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ОглавлениеHow to Use this Book
Necessity is the mother of invention. Historically, tool design—from a sharpened stone ax to a folding Japanese pruning saw—has been inspired by need. The designers themselves range from seemingly isolated genius inventors to cubicle farms of engineers with explicit specification documents. Really successful design—that which solves the problem, is easy to use, and is beautiful to behold while functioning—is hit and miss. Innovation is elusive. Lots of money and hope are put towards products that look encouraging at the outset, but end up not quite reaching the mark. Entrepreneurs, investors, designers, engineers, and customers all get burned more often than they succeed.
There is no one method to follow to create perfect products. But there are many ways to increase the odds. One of them is to understand the reason for the tool in the first place. Deeply investigate what people are trying to get done and line up your solutions to match. Are you trying to solve a small part of a larger puzzle that could be simplified if you look at a broader context of the customer’s behavior and philosophies? Do you have so many aspects to your service that it’s hard to prioritize where to invest more development dollars?
As first a software engineer and then as a specialist in web applications, I had been doing this broad sort of task analysis for many years before I came up with a way to draw a picture of it all—a mental model, which is an affinity diagram of user behaviors surrounding a particular topic. (See “What is an Affinity Diagram?” in Chapter 1; and see Appendix B ( http://www.rosenfeldmedia.com/books/mental-models/content/appendix_b) for the story of how the technique evolved.) Mental models help me illustrate a profound understanding of the user, align solutions to areas that make a difference, and chart my way through a decade of development. When people saw the first diagrams, they encouraged me to share them in print. Seven years later, I can finally give you this book.
Who Should Read this Book?
Depending on your role, you might be interested in reading certain chapters first. I anticipate that a lot of you will be practitioners actually creating mental models. I also hope that many of you are responsible for product strategy—directors and executives—and are interested in how mental models can help guide your decisions. For those of you who are project managers and team managers within large organizations, I have included information about how to run a mental model project successfully as a part of a network of other research and design projects. And for all of you who need to persuade key people in your business to cultivate a better understanding of the people who use your products, I am listing key chapters to reference.
Product Strategists & Executives:
Chapter 1: What and Why? The Advantages of a Mental Model
Chapter 12: Alignment and Gap Analysis
Team Managers:
Chapter 2: When? Using Mental Models with Your Other Work
Chapter 3: Who? Mental Model Team Participants
Evangelists:
Chapter 1: What and Why? The Advantages of a Mental Model
Chapter 12: Alignment and Gap Analysis
Project Managers:
Appendix A: How Much Time and Money?Available on the book site at http://www.rosenfeldmedia.com/books/mental-models/content/appendix_a.
Practitioners:
Chapter 4: Define Task-Based Audience Segments
Chapter 5: Specify Recruiting Details
Chapter 6: Set Scope for the Interviews
Chapter 7: Interview Participants
Chapter 8: Analyze the Transcripts
Chapter 9: Look for Patterns
Chapter 10: Create the Mental Model
Chapter 11: Adjust the Audience Segments
Chapter 12: Alignment and Gap Analysis
Chapter 13: Structure Derivation
I expect you’ll use this book as your resource when you create your first mental model. I also expect this book to be your resource when explaining the benefits of mental models to people in your organization, as you convince them that you really can turn the ship around and create user-centered solutions.
What’s in the Book?
This book answers some of the harder questions I am asked about how to create and use mental models. I begin with a set of chapters that introduce mental models and talk about why and when to make a mental model:
Chapter 1: What and Why? The Advantages of a Mental Model
Chapter 2: When? Using Mental Models with Your Other Work
Chapter 3: Who? Mental Model Team Participants
The second section describes the method used to create a mental model:
Chapter 4: Define Task-Based Audience Segments
Chapter 5: Specify Recruiting Details
Chapter 6: Set Scope for the Interviews
Chapter 7: Interview Participants
Chapter 8: Analyze the Transcripts
Chapter 9: Look for Patterns
Chapter 10: Create the Mental Model
Chapter 11: Adjust the Audience Segments
The third section of the book describes how to apply a mental model to your work:
Chapter 12: Alignment and Gap Analysis
Chapter 13: Structure Derivation
The appendices and bibliography are available as links on the book site at http://www.rosenfeldmedia.com/books/mental-models
We recommend that you display the digital version of the book using a recent version of Adobe’s Reader or Acrobat Professional, which support live links. That way you can jump to other parts of the book (i.e., from the table of contents to a specific section) and to external web pages (such as the large, high-resolution version of each of the book’s illustrations, which we’ve made available via Flickr) by simply clicking. You’ll also find navigation easier if you display the Navigation Pane (in Apple’s Preview reader, the Drawer).
We’ve optimized the digital version of this book for being read and used on a computer. As digital books are still quite a new phenomenon, we’d love your suggestions for how to do improve our digital design; please contact us at info@rosenfeldmedia.com.
What comes with the Book?
This book’s companion web site ( http://www.rosenfeldmedia.com/books/mental-models) is chock-full of mental models-related goodies. You’ll find:
A variety of Excel and Word templates (including ones that help you with recruiting and capturing behaviors)
Scripts for converting Excel and Word templates into XML Visio and Omnigraffle diagrams
Every diagram in the book (download and insert them in your own presentations!)
The book’s bibliography
Appendix A: How Much Time and Money? (learn what’ll it cost you to develop mental models)
Appendix B: The Evolution of the Mental Model Technique (learn how this method came to be)
The book site also includes a blog where an occasionally lively discussion of mental models breaks out; please join in!
You can keep up with book-related announcements, new content additions, and other changes on the site by subscribing to its RSS feed: feeds.rosenfeldmedia.com/mental-models
Here’s How You Can Use Mental Models
You might make a mental model for a lot of reasons. For example, you can improve project management by studying those who coordinate project teams. Or, you can invent a new commuting service by understanding all the aspects of how people get to their jobs. You can capitalize on the gaps between the solutions you offer and what your customers are trying to accomplish. You can derive the architecture of your design from the resulting diagram. While the words I am about to list may sound dated when you read this book in a few years, I’ll go ahead and say them (so you can envision it more easily in the present day). This method can be used for:
Digital products, such as internet applications
Physical products with interactive functions, such as a watch
Location-aware products, such as a phone
Methodologies, such as project management
Information delivery, such as a monthly statement
Services, such as controlling your household’s carbon footprint
Physical spaces for providing services, such as a library
Browsable databases, such as knowledge bases
Platform-specific networked applications
Online media, online stores, etc.
You get the idea. Throughout this book I use the word “design” to mean something closer to “engineering design”—making something for someone to use. There are tons of other definitions for “design,” but for this book I focus on just this one aspect. So when you read the word “design,” think of digital, physical, and environmental interactions that people carry out to accomplish something.
Mental model diagrams have been used for design by for-profit and non-profit organizations, universities, government agencies, private individuals, and internal departments. I will illustrate the breadth of applications throughout this book with analogies and real-life examples.
One thing to take from this book is a sense of moving beyond constraints. You’re probably not a strict rule-follower, yourself. Just because my background is software design doesn’t mean you can’t use mental models to develop a government building or a production workflow or anything else you need. Merge the technique with its established cousins in your particular field of expertise, and tell the rest of us how you did it. Treat it kind of like open source: It is yours to manipulate and extend. Let everyone else benefit from your contributions.
My hope is that our generation of designers can execute an inflection point that will be remembered as the point in time when we stopped designing by necessity.
