Good Design and Empathy

Let me pick on DMV a little, but for a good reason – not just to complain about this much-disliked organization.

I registered my car in the California DMV more than a year ago. Since then I've familiarized myself with HOV lanes and their rules, and, consequently, the Clean Air Vehicle decals. It was learning through osmosis: I kept seeing these diamond shapes on the highway and the signs that informed me of the HOV lane rules. Later, by observing other cars on the road, I've noticed enough of the decals around me to spot a theme and wonder what they are. A quick google search confirmed what I had suspected: if your car satisfies certain requirements, you can purchase a decal, which lets you ride in the HOV lane when normally you wouldn't be allowed to.

I thought it might be good to get one, especially that I knew that my car satisfies the conditions. So I scrolled half way down the DMV webpage that Google found for me and found the link to the fillable PDF, which I downloaded and filled out. The form was mostly intuitive. In a few places I had to refer to my documents. There was a section at the top of Page 2 that I almost missed. And once I printed out the form, I noticed that the PDF software (Preview) messed up a few fields, which I had to correct in black ink. Then I put the form in an envelope, enclosed a check for $8, and mailed it out. Two or three weeks later, I receive my decals in the mail. I haven't put them on my car – the decals are sort of ugly looking, surprisingly large, and you need to literally plaster your car (with three of them, one from each side). So I'm waiting until I need to use one, for example, I'm in a rush and need to use the highway during rush hour. So far, fortunately, that hasn't happened.

Nothing about the above should be shocking to you. I'm sure that you go through a similar workflow multiple times in a week (though – hopefully! – not all of them involve the DMV). It's actually one of the least painful of the DMV workflows.

But from the point of view of good design, it's an awful one.  It highlights the problem that I've noted hundreds of times, a kind of death of a thousand little daggers.  All these suboptimal experiences set a kind of expectation in us; they numb us to the fact that poor user experience surrounds us.

How could this experience be better? I like to think of user experience as layers of an onion, and peel one layer after another, at each level asking a simple question or two: what causes the most pain? What creates the most friction?

In the case of my DMV decal experience, I think the most surface-level pain was filling the PDF out. It took me a long time, but, more painfully, when I finished filling out the PDF, I wasn't confident that the printed out version will contain all my edits. Why not? Try to fill this form out yourself on a Mac.  Some fields (YEAR) replace my value with a 0 on blur. Some fields (UNIT NO) are misaligned. Some fields (top fields on page 2) seem like they are linked to the respective fields on page 1, but the values only show up on focus. Reliability is key, especially when paperwork is required (since the cost of an error is relatively high). So, in this first layer, I'd say that the PDF filling experience could be more reliable and consistent.

That would be great. If that was solved, my next complaint would be the efficiency and complexity of the workflow. Why should I have to print out the PDF, then put it in an envelope, and mail it out? Ironically, the technology for fillable PDFs is significantly more advanced that the technology that makes online forms possible. That would save some trees, and save me and the DMV lots of time (let alone simplify my workflow of having to have an envelope, a stamp, and a nearby mailbox). Even in the most basic form (no error checking) it saves me 5 minutes to do the printing and mailing, and it saves the DMV somewhere between 5 and 20 minutes of bureaucracy. In the second layer, the filing/submission experience could be simpler and more efficient.

With that out of the way, I'd focus on redundancy. Why do I need to enter all my personal info? The DMV has my address on file; if my address hasn't changed (the 98% use case!), I should not have to specify it. Similarly, the DMV has the VIM, the make, and the model of my car. In fact, all I should have to do is enter my unique identifier (I'd love a username that I keep with the DMV, but a physical ID, or name+license number will suffice) and the engine type/whatever the DMV requires to ensure that I qualify for the decal. Hell, even the latter isn't necessary – the DMV has the VIN, the vehicle make, model and year. Again, in 95% of all use cases, the car automatically satisfies the requirements. The input experience could be more minimal.

From here it's not hard to realize that as a user, I should not even have to fill out a form. The DMV knows my registration info, and manages the eligibility rules. So the DMV should automatically – proactively – do the matching and simply send me the decals. They could add the $8 fee to the annual vehicle registration fee. In fact, I should get the decals as soon as I register my car – I shouldn't have to wonder why some cars have decals and what they mean.

Of course, a good user experience designer will automatically see through all these layers. In fact, it's relatively easy to envision the ideal workflow that I described above. But  the point is not that the experience could be better. It should be better, and the fact that it's not points to fundamental gaps in how product and service designers (both the fillable PDF makers and the DMV) perceive users, their context, needs, and experience.

What causes this?  At a proxy level, there are incentive issues (the DMV doesn't feel the acute pressure to make the user experience better), use case complexity (I'm sure the makers of Preview tested their software, but I'm guessing fillable PDFs are very difficult to test exhaustively), responsibility issues (there is probably no single person responsible for the entire decal user workflow; and in many cases, the left hand in the organization is not talking to the right hand). But at the fundamental level, this is an issue of empathy.

Many experienced Product Managers will tell you that empathy differentiates a good PM from a great one. But empathy is a quality that needs to be shared by everyone in an organization, not just select employees. It's like common sense or the ability to communicate. And yet, it's far from prevalent. It's that way because companies don't emphasize it when hiring, they don't value it internally, and they rarely reward it. Worse, empathy is often misunderstood. Empathy is the capacity to recognize emotions felt by other people. It doesn't mean the ability to be compassionate (though it's a prerequisite for the latter). It does not mean being "nice" or "fair". To have empathy means to observe the other (easy), to actually listen to the other (hard), and to suspend one's ego (very, very hard).

There were probably dozens, maybe hundreds, or people involved in the design and implementation of the decal application experience. If just one in ten put themselves in the shoes of the end user (a little bit of empathy), they would invariably see the pain that the end user is feeling. If just one in fifty stopped to think about what would make the experience as painless as possible for the end user (a lot of empathy), I wouldn't have needed to write this post.

What could we, mere users, do to make a difference? The simplest thing each of us can do is expect more. Expect to be delighted. Expect to have a pleasurable experience. Train yourself to identify the pain, no matter how small, and talk about it. Complain, be vocal, fill out reviews, call Customer Service. Make it known that user experience is something you value a lot. Be critical of products and services which are unreliable, inefficient, redundant. Don't tolerate even a single little dagger. Organizations – even the DMV – respond to what their customers value. One voice is not enough, but one voice, multiplied a thousand times, is no longer a voice. It's a roar.

Technology, Venture, and Design

Before embarking on this second incarnation of my blog, I reflected on the past four years of my experiences in an effort to extract a theme closest to my heart. What stood out was an intersection of three areas. I think it's a particularly powerful intersection, one worth taking a deeper look into. These three areas are TechnologyVenture, and Design.

But let's step back a little.

We live in a bimodal age of both specialization and "skilllessness". Some of us specialize – they earn their PhDs, they deepen their understanding of a particular subject matter, they become comfortable in their very narrow and specific job roles. Others go in the opposite direction – they remain "generalists," a term which, more often than not, means having no particular skill but boasting the general ability to deal with people, with maybe an uncommon amount of common sense sprinkled on top. If successful, the former become fantastic individual contributors, and the latter become great managers.

But if we want to aim higher – if we want to change the world in small ways or in big ways, we need to change the way we look at it, and we need to revisit our role in it. We need to know enough about everything to tackle the increasingly complex problems, straggling the increasingly larger number of distinct fields. But we also need to know a lot about enough things to be able to actually make a difference. You may have heard of "T-shaped professionals", having some breadth of knowledge and one area of depth. I want to go one step further, advocating for the need to have deep expertise and experience in more than one area, in addition to the breadth of knowledge elsewhere. At the most basic level, it's because the best insight comes out of understanding several things so well that you can spot the subtlest of connections between them.

There are lots of combinations of areas which can offer such synergy, but I want to focus on three which I think are the most powerful.

- - - 

Technology

Technology truly is the driver of mankind's progress. Technology – literally the act of applying our knowledge – has a transformative ability. An insanely powerful flavor of technology that emerged in the twentieth century – software – is the best testament of that. Software frees us from most physical constraints. You can stack software on top of other software, which lets us create remarkable leverage. Fluency in technology – and software, specifically – is indispensable in the twenty-first century.

Many of the people I interact with hope that a superficial understanding of technology will do. After all, they can outsource the technical work. Well, as many firsthand experiences have taught me, there is absolutely nothing worse than having someone who does not understand technology attempt to manage, or in some meaningful way contribute to a problem that requires technology. Those people are like that broken wheel in the grocery cart – yes, it supports the cart, but it's really not that much more difficult with just three wheels, and boy is that broken wheel frustrating! You have to stop all the time, adjust the wheel and hope that it will continue moving in the right direction.

Here in business school, some of my classmates hope that they can just take an intro CS class and check the technical box. While they will no doubt do very well in that class, I'm afraid it's not enough. The flip side of that ability of technology to provide massive leverage is that to understand (let alone to harness) technology means to have to dig very deep, layer beneath layer, to achieve proficiency. You not only have to be able to write a Hello World! application; you have to understand what makes the computer print Hello World. It's a deep stack to understand, and for that, you also need to have a good command of mathematics. One CS class just won't cut it. It's about a mindset, a way of seeing the world.

I was fortunate to be exposed to leverage-providing technology very early in my life, thanks to my father who foresaw the rise of software and smuggled a computer into the country for me to play with. For those who believe in the importance of technology, but who don't have the background, the best advice I can give is to unconditionally immerse oneself in it. Set a goal – to write a photo-sharing app, or something – and be relentless in getting to that goal. At first, you won't even know what questions to ask. Struggle! Get help, google incessantly, learn by failing a hundred times which stackoverflow comment is useful and which one is useless.

 - - -

Venture

The desire to build a business, or a deep understanding of what makes businesses successful and unsuccessful, is an ability that I only learned to appreciate relatively late in life.

Business is the ultimate applied science. The best way to test an idea is to build some life support around it and open it up to the world, to see if it can survive. You may have arrived upon the best theoretical result, but to change the world, you should turn your theory into a sustainable business. Being venture-minded is also a great way to ensure that you don't solve problems that nobody has, and that you don't just create a science fair project. Subject your ideas to the harshness of reality. If they blossom, you have come up with something of great value.

The best way to acquire a business intuition is to be in business. You have to have enough exposure to what makes a business tick. I spent six years at a company, but – while the management was wonderfully transparent, allowing me to learn what a company should and should not do – I barely saw the tip of the iceberg. That's why I recommend joining a company small enough so that you can understand fully what it does and why it does what it does.

You can also start a venture. The learning curve is steepest, and the things you learn you will never forget; but you will be subjected to the ebbs and flows of luck.

If you haven't had much experience with business, you can try business school. That's what I chose – and I'm glad I did. By immersing myself in a rich ecosystem focused on business issues, I've acquired an intuition I haven't had before. I think about the world differently now. But all the theory, the cases, the conversations are just one part of the equation. You have to go out and apply what you learned. 

 - - -

Design

Design, or rather, the art of human experience, is another area that I consider essential. You may have the best technology, and the best business model, but to be truly successful, you have to understand how your product or service integrates with humans, their workflows, their pains, needs and desires.

You can't change the world if you don't interact with humans, be it a product that you design that people want to use (Tesla is changing the world – it's doing so by creating products that people love), or an institution you establish (which consists of a number of human beings), or even a book you write (which is read by humans).

Many of my friends think of design – or the experience that humans have with their creations – as secondary. I think that's what differentiates good solutions from great solutions. You can't outsource design: if you think you can, you betray the critical fact that you don't understand your product and your customer enough.

 - - -

Understanding technology, being venture-minded, and caring about design and the human experience are incredibly powerful. In the next few decades, as software continues to eat the world, as technology roles remain the most lucrative, and as techniques such as analytics and hypothesis-driven experimentation push their way into most job descriptions; as consumers and businesses alike continue to demand human-centric products and services that understand user needs and reduce frictions to use; and as more ideas start seeing the light of day in the form of viable businesses, these three areas will seem just as indispensable as the ability to communicate or to use a computer is now.

Better be on the forefront than try to catch up when it's too late.

Crowdsourced Art

I had this idea to get my friends together to create art. I created a simple tool which allowed them to draw on a small canvas. I gave them a small number of pixels each, but they could cooperate (and earn bonus pixels) or overwrite others' work.

I ran a small iteration of this project back in 2009 with my friends. People had fun so I decided to add a few new features. Currently, the tool has an ability to "mine" tokens directly on the page - with enough patience, you can earn free pixels just by staying on the page. I'm also trying to make it a little easier to draw and explore what others have done.

I hope to be done in a couple of weeks, at which point I'll give all my classmates a chance to contribute with a relatively large number of pixels each. In the meantime, you can play with the test run, by mining the pixels (you can also email me to get a token). The canvas so far is shown below. Click through to contribute!


This is the canvas of the current crowdsourcing art experiment.

To get all the details, you can read about this project here.

By the way, in the 2009 iteration, my friends came up with this:


This is the result of the 2009 iteration of the project.

A New Color Picker

(Originally published in 2010)

I bet you've seen color pickers before. They are neat UI elements that allow you to select a particular color that you may have in mind. They do that by organizing the entire color space in a way that's easily browsed. Usually, pickers show you a 2D panel that displays all colors along two of the dimensions, and a slider for the third dimension; or they only show you a small-ish subset of all the colors.

I’m fascinated with color, especially when there’s math or technology involved. And so I set out to build a picker that displays all the colors, yet requires only a single two-dimensional surface.

To learn all the details of how I generated this new color picker, see this post. In short, however, the idea is this: we want to map a 3D space (0..255, 0..255, 0..255) into a 2D space (0..4095, 0..4095) in a smooth way, so we'll use space-filling curves. "Walking" the R, G and B dimensions, however, gives a pretty unsmooth picker, so instead I "walked" the color intensity, and for each intensity, "walked" over all possible colors of that intensity. I then picked the order in which the colors would appear by sorting by R, G and then B.

The resulting color picker has the interesting property that it displays all possible colors (up to the image's resolution) in a single image:

 A New Color Picker

A New Color Picker

The Zoom Effect

(Originally published on October 19th, 2009)

Before using Squarespace, I built my own front page. As I considered the best way to display series of pictures there, I came up with an interesting way to compress a lot of information onto fairly limited screen real estate. The idea was to have a kind of a slide show composed of small icons that turn larger as you hover over them; clicking on any icon would bring up with full-size image. That way I could fit a lot of small (32×32 pixels) icons of images on the screen, yet offer the users the ability to browse larger versions (67×67 pixels) easily just by moving the mouse around. The idea, of course, was inspired by what OS X does with the Dock (an effect which, sadly, I have disabled on my computer–but due to different use scenarios). Here is the effect in action (roll your mouse over the images):

 

The design process I went through is an interesting example of discovery (or serendipity, rather) and how taking an analytical approach doesn’t always yield the best results.

The desired effect will be very familiar to you if you’ve used OS X and the Dock. I want to display a series of small thumbnails of images in a row. If you hover over them, the image that your mouse is closest to gets larger, pushing out the other images if necessary. I wanted the effect to be smooth (so as you move your mouse over the row, images get bigger as they approach the mouse pointer, and then get smaller) and resemble something like this:

 The Zoom Effect

The Zoom Effect

There are three variables that I need to be concerned about: how much to magnify the icons by (in my case, I wanted to go from 32 pixels to a maximum of 67 pixels), how far out the magnification should affect the icons (in the picture above, the icons two to the right of the center icon are no longer magnified), and how quickly the magnification should drop out (how “drastic” the magnification of the center icon should appear). For each of the icons in the row, I need to figure out how much to magnify them (by convention, let’s say that 1 is full magnification and α is the regular, small size) and where to place them horizontally (because they will push out other icons), subject to the constraint that the icons must remained aligned in a row.

An analytical solution was easy to get to, but very quickly spiraled out of control, and here is how. Let’s consider two configurations:

  • When the mouse cursor is exactly in the center of an icon, by symmetry that icon should have the maximum magnification:

 Maximum magnification at center of icon

Maximum magnification at center of icon

  • When the mouse cursor is exactly in between two icons, also by symmetry both icons should be of equal size:

 Equal magnification in between two icons

Equal magnification in between two icons

 Depending on β, the magnification will drop out quickly (if β is close to α) or slowly (if it’s close to 1).

Since we want the magnification of the icon to be a smooth curve (as the mouse pointer moves across the icons), we simply need to define a continuous function given the three points it goes through: (0, 1) (because atx=0 — i.e. when the mouse cursor is exactly over the icon’s center, we want the magnification to be maximum), (α/2, β) (because when we’re in between two icons — i.e. a distance α/2 away from the center of one — we want the magnification to be β) and (Z, α) (the distance at which all magnification ceases). An exponential curve is the simplest one that we can try:

 Magnification as a function of distance from the icon's center

Magnification as a function of distance from the icon's center

 We will then be able to use this curve to determine how much to magnify each icon by. The icons will be sized such that their size given the distance between their center and the mouse pointer can be read off of that magnification curve:

 Applying the magnification curve to each icon. Past the point  Z  all icons retain their original, small size

Applying the magnification curve to each icon. Past the point Z all icons retain their original, small size

 

First let’s figure out the full form of the magnification curve. The curve must go through the two endpoints we identified, and be exponentially decaying, so it is of the form

\[y = 1 - \left(\frac{x}{Z}\right)^P\cdot(1-α)\]

(We can verify that at 0, y=1 and at Zy=α). We need to compute P based on the third point:

\[β = 1 – \left(\frac{α}{2Z}\right)^P\cdot(1-α) \Rightarrow P = \text{log}_{α/2Z}\left(\frac{1-β}{1-α}\right)\]

The first icon is simple: determine the distance between the mouse pointer and the center of the icon and use the curve above to read off the magnification (it will be something between β and 1). The subsequent icons are a little more tricky, because in order to figure out the magnification you have to know how far its center is from the mouse pointer, but the position of the center is a function of magnification! At this point the easiest thing to do is to solve this numerically, by simply iterating over all possible positions of the center and determining the closest one (since we’re operating in a discrete space with the smallest effective resolution of 1 pixel).

While each step seems fairly straightforward, the end result is a pretty big hairball. Being lazy, I realized that there must be a better solution to this problem.

And then I realized that so long as the illusion of smoothness is preserved, some simplifying assumptions can be made. First of all, the exponential curve I used initially was too complicated and looked too discontinuous at large magnifications (because of a sharp spike near 0); there must have been something else that’s straightforward to compute. The parameters seemed complicated, too — α and Z could be replaced with just one — a measure of how quickly the magnification should decay — without much loss of the effect.

The Normal curve came to mind — with just one parameter (σ) it was much easier to experimentally determine a value that had a pleasing effect (plus, σ is by definition very close to our notion of “how quickly this should decay”). I also got rid of the self-referential problem (determining magnification requires knowing origin, but origin influences magnification) by looking at not the actual distance (how far is the icon from the mouse pointer after all icons have been magnified), but original distance (how far is the icon from the pointer before magnification).

The resulting algorithm is much more elegant — and produces a more visually pleasing effect:

  • For each icon in the original (i.e. before any magnification takes place) series, determine how far its center is from the mouse pointer (I experimented with just using the x-coordinate, but the nice thing about this algorithm is that any smooth function works, and the actual distance produced a nicer effect than just the horizontal distance)
  • Use the Normal curve to determine its magnification. We want the result to be 1 if the distance is 0 (i.e. the icon is directly under the mouse pointer) and α if the distance is infinite (since the Normal curve dies off quickly, the size would go down to α pretty quickly as well), i.e.

\[N = e^{-\frac{d^2}{2σ^2}}\]

\[M = N+α(1-N)\]

  • Place each icon with its magnified size on screen; keep track of how much space each icon took so that subsequent icons can be displayed after it and not on top of it
  • Technically this is enough for magnification. However, this doesn’t produce a smooth effect: since the icons are always pushed out to the right, the “tail” of icons keeps traveling back and forth. We want the entire series of move smoothly, slowly to the left as the mouse moves to the right (go here and watch the icons at the end of the series travel to the left as you move your mouse pointer left to right, across the icons). This is simple to correct, though: keep track of how much space all the icons take (by adding up each size as you go), and then offset all the icons by a fraction of that total space, depending on where the mouse pointer is: suppose the icons originally take d pixels, and expanded they all take D pixels, and the mouse pointer is at position x (between 0–at the beginning of the series–and d), we want to offset all icons by

\[x\cdot\frac{D}{d}\]

See also