Definition: An event or occurrence that leaves an impression on someone.
Also referenced as: Experiencing (verb) Experienced (adjective) Experiences (noun)
The word experience was used 22 times across 18 pages
These are the moments where confusion, procrastination, self-criticism, and frustration keep us from changing the world.
User is another word for a person. But when we use that word to describe someone else, we're likely implying that they're using the thing we're making. It could be a website, a product or service, a grocery store, a museum exhibit, or anything else people interact with.
We're full of contradictions. We're known to exhibit strange behaviors. From how we use mobile phones to how we traverse grocery stores, none of us are exactly the same. We don't know why we do what we do. We don't really know why we like what we like, but we do know it when we see it. We're fickle.
When we jump into a task without thinking about what we're trying to accomplish, we can end up with solutions to the wrong problem. We can waste energy that would be better spent determining which direction to take.
When deciding what you're doing, ask yourself:
We live our lives across channels.
It's common to see someone using a smartphone while sitting in front of a computer screen, or reading a magazine while watching TV.
As users, our context is the situation we're in, including where we are, what we're trying to do, how we're feeling, and anything else that shapes our experience. Our context is always unique to us and can't be relied upon to hold steady.
In this context, I'm using several different channels: Twitter, a smartphone, and TV.
Imagine trying to design a luxury fashion magazine using a technical system for grocery store coupons. The features you need may seem similar enough until you consider your context. That's when reality sets in.
When architecting information, focus on your own unique objectives. You can learn from and borrow from other people. But it's best to look at their decisions through the lens of your intended outcome.
When faced with a problem, you reference your mental model and try to organize the aspects and complexities of what you see into recognizable patterns. Your ongoing experience changes your mental model. This book is changing it right now.
As an example, it's much easier to teach someone about the inner-workings of a car engine with a picture, animation, diagram, or working model.
The rows represent the user's context (e.g., outside, on the bus, at home). Each point represents an event or a task that makes up the overall journey. Each point is placed sequentially as it relates to the other points.
This example shows events that only involve one person, but journey maps are also useful for showing the movement of pairs, teams, and organizations.
Once you know what level you're working at, you can zoom in to the appropriate level of detail. Sometimes we need to zoom all the way in on an object. Other times it's more important to zoom out to look at the ecosystem. Being able to zoom in and out as you work is the key to seeing how these levels affect one another.
When you're deep in the details, it's easy to forget your broad effect. When you're working overhead, it's easy to forget how your decisions affect things down on the ground. Making changes at one level without considering the affects they have on other levels can lead to friction and dissatisfaction between our users, our stakeholders, and us. One tiny change can spark a thousand disruptions.
For example, if we owned a restaurant and decided to eliminate paper napkins to be environmentally friendly, that would impact the entire restaurant, not just the table service our diners experience.
We'd need to consider other factors like where dirty napkins go, how we collect them, how often they're picked up and cleaned, how many napkins we need on hand between cleanings, and if we should use paper napkins if something spills in the dining room.
One tiny decision leads to another, and another.
The average person gives and receives directions all day long, constantly experiencing the impact of language and context. Whether it's a grocery list from a partner or a memo from a manager, we've all experienced what happens when a poor choice of words leads to the wrong outcome. Whether we're confused by one word or the entire message, the anxiety that comes from misunderstanding someone else's language is incredibly frustrating.
Imagine that on your first day at a new job every concept, process, and term you're taught is labeled with nonsense jargon. Now imagine the same first day, only everything you're shown has clear labels you can easily remember. Which second day would you want?
We can be insecure or secure about the language we're expected to use. We all prefer security.
In my experience, a list of things you don't say can be even more powerful than a list of things you do. I've been known to wear a whistle and blow it in meetings when someone uses a term from the don't list.
What is good for one person can be profoundly bad for another, even if their goal is roughly the same. We each live within a unique set of contradictions and experiences that shape how we see the world.
Remember that there's no right or wrong way to do something. Words like right and wrong are subjective.
A few taxonomies in this book:
Classifying a tomato as a vegetable says something about what you know about your customers and your grocery store. You would classify things differently if you were working on a textbook for horticulture students, right?
These are all examples of sequences:
As we move towards our goals, things change and new insights become available. Things always change when we begin to understand what we couldn't make sense of before. As a sensemaker, the most important skill you can learn is to adjust your course to accommodate new forces as you encounter them on your journey.
Don't seek finalization. Trying to make something that will never change can be super frustrating. Sure, it's work to move those boxes and arrows around as things change. But that is the work, not a reason to avoid making a plan. Taking in feedback from other people and continuously refining the pieces as well as the whole is what assures that something is "good."
Perfection isn't possible, but progress is.
For example, let's say we're working on bringing a product to the market. To support this process, we might create:
These are all important pieces individually, but we need to look at them together to answer questions about the whole such as:
It's totally normal for fear, anxiety, and linguistic insecurity to get in the way of progress. Learning to work with others while they're experiencing these not-so-pleasant realities is the hardest part of making sense of a mess.
Tension can lead to arguments. Arguments can cause resentment. Resentment can kill momentum. And when momentum stalls, messes grow larger and meaner.