Inconsistency is one of the most common points of breakdown and frustration in the interactions and experiences we have. Whether we’re interacting with other people, applications, our bank, our doctor, our government, anyone, we form expectations and understandings of what someone or something will do based on our previous experiences and their past behaviors. When something happens that doesn’t fit with those expectations–that seems out of character–we’re caught off guard. What do we do next? What should we expect now? Principles act as rules that guide how we think and act. Formed by our motivations, values, and beliefs, we use them as “lenses” through which we examine information in order to make decisions on what to do. And because of their persistent influence on our behavior, they influence other’s views and expectations of us. Using these same kinds of constructs throughout the design process we can design interactions and consistent behaviors that set and live up to expectations for our audiences.

1. Building Character
Creating Consistent Experiences With Design Principles
ADAM CONNOR | VP ORGANIZATIONAL DESIGN & TRAINING | @ADAMCONNOR |

3. Question
What's the best design for an
eCommerce site?

4. Question
What's the best design for an
eCommerce site?
Answer
It depends…

5. …on what?

6. …on what?The goals we want
to achieve…
The people we’re
designing for…
The experience
we want to create…

7. A vision of where we’re going.

8. senseA of where we’re going.

9. Character

13. Has a hard time saying “no” to
people.
Is a perfectionist to the point of
detriment.
Rarely works alone, focuses and
structures work to include others.
Still collects toys and comics and
talks about fictional characters as
if they’re real.

17. Principles

19. Values and
tennets and
pillars. Oh my…

20. Design Principles
Directives that guide the “behavior” and capture the
desired or most emphasized qualities or characteristics of
the creation.

22. Go with the flow…
Be cool headed…
Take it easy…

23. Has a hard time saying “no” to
people.
Is a perfectionist to the point of
detriment.
Rarely works alone, focuses and
structures work to include others.
Still collects toys and comics and
talks about fictional characters as
if they’re real.

24. Always be helpful.
Anything worth doing is worth
doing right.
A good idea can come from
anywhere or anyone.
Just a geek…

26. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

27. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

28. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

29. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

30. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

31. Shift from thinking to doing.
Move the focus of the experience from content and knowledge-gain to applying the
ideas and lessons to my job.
Learn Act Reflect

32. Fast. Every millisecond counts.
Google
Wear it during sex. Make the product elegant, discreet, & comfortable.
Adaptive Path - Charmr
Solve distractions, not discoverability. Reduce distractions.
Don't let features compete with themselves.
Microsoft - Windows 7
Foster productive and emotionally satisfying interpersonal dynamics. Users feel
like they are part of a team, where they can count on each other to do their part, and
feel like they’re moving forward towards a common goal.
Asana

37. Research
How do people talk about the way they wish things were?
The things they appreciate? The things that bother them?
!
Organization
Values, mission statements, brand identity can often be
carried over and expanded upon.
"
Collaboration
What does the product team think? How do they envision
the future?
#

39. Clear and directive, not general and ambiguous.
“Fun” and “engaging” are not strong principles.
Something you might do differently with another product or service.
Things that should always be done don’t help distinguish your product
from others.
Push the team to say “no” to more options than they say “yes” to.
Strong principles act as a filter helping the team to focus.
Help to identify what shouldn’t be done, as well as what should.
Knowing what’s off limits is just as important as knowing where you
want to go.

40. The real test of a design principle is how
well it helps the team discuss the design,
stay focused, and make decisions.

41. Generation (Divergence)
“How many ways can we come up with to
_______________?”

42. Generation (Divergence)
“How many ways can we come up with to
_______________?”
Editing & Revising (Convergence)
“Does this idea help us to
_______________?”

43. Generation (Divergence)
“How many ways can we come up with to
_______________?”
Editing & Revising (Convergence)
“Does this idea help us to
_______________?”
Principles can evolve over time.
And be extended to refined needs (content, visual design, etc) or use
cases.

44. That story about bricklayers
and cathedrals…

45. Why ?

46. Why bricks?

47. Why a wall?

48. Why a cathedral?

49. Design principles direct action to
achieve vision.
“When your values are clear, making decisions becomes easier.” - Walt Disney

50. Adam Connor
VP Organizational Design & Training
@adamconnor
aconnor@madpow.com
Discussing Design
Improving Communication & Collaboration Through Critique
Adam Connor & Aaron Irizarry
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