I’ve been thinking about this exchange with Roberta…
@mattedgar Lots of people _talk_ about getting users in the room. This weekend @mHealthLeeds is actually doing it. #mhleeds
@RobertaWedge @mattedgar Users of what? In a health-care context, the term covers layers of euphemism.
@mattedgar @RobertaWedge fair point. Alternatives to the word ‘user’ gratefully received. (Often but not always “people” works just fine)
@RobertaWedge @mattedgar I am anti “people”. Citizen, student, resident, account-holder, patient, passenger, woman, employee – precision aids discourse.
@mattedgar @RobertaWedge indeed. Though may also reinforce rigid role definitions and allocations. People wear many hats, sometimes simultaneously.
Also this post by Russell…
I’m old enough that I’ve seen the same debates go round and round a few times.
One is the (always well-intentioned) cry – let’s stop saying customers/consumers/users, let’s remember they’re people! This always snags an emotional latch but I think it’s worth resisting.
Firstly, let’s remember that they’re also mammals – does that help? No. Moving up to the next biggest category isn’t especially useful.(*1)
Secondly, if you need reminding that your customers/consumers/users are people you have bigger problems. Changing what you write on your briefs/stories isn’t going to help.
I know where they’re coming from. I get the need for precision. I think we all agree that whatever you call them, we make stuff for and with messy, multi-faceted actors. But, as a people-centred service designer, I reckon the P word is worth defending.
While there is a place for “user” and other words of precision, it should not be at the expense of open-ended human-centred inquiry. A more interesting question might be, what are the right words for where we are now, in our digital culture as a whole? I for one think “people’s” time has come.
For starters, the point about designing for humans as opposed to animals is not as facile as Russell makes out. At risk of being hauled before a gavel-toting, wig-wearing dolphin in the post-speciesist court of the future, Not All Mammals! My cats have evolved to simulate affection, but I’m certain that if I lay dead at the foot of the stairs for a couple of days they would eat me.
We are not cats. We can and should accord our human users a human level of tolerance and curiosity. Overuse of reductionist language is a tell-tale sign when we forget to do so. “Customer” or “claimant”, “passenger” or “potentate”, “servant” or “CEO” – they’re all different flavours of the same remouillage.
Moving up to the next biggest category – at least for a while – is what designers do. An iterative process zooms from the big picture to the tiny details and back again. The words we use as we zoom signal where we are in the focal range. Worrying about whether the next link is obvious, or the service accessible with a screen reader? “User” may be the best word to deploy. Helping someone unpick complex medical and social factors that impact their mental health? They probably need you to see the whole person. Over the course of any design process, it pays to mix it up, to vary the vocabulary.
We set ourselves too easy a task if all we do is satisfy the needs that present themselves at face value; often things that matter are hiding in plain sight. In my work I’ve found myself pointing out…
- to a footwear brand that teenagers’ feet are still growing
- to a retailer that shop floor workers turn to family members for help with the intranet
- to a utility company that couples argue about who spends too long in the shower.
Banal insights like these make a direct difference to the service we offer. They can only be had by breaking free from blinkered caricatures of “runner”, “employee” or “resident”.
Every time we boldly launch our little boat by asking “what is the user need?” two further questions lurk implicitly upstream: which users, which needs? Ignore these and we will be forever tethered to our preconceptions about the nature of service we aim to deliver. Maybe some people call a contact centre to rapidly resolve a service problem. Maybe some call for reassurance that there are real people behind a digital service. Maybe others just call because they’re lonely. People-centricity reveals dimensions here that focusing only on the caller as user would miss.
We should also consider the number of actors. Service dominant logic dictates that service is always co-created by multiple parties – as a minimum, the one demanding it, and the one delivering it. Service design and innovation processes look at how those parties work together. Sometimes the best way to unlock greater value for end users is to set free those who serve them to do their best work. Want to improve the experience of online news? You’ll need to change the way news is gathered and edited as much as the way it is accessed and explored.
When we follow all the actors and understand their capabilities, we find that the boundary between “consumer” and “producer” is more malleable than the reductionists assume. Mobile, social media turns public transport “passengers” into providers of powerful real-time information service. US supermarket “employees” donate food so their colleagues in need can enjoy a Thanksgiving dinner. The complex and variable geometry of service only emerges when we accept the people involved for everything they are.
One of the delights of the new GOV.UK (in which – Disclosure! – I play a bit part, but for whom I certainly do not claim to speak here) is the way it demonstrates that many of the debates of Noughties web design are now pretty much solved problems. Form follows function. Text and hypertext dominate the flashy, non-standard carapaces on which millions were wasted by private and public sectors alike. High levels of accessibility, responsive design, open source frameworks, web-native APIs – they’re all just manifest good sense things that make user experiences better.
This good news is not yet evenly distributed. Many organisations would do well to take their lead from the Government Service Design Manual. Like learner drivers they might need to go through the consciously competent stage of focusing on their users. But when they’ve internalised that then what?
The settlement of those user-level questions should free them up to direct their attention to more positive visions of digital service, and to people’s higher-order, higher-value issues. They can focus on making explicit those questions that so often go begging: which users, which needs? They can create systems with continuous improvement built in. They can ensure there is empathy and the possibility of change every time service is delivered.
Users may well be the place to start. But people must surely be the end-game.