sessions Design ideas arise by finding correlations between the other two sections of
the board
During the Insight Combination activity we came up
with multiple design ideas that address team members
needs and also managerial goals. Given the fact that
the resulting items from Insight Combination are just
“seed ideas”, we discussed how to refine them into
finished design concepts. As a team, we singled out the
most promising ones that could potentially bring
positive impact into the 7Geese current 1-on-1
process. At the end we chose to work on three ideas
that cover the full task flow, from preparing a 1-on-1
meeting to the follow-up.
This is a list of the design trends we followed to
generate the initial ideas:
1. Mobile and responsiveness are key
2. Flat design is here to stay
3. Larger emphasis on typography
4. Heavy use of UI Cards to display information
5. Micro Interactions and micro copy
6. Storytelling to communicate benefits
7. Scrolling preferred over clicking
8. Videos convey ideas better than long readings
9. Contextual UX
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Based on the prototypes produced by the workshop
participants and our own observations generated
during the session, we were able to ideate and visually
represent the journey that managers and team
members would undergo when participating in a
1-on-1 meeting. The creation of a journey map allowed
us to envision the expectations that shape the process
of having person to person conversations.
The Journey Map above illustrates the strategy we are
proposing 7Geese for their next design iteration. The
following six points summarize what the new interface
should account for, the process of having a 1-on-1
meeting should be able to:
1. Open the door for communication
2. Build stronger relationships
3. Use open-ended questions (How are you?)
4. Detect issues early (to solve them later)
5. Build trust between manager and participant
6. Boost self-esteem
As a UX deliverable, a Journey Map tells
the story of users’ actions, interactions, and
expectations as they experience the three main stages
of a 1-on-1: Before — During — After
The Journey map story is described in the following
steps:
Before: 1. Facilitators review priority list prior to schedule
the 1-on-1
2. Participant can also request a 1-on-1
3. Both stakeholders choose a date and set-up the
meeting. The meeting will show up in the
calendar of their choice (Google Calendar, iCal,
Outlook, etc)
4. Managers chooses a template guideline,
depending on the situation or participant
5. Participants are given the option to set a list of
topics that he/she wants to discuss
During: 1. No computers or devices should be used, as a
way to facilitate the building of trust
2. 1-on-1 should be short, simple and fluid
3. Note-taking should be done on paper, at plain
sight of the other participant, to avoid the idea of
“secret annotations”
After:
1. Agree on action items
2. Both parties should do a follow-up of the session
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We are proposing the process of preparing 1-on-1 to
be as quick as possible, and act more as a guideline
rather than a fixed questionnaire to follow step by step.
This design proposal is an interpretation of the findings
we encountered during the workshop, where
participants expressed the importance of using 1-on-1s
as a way to have informal conversations with their
managers and team members, a simple check-in to
voice ideas, concerns, and issues. The intimacy granted
by a person to person meeting provides a space for a
conversation that might not happen on a day-to-day
small talk.
On our proposal both facilitators and participants are
given the opportunity to enlist and submit the themes
they would like to discuss during the 1-on-1. Both
parties can prepare having a clear idea what the
conversation will be about. The topics should not be set
on stone, they are just to give a general idea and shape
the meeting.
The interface proposal highlights the importance of
having a 1-on-1 history, that way participants can have
a clear idea of the progress made from one meeting to
the next.
Also, we are listing five principles that act as
recommendations for facilitators and participants
alike. Currently, 7Geese has guidelines to drive the
meeting, but it is on a separate section. However,
during our research phase we realized they are key for
the success of a 1-on-1, thus we giving the principles a
prominent amount of real estate, to be constantly
present in people’s minds.
The 1-on-1 principles are:
1. Fluid conversation
2. Pen and paper for note-taking
3. Relaxed environment
4. In person (or at least face to face on a video call)
5. Build trust and empathy
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Through the feedback we have received from
participants during the experience prototyping
workshop, we realized that having a casual
conversation is the core aspect of a 1-on-1 meeting.
However, it can be difficult for managers to keep track
of all the meaningful details from every team member.
Our design proposal includes in the profile of each
team member key aspects of their personalities, such
as hobbies and quirks. Having specific information
displayed at the top of the page would aid managers to
have a broader insight on the team member, and the
team member would have an opportunity to present
him/herself in a way more convenient to him/her.
A very important feature to have on the 1-on-1’s
interface is the ability to follow-up the agreements,
action items, and topics discussed during the
conversation. Currently, 7Geese allows to input notes
only for each question of the given questionnaire, being
somehow limiting to the way 1-on-1s happen in real
life.
A great amount of insights we gathered during the
Experience Prototyping workshop were related about
the environment where 1-on-1s should be held. An
ideal environment for a 1-on-1 should be relaxing,
allowing calm and lighthearted conversations, with the
purpose of letting participants open up and not feel
they are being evaluated by their managers.
Furthermore, the structure we are proposing in the
previous design mockup shows a list of general topics
rather than a questionnaire. This second mockup
carries on the same concepts. On the screen for 1-on-1
notes —also called Follow-up by Facilitator—,
managers can transcribe general notes they have made
on paper to have a record in the platform. Knowing
that the 1-on-1 notes as we are proposing to be have
no structure, and might be only keywords or key
concepts, we are giving them the flexibility to annotate
as desired.
In addition, the action items that both parties agreed
on should be transcribed here for an effective
follow-up. The relevance of 1-on-1s is that they permit
participants to get to know each other and have a
common ground for growth and self-improvement,
setting up action items accomplishes this demand by
defining a stepping stone for the next meeting and
discuss the progress made.
After the manager adds the notes and action items, he
or she can save the information and notify the team
member, and both review it before closing it up.
This part of the process also includes the ability to set
up the next 1-on-1 and add it to calendar of choice.
Once both parties agree, the date will appear at the top
of the left column.
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During the Experience Prototyping workshop,
participants expressed their concern of not knowing
what notes were taken during the 1-on-1s, as they
often saw their managers entering information on
computers, mobile devices or notebooks, making them
feel judged about what could be written.
The uncertainty of the unknown —such as not knowing
what is being written about you— can be a hindrance
for effective communication and gets in the way of
building trust between facilitator and team member.
Hence, we are suggesting the interface should settle
this uncertainty by allowing the team member to
review what the manager captured and comment upon,
so if any of the parties need to clarify something, the
system can reflect it immediately.
The participant might also have the ability to add their
own notes if he/she sees something is missing that is
worth mentioning, as a secondary way to open the door
for communication. The team member can also suggest
the date of the next 1-on-1.
Another important part of our proposal is the mood
indicator that will be set by the participant before the
1-on-1 meeting. The idea of the mood indicator
sprouted from the workshop and it reflects the need of
letting others know the feelings experienced during a
particular period of time. The aim of the mood indicator
is to have a quick access to the subjective state of the
participant, but defined by him/herself, and help
managers see how people are feeling in general.
While it might be hard for some to express their
feelings openly, it is relatively easy to associate mood
with weather. By using a slider in our interface, team
members can express how easy or hard the week was
for them. This would be a good indicator to get the next
conversation started by simply asking again: “How are
you today?”
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Our aim with the entire process we went through as a
design team is to invite 7Geese to implement our
recommendations on their next design iteration. The
ultimate goal is that the investment of our expertise
and time can bring a positive impact to 7Geese’s
business objectives, while improving the overall
experience of their users, specifically in the 1-on-1
process to adopts a more human-centered approach
that effectively reflects the wants and needs of people.
As a summary we have a series of takeaways that
compile our proposal for 7Geese’s 1-on-1’s strategy:
1. Use a customized but loose structure People are more likely to open-up with their
managers if they do not feel they are being
evaluated. Moving away from a rigid
questionnaire, and adopting a simple guideline to
have the conversation improves the quality of
the meeting. 2. Facilitate a casual friendly discussion
Transform the 1-on-1’s interface into a simple
check-in tool, where people use it to schedule
these conversations, comment on them and
follow-up results. 3. Set action items
The ability to set action items (in form of
follow-up notes) will grant to both, managers and
employees, a sense of accomplishment and will
deliver a framework for the next meeting. 4. Allow both parties access to follow-up notes
Expanding the capability of follow-up notes to be
commented by both parties until an agreement is
settled, could have huge impact on the
self-esteem of the participants and build trust
among them.
The proposed strategy is the result of the analysis and
interpretation of the prototypes made by the group of
potential users we had in our Experience Prototyping
workshop. Participants’ main concern was the way
1-on-1 meetings are held, usually with rigid
protocol-based formats, and the inability to follow-up
on what was said by both parties. We made the 1-on-1
process about building trust and loose the structure
the main focus of our recommendations.
In addition to any recommendation we can give to
7Geese —our featured case study—, we would like this
report to be a resource for designers and
non-designers getting started using design methods
and incorporating users’ input into their design
process. Through the UX Clinic report we share our
process, the type of design methods we use, and most
importantly how we use those methods and adapt
them to each project’s unique characteristics, finally
transforming people’s insights into experience design,
mainly for online platforms and services.
Lastly, we would like to invite designers and
non-designers to feel free to contact us if you want to
chat about UX Design or participate on an episode of
the UX Clinic. We want also to extend an invitation to
all startups and companies that would like to obtain UX
guidance to submit your case study to our initiative, we
will contact you and see if you are a good fit for our
program, and hopefully be featured in one of our
upcoming episodes.
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1Martin, Bella, Bruce Hanington. Universal Methods of Design: 100 Ways to Research
Complex Problems, Develop Innovative Ideas, and Design Effective Solutions,
Experience Prototyping (Method #36) Beverly, MA: Rockport Publishers, 2012
2Grundy, Miles. How to Perform a SWOT Analysis for Your Website. Intechnic
Corporation. USA, February 4th, 2014. [link]
3Kolko, Jon. Insight Combination. AC4D. USA , 2014. [link]
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