STUPID BLOODY SYSTEM

Jonas Söderström • JBoye Web & Intranet 2012

@jonas_blind_hen

#jboye12

#stupidbloodysystem

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Create new document

In an enterprise system, used by big corporations and organisations and with a price-tag of well over 100 million Euros, this icon means “Create new document”.

30

1200

3 000 000

150 000 000 000

10

5

Credit

Maximum interest

Mortgage

Clearance

Times overdrawn

Risk rating

In another system, for mid-sized to small companies, every second screen looked like this.

30 1200

3 000 000 150 000 000 000

10 5

Credit Maximum interest

Mortgage Clearance

Times overdrawn Risk rating

A fix.

1994 –

I’ve been working as an IA/UX with digital systems since the mid-nineties, and I’ve seen a lot of things like the one’s mentioned.

However, this is not a talk about absurd interface bloopers. That’s not why I wanted to come here (and not why I decided to write a book). This is a call to action – a call to arms even. And what motivated me was the trend shown in the next graph:

Stress & psychological pressure at work

1996 2003

12

6

0

15

9

3

%

In Sweden, from the mid-nineties to around 2005, the share of the total workforce that experienced severe stress at work more than doubled.This graph showed a new trend. Formerly, the main predictors behind stress at work, were bad times, recession, and thus risk of unemployment.

But the bad times in Sweden were the first half of the nineties. From 1995 onwards, the economy was booming and unemployment soon reached a historical low point. So everyone expected these numbers to go down. Instead, the curve went up steeply.

The exception, this time, was a radical shift in the workplace, a massive new use of technology, digitising and computerising a lot of businesses and sectors in a short time.

We often call it the dotcom-bubble; but it affected more than e-commerce and public websites. In workplaces all kinds of new systems were introduced at very high speed. Systems had low usability, and were not well-adapted to the actual work. Often the developers were boys in their late teens or at best early twenties, straight out of college or even high school, with no own experience of the workplace at all.

8 hrs/day+

1.000.000

This is not a small issue. Sweden is an advanced country, digitised to a high degree.

Out of a workforce of four million, one million white-collar workers spend eight hours a day in front of the computer.

Even sectors like health-care and education are heavily digitised; even as a teacher or a nurse, you’d spend a lot of time with digital devices of all kinds.

1/3

It’s estimated, that one third of the total working hours in Sweden are spent with the hands in direct contact with technology.

Angry, stressed or frustrated with IT

+20000 2012

M T O T F

In a study released this summer, around 20.000 people were surveyed: 60% said they had problems with IT every week: a shocking 20 % reported problems with their systems EVERY DAY.

1. Internet2. Computer3. Printer4. Boss5. Meetings

Biggest source of frustration on the job?

7000 2012Yet another recent study gave these results.

2006, 2012

Time lost every dayMean estimate, ≈30.000

A mean of several surveys of the time lost because of IT problems, estimates it at just under thirty minutes a day.

These are the estimates of the users themselves. As UX/IA experts, I and my colleagues often find that people underestimate the time wasted. They often can’t see that a better IA/IxD solution would solve the task much more quickly.

+1000 2006

Loses up to 2 hours every week on IT

Another way to present the same findings, from a similar survey: 75 % report losing up to two hours every week

These are the statistics. How does it look in detail?

7, 5 9, 518 procedures

System for creating user’s manuals for trucks

A truck manufacturer had a system for creating users’ manuals for trucks. In this system, changing a number - for example from “7.5 litres” to “9.5 litres” - required eighteen different procedures. Each procedure consisted of several steps.

There were many possibilities for mistakes, and feedback from the system was often lacking, so you were often not sure if a procedure had been successful. The system was also sluggish and often crashed in mid-procedure.

To change one sentence can take one whole working day

You feel a complete failure, like your personal competence

just blew out the window

Being good with words and pictures has no value; it’s all about

taming the system

I don’t want to work with X any more, I hope I’ll !nd something else

as soon as possibleThis is what people who worked with the systems told us when my colleagues interviewed them.

Not only in Sweden

• Work-related stress has reached record levels, with 13.4 million lost days a year blamed on the pressures of office life.

• Stress has replaced backache as the biggest cause of absenteeism.

• Cases of stress, depression and anxiety are said to have doubled in the past seven years.

UK:

From The Observer 2003.

• Child Support Agency’s new IT system

• Disaster

• A parliamentary report found that ”sickness levels amongst the CSA staff have risen sharply since the system went live.”

UK:

I’m midway into a sentence about kidney function when the computer abruptly halts. I panic for a moment,

fearful that the computer has frozen and that I’ve lost all my work — something that

happens all too frequently.

But I soon realize that this is not the case. It turns out that in our electronic medical record system there is a 1,000-character

maximum in the “assessment” !eld.”

What’s going on?

Clearly, something strange is going on here.

Although we in fact build machines and computers to do the work for us, it seems that we just get more and more stressed out.

I argue that this is the total effect of a lot of small changes in how we work. The workplace has been transformed, in many small steps. Each and every one of them might have looked perfectly OK. Every one probably seemed well-intentioned. Many might even have been tied to a business case (though not nearly as often as you might imagine).

In the book, I examine eight different factors or scenarios that put a lot of burden on the worker. Not every workplace exhibits all of them. But I haven’t yet encountered one single organisation that hasn’t had at least half of them.

If all the factors are present, the risk for heavy stress and adverse health effects is very high.We shan’t have time to go through them all, so I’ll just pick a few.

Too many systems

Since the mid-nineties, the sheer number of applications (systems, sites, software) that we have to use in the workplace, has exploded. In the supermarket that I studied, they had to use 20–25 different systems - one for ordering meat, one for ordering tobacco, one for ordering dairy products, one for handling coupons, one for handling loyalty cards, etc, etc.

Primula (HR system), Tur och Retur (travel expenses),

Raindance (economy), UU+ (budget),

Edgar (recruiting), W3D3 (documents),

KDB (contracts), UpDok (tracking student’s performances),

Time Edit (managing premises), AKKA (catalogue administration), PingPong (course administration),

Opus (references), Selma (class web), The student portal

and so on …This is a small sample of the administrative systems that professors and teachers at a university have to handle – at the same time as they are supposed to teach and do research.

Treserva (social bene!ts system)WebbSotis (old social bene!ts system)

Giraff (internal invoicing)Horisonten (accounting)

Prognosprogram (economy)Winst (procurement portal)

Rappet (client reports)Personec (HR reports)

Time Care (work schedule)Winlas Webb (temps worked hours)

Time Care pool (assigning temps)Lisa (accident reporting)

Adato (rehabilitation process management)Offentliga jobb (recruiting)

Telephone self-service systemLotus Notes (mail)

Webbmail (mail at home)Here is about half the list of the around 35 administrative systems that are used by social workers in Sweden.

Note that they are simultaneously using a new and an old system for social benefits. That is often the case; a new system often does not replace an old one completely. It’s often possible to find – or invent – some reason for keeping the old system as well.

We thought we had15–20 systems ...

... when we actually counted them, it was 73!

Health care 2012

Systems are different

These systems are typically built by ever-changing teams of consultants or companies.

And as a rule, they are different–in small but crucial details.

Ctrl-O1) calculate2) close & do not save

At one shop - actually a pharmacist’s – two systems where used simultaneously in the computerised cash register. One was to calculate the amount of the prescribed drug; the other was to print the labels for the boxes.

In the first one, a certain shortcut did just the thing you wanted: calculate the amount. In the next step, however, using the printing function, the same shortcut was assigned to “close and do not save”.

Liza reports hours worked in two systems: one uses point, the other comma

1.5 hours 1,5 hours

Having to use parallel systems is a reality for many people. Liza is a consultant; she reports time both to her employer and to her client.

What happens if she uses a comma in the system that wants a point?

1,5 hours 1,5 hours

15 hoursThe system ignores the comma and registers15 hours, without any error message.

• Put in vacation plans - how often?

•Hard to learn

• ”...how did you handle this system, then?”

• Even if each system is used quite seldom …

•… some system is used each month or week

Used seldom, but ...

Many systems may be used infrequently - which makes learning harder. “How on earth are you supposed to handle this system, then?”

But since there are so many systems, you encounter this situation every month or every week.

No training

Add to this that new systems are introduced at a much higher speed and frequency; and that we don’t take into account the time and effort staff have to devote to vigilance - learning, remembering and doing security procedures, bug fixes, updates, passwords,

Among the strangest things that you find in the workplace, is that so little training, so little introduction, so little support is given in handling all these systems.

True, systems should be intuitive - but it’s an illusion to think that all could be mastered without any introduction.

Treserva (social bene!ts system)WebbSotis (old social bene!ts system)

Giraff (internal invoicing)Horisonten (accounting)

Prognosprogram (economy)Winst (procurment portal)

Rappet (client reports)Personec (HR reports)

Time Care (work schedule)Winlas Webb (temps worked hours)

Time Care pool (assign temps)Lisa (accident reporting)

Adato (rehabilitation process managment)Offentliga jobb (recruiting)

Telephone self-service systemLotus Notes (mail)

Webbmail (mail at home)

”It’s just a small system”

The excuse for not giving training is often “It’s only a small system”.

Yes - another small system added to the thirty-forty-fifty we already have!

This lady works in the supermarket. The system she uses has well over 120 screens, which is by no means unique; many other systems are much bigger.Every screen can have over a hundred controls (!elds, buttons, menus, etc).But we see only one screen. If we were to visualise the total size of the system she has to master, we could for example print out screen-dumps and paste them to the wall in front of her. But that would not be enough. We would have to use the wall to her right, the table, even the ceiling to try to visualise it ... ... and when it adds up like this, to me it starts to look ...... very much like this system.

Two years training

To handle this system, you get two years’ training.

Two days training

To master this system, she has two days’ training.

x-ray delta one/flickr under a cc-license

YOUR PRODUCT

To summarise a bit:

This is your view of your IT-product. And it might be right ... but ...

(Photo: x-ray delta one/flickr under a cc-license)

The user’s experience

pchw

eat/

flick

r un

der

cc-l

icen

se

... the user’s environment will still be this.

(Photo: pchweat/flickr under a cc-license)

Jared Spool

Mar

tin K

liehm

/flic

kr u

nder

cc-

licen

se

Jared Spool tried to find out: “Is there a certain method that always gives good results?”His answer was NO. There is no winning method. But there is a number of traits that you find behind successful products and projects.

Photo: Martin Kliehm/flickr under cc-license

Jared: Has every member of the team, during the last six weeks, observed real users using the product or service

for at least two hours?This is the most interesting, and perhaps the most important.

But when you design systems to be used in the workplace, I don’t think that is enough. You can’t look at just the specific product. You have to look at the total digital workplace. You have to look at the total situation at work.

Observe the users

When my colleague Richard Gatarski and a few friends wanted to dine in the Swedish city of Norrköping a few weeks ago, they booked a table at a downtown Italian restaurant that seemed nice.When they arrived, they were greeted by the headwaiter, who asked if they had a reservation. Richard confirmed, and the headwaiter looked at his computer screen.

”Gatarski? Hm, let’s see .. yes, there’s your reservation. Welcome!”

The headwaiter then picked up what Richard first thought must be some kind of new, electronic touch-pen, and moved it toward the screen. Richard is a tech savvy Internet entrepreneur, and therefore quite curious about what kind of new gadget they used at this restaurant. So he leaned in and looked a little closer …

Photo: Richard Gatarski

… and suddenly realized that it was a perfectly ordinary whiteboard felt-tip pen. The headwaiter just draw an ”X” over their booking, directly on the computer screen!”That’s very interesting,” Richard asked the headwaiter. ”How come you do that?””Well, you know,” the headwaiter answered with a big sigh. ”The guys that create these kinds of systems … they have …. Well, you can’t do things the way you wanna do them. You can check off a reservation in the system, with the mouse, but hey, it’s at least four clicks away from this screen. And you can’t tell if the guests have been showed to their table or are waiting in the bar. So it’s much easier just to draw on the screen. (And when the evening is over I just wipe the screen with a cloth.) We’re very busy here, and this works just fine.”

The point is, that the waiter at this wanted to give the customers the best possible impression, focusing on them from the very beginning. Remember: first impressions last. He did not want to tell them ”wait a minute” and focus on the machine.

The full story is here: http://javlaskitsystem.se/2012/02/whats-the-waiter-doing-with-the-computer-screen/

Photo: Richard Gatarski

Jonas: Has every member of the team, during the last six weeks, observed real users

do everything they do at work for at least two days?

On the other hand, in a conventional usability-testing situation, for instance in a lab where the customers probably exist only as instructions, this system might have erformed quite well.

So this is my version of Jared’s statement. When you’re making systems or products that are to be used in the workplace, you have to spend much more time to be able to capture the full experience of your users. As a rule of thumb: at least two days.

Who’s to blame?

By now you’ll be wondering “how come such idiotic systems exist? Who’s responsible?”

The nerd?

esc.

ape(

d) /

Flic

kr

Not that much

The nerd? Sometimes, certainly, when interfaces are clumsy or too technical. But actually, he’s the smallest part of the problem, and often quite eager to do better.

(Photo: esc.ape(d)/flickr under a cc-license)

Let’s examine a few more problems.

Let’s examine a few more issues, and then come back to another (perhaps somewhat surprising) reason for many of the problems.

Somethingis lost ...

In many situations, it’s clear that something in the workplace is lost.

”One black and tan, please””Can’t do that ...”

A friend tries to order a “black and tan”– half-Guinness, half-lager – in a pub. Although the bartender has both Guinness and lager in the pub, he tells him “Sorry, I can’t do that ...”

”... the system

won’t let me”

“... there’s no entry for that in the computerised cash-register”

This is perhaps a banal and mundane example, but the same principle shows up in many places and many contexts: systems that limit the way you can conduct your work.

Loss offlexibility

It’s rather paradoxical - since the Internet and digital technology have made our lives as consumers and private citizens more free and flexible.

Process managmentMore ”command

and control”Dis-empowerment

But in the workplace, there’s a growing element of command-and-control, driven by it.

Controls my work ”in an annoying

and unreasonable way”8000 2012

Indeed, in a survey among 8000 white-collar workers, 50% agreed that ”IT systems control my work in an annoying and unreasonable way”.Which is a bit strange - since we invented machines to do the work for us. Are we working for them?

Not just an issue for white-collar workers

Meet Lena

Licensed practical nurse, providing for the elderly in a public home care program

Lena is a licensed practical nurse (LPN - in some countries, equivalent to "enrolled nurse" or "Division 2 nurse"). She works in a Public Home Care program, providing for the elderly. She carries a digital device – a smartphone, or a bar-code reading pen - that registers her every task and every move during the day.

Lena’s schedule

• Arrive at elderly A

• Food: 7 minutes

• Bedclothes: 4 minutes

• To elderly B: 13 minutes

• Food: 7 minutes

• Sweeping: 12 minutes

• To elderly C: 19 minutes

✓ ✓ ✓ ✓ ✓ ✓ ✓

She must check in with her device for every single task

done

She’s connected to a planning system that breaks down her working day into a single-minute schedule.

She has to register every single task in her device, connected to a central management database that creates wonderful reports. But where is the compassion? And where is trust?

What happens to a person’s motivation for her job, when she’s controlled in every single detail?

Can you imagine having to work like that?

IT command&

control+

Unfortunately, IT goes very well with command & control.

Chores, not work

It is highly typical that many of the things now demanded of us at work are things that we really don’t feel are “our REAL work”. Not really helping the elderly. Not really engaging with pupils in the classroom. Not the things that made us want to be nurses, doctors, teachers, etc.

Social workers, doctors, police, teachers are now spending more time on documenting and reporting than on actually meeting the clients, the patients, the pupils.

”...we are overburdened by administrative systems”Professors and teachers at Uppsala University

This is an alarming article, published last year by a group of professors and researchers at Uppsala University. “We’re drowning in administrative systems that take more and more time away from teaching and doing research”, they wrote. (We saw part of their list of systems in an earlier slide.)

+6%

They note that a lot of things, which were previously handled by a central administration, are now pushed out to the periphery - the departments. They now have to do wages, planning, budget ... etc, etc.

But, in spite of this, central administration has not shrunk. On the contrary, its budget has grown by 6% (which is a lot, in an organisation where you often get MINUS 1 or 2 % annually).

The university administration replied that 6 % was not exceptional; indeed, it was the average for Swedish universities. The professors’ final reply was “then it’s even worse than we thought”.

But the number “6 percent” stuck in my head. Where had I heard “6 percent” before?As it turned out, I had to go back in time.

In 1955 a then little-known history professor -a specialist in naval history – at the university in Singapore wrote an article in ‘The Economist’.

He could show that although the number of seamen in the British Navy had fallen quickly during the first half of the Twentieth century, the number of Admiralty officials in Whitehall had nearly doubled.

In the same way, as the British colonies gained independence, the staff at the Colonial Office just grew and grew.

C Northcote ParkinsonHis name was Cyril Northcote Parkinson.

His “startling discovery”, as ‘The Economist’ put it, was – in short – that bureaucrats strive to get more power, and they do it by hiring subordinates.

Thus, an ever-growing class of middle managers is created - without any more actual work being done.

Parkinson’s law

This is the core of what has come to be known as Parkinson’s Law.

Parkinson collected his writings in the book “Parkinson’s law”, which became a bestseller all over the world ...

... translated into countless languages.

+6 %

Growth of bureaucracyAnd what Parkinson found was exactly this: a bureaucracy will grow “naturally” each year - by 6 percent.

So the problem is not really the nerd - it’s middle management.

VALUEI suggest, IT systems are often really not about this.

As IAs or UXers, we probably take for granted that the reasons for projects, for services that we are about to develop, must be essentially good, rational, benevolent.

Of course there will be disturbances or interference from egos, from politics, or for practical reasons. But the reasons behind the project should be sound, about values and the demands of customers.

Given what we’ve learned from the history of bureaucracy, I propose a more radical theory of IT systems in the workplace.

POWERIt’s about power for middle management.

The fundamental drive for many systems is NOT to create value - but to create power.

Professor Parkinson lived in a time when it was possible to hire new people easily, and increase your power that way. That is virtually impossible in today’s organisations.

What is possible, however, is to implement a new IT system. Being in charge of an IT system means having power, to influence decisions, to choose directions ...

So IT is an ideal vehicle for the purposes of the middle management class. It’s also sexy, glorified; almost by definition, an IT system is a good thing - it’s the icon of our times, of progress and the future.

All this means, that it’s not really important for a system to deliver value, if it delivers these other things. And usability or user experience is not important at all.

Bureaucracy 2.0

Welcome to Bureaucracy 2.0.

Bureaucracy 1.0 Bureaucracy 2.0

Parkinson also noticed that one bureaucrat will create work for two others. It’s rather easy to see that one IT system creates the need for approximately two other systems. If you start with a simple system for money in and out, it’s easy to put in the argument for a budget projection system, a time reporting system, then you’ll need a system for aggregating data from other sources, etc, etc.

”No clear vision or idea behind the IT system”

8000 2012This might sound crazy. But it fits with a number of empirical observations. For example, in one of the Swedish surveys of white-collar workers, a majority - 60 % - said that there was “no clear or firmly-established reason given for the new system.”

do NOT set concrete effect goals for

new business system

85 %

ComputerSweden 2010Or that just 15% of companies, which invested in new business systems, had set any concrete effect goals for the new system ...

40 % abandoned

Or the strange fact, established over several years of studies (for example the Standish reports), that around 40 % of IT projects are abandoned in mid-construction.It’s hard to understand why this happens so often, if the projects would really have had good value as a clear goal.

What

to do?Just a few points.

If you’re in UX

Work with internal systems – people

need yor helpAt conferences like this, e-commerce or consumer products and services are often in focus.

I invite you, I encourage you, I beg you - come and work in corporate systems. Your help is badly needed. People are hurt. IA and UX can have a profound impact.

© Jan Gulliksen, Bengt Göransson and Åsa Cajander

20 years

Because things do change slowly in the workplace.

Take into consideration

• Other systems• Speed / frequency of introduction of new

systems• The burden of vigilanceIf you design systems that are to be used in the workplace - please consider these points.

Do not accepttraining being cut out

... because YOU will get the blame when users complain over the system.

Radical simplicity

You’ll have to aim for radical simplicity. If you don’t, people in the workplace will invent a work-around. Or just quit.

”To do”-list app Clear

This simple brilliant to do-list app was a huge success.

If you’re in management

If the systems are not used,

you will never get any value from them.

Develop local, company-wide

standardsYour company will have a design manual, that is handed over to every agency that will do ads or print etc.

You could have your own interaction design manual, that governs crucial elements of the UI.

It’s not the old people that are mad, it’s the young.

They expect things to just work.

”Consumer-grade usability”

The systems used at work are still to a large extent grey, ugly, poorly-adapted to human tasks and needs.There is no reason why the systems we (have to) use at work should not be as pleasant, easy to use and well-integrated as the systems we choose to download to our smartphones. Workers need “consumer-grade usability”.

But it’s not just about the interface.

This is not just a question of the interface.

EnablingEmpowerment

TrustSelf-organizing

ControlDistrust

vs

So many things that the web and digital age have given us as consumers, in our private life, give us freedom. Enable empowerment. Build upon trust. Make self-organising possible.The trend in the workplace is the opposite: More control. More distrust.

Beware of Bureaucracy 2.0

The most important thing to understand is that IT is actually the driving force here. Nobody would dream of implementing these policies using paper forms; that would seem ridiculous. And in contrast to the guild of form-makers, which catered for the needs of the bureaucrats of Parkinson’s first discovery, the IT industry today is an aggressive, multi-billion industry. And yet many workplace systems are indeed just plain forms - on screen instead of on paper.

Stupid bloody system!

This is the book - currently just in Swedish. The subtitle is ”How a dismal digital work environment stresses us at work – and how to take back control”.

Thank you!Mail:jonas@kornet.nu

Twitter:@Jonas_Blind_Hen

Site:www.javlaskitsystem.se

Slideshare:Jonas_inUse

If you have examples of stupid systems in the workplace - or of course good systems - please contact me.