UX 모임 2018-08-27

UX 모임

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Chapter 2 - The Psychology of Everyday Actions

평소에 하는 행동에 대한 심리

• 서랍 예시

• How do people do things?
• What happens when things go wrong? How do we detect that they aren’t working, and then how do we know what to do?
• How do people select and then evaluate their actions?
• What is the role of understanding (via a conceptual model) and of emotions?
• How does this translate into principles of design?

How People Do Things: The Gulfs of Execution and Evaluation

사람이 행동하는 법 : 실행관 평가의 격차

• Gulf of Execution 실행의 격차: where they try to figure out how it operates 작동을 이해하려고 한다
• Gulf of Evaluation 평가의 격차: where they try to figure out what happened 어떤 일이 이루어졌는지를 이해하려고 한다
  • the amount of effort that the person must make to interpret the physical state of the device and to determine how well the expectations and intentions have been met
  • --> feedback and a good conceptual model

The difficulties reside in their design, not in the people attempting to use them.

The Seven Stages of Action

행동의 7 가지 단계

There are two parts to an action: doing and interpreting. To complete an action, one must know how the item works and what results it produces.
행동에는 두 부분이 있으며 '함(실행)'과 '이해(평가)'이다. 행동 하려면 물품이 어떻게 작동하는지 알아야 되고 어떤 결과를 생산하는지 알아야 된다.

1. Goal (form the goal)
2. Plan (the action) / Execution
3. Specify (an action sequence) / Execution
4. Perform (the action sequence) / Execution
5. Perceive (the state of the world) / Evaluation
6. Interpret (the perception) / Evaluation
7. Compare (the outcome with the goal) / Evaluation

Not all of the activity in the stages is conscious. Most behavior does not require going through all stages in sequence; however, most activities will not be satisfied by single actions. 모든 단계들은 의식적이지 않을 수 있다. 그리고 모든 행동은 모든 단계를 걸쳐야 되는 것이 아닐 수 있다. 그러나 한 단계로 만 행동이 이루어지지 못한다.

An action can begin with a goal, but also stimulated by the environment.

• goal-driven
• data-driven
• event-driven

Most actions are not planned, but opportunistic. 대부분의 행동은 계획된 것이 아니라 기회적이다(상황에 따라 이루어진다).

사람은 전기 드릴을 원하는 것이 아니라 구멍을 원하는 것이다. 그리고 구정이 원하는 이유는 책장을 벽에 올리기 위한 것이다. 목표는 전기 드릴 구매가 아닌 것을 알고 목표가 책을 위한 보관 공간을 원하는 것을 올바르게 이해하면 다른 해결책을 상상할 수 있다.

Human Thought: Mostly Subconscious

인간의 생각 - 주로 무의식적이다

Why do we need to know about the human mind? Because things are designed to be used by people, and without a deep understanding of people, the designs are apt to be faulty, difficult to use, difficult to understand. 인간의 뇌를 왜 이해해야 할까? 인간을 위해 물품이 디자인하기 때문이다. 인간에 대한 깊은 이해가 없으면 디자인이 오류가 있고, 사용하기가 어렵고, 이해하기가 어려워진다.

Conscious attention is necessary to learn most things, but after the initial learning, continued practice and study, sometimes for thousands of hours over a period of years, produces what psychologists call “overlearning,” Once skills have been overlearned, performance appears to be effortless, done automatically, with little or no awareness. 처음에 의식적으로 생각해야 행동을 할 수 있는데 행동을 할수록 'overlearning'이 된다. 'Overlearning'되면 행동은 자동으로 이루어지듯이 노력과 인식이 없는 것처럼 보인다.

• 예시 - 답해보십시오 - 3 번 전에 살던 집에서는 정문을 들어갔을 때 문의 손잡이는 왼쪽에 있었나 오른쪽에 있었나요?

전문가는 특별히 어렵거나 기대되지 못한 상황에서만 의식적 집중이 필요하다.

생각과 감정을 분리할 수 없다. 그리고 감정은 과소평가를 받고 있다. 생각은 이해를 주고 감정은 가치 평가를 준다.

• 무의식적 생각 : 빠르고 자동으로 작동 된다, 과거의 사례를 바탕으로 미래 예측과 일반적 추세를 파악할 수 있다.
• 의식적 생각 : 느리고 노력이 필요하다, 논리를 기반으로 이유를 찾으며 다른 선택과 대안을 고려한다.

무의식적과 의식적 생각은 둘 다 통찰을 줄 수 있지만 둘 다 오해를 일으킬 수 있다.

감정은 생화학을 통해 인식과 소통한다.

긍정적 상태는 창의력에 도움이 되고 부정적 상태는 집중에 도움이 된다.

Human Cognition and Emotion

인가 인식과 감정

The Three Levels of Processing

• The Visceral Level 본능의 단계
  • "Lizard brain"
  • For designers, the visceral response is about immediate perception; style matters
• The Behavioral Level 행동의 단계
  • Learned skills, triggered by situations that match the appropriate patterns
  • For designers, the most critical aspect of the behavioral level is that every action is associated with an expectation
  • Feedback is critical
• The Reflective Level 반성의 단계
  • Conscious cognition; where deep understanding develops, where reasoning and conscious decision-making take place
  • It is reflection that drives us to recommend a product, to recommend that others use it—or perhaps to avoid it.
  • Reflective memories are often more important than reality

• Design must take place at all levels 디자인은 모든 단계에서 이루어져야 한다

The Seven Stages of Action and the Three Levels of Processing

행동의 4 가지 단계와 의 처리의 3가지 단계

• Flow
  • Mihaly Csikszentmihalyi
  • The emotional state of complete immersion in an activity
  • Appropriate level of difficultry - requires attention but is not frustrating
  • Expectations and emotions work together

People as Storytellers

이야기꾼으로서의 사람

"People are innately disposed to look for causes of events, to form explanations and stories. That is one reason storytelling is such a persuasive medium. Stories resonate with our experiences and provide examples of new instances. From our experiences and the stories of others we tend to form generalizations about the way people behave and things work. We attribute causes to events, and as long as these cause-and-effect pairings make sense, we accept them and use them for understanding future events. Yet these causal attributions are often erroneous. Sometimes they implicate the wrong causes, and for some things that happen, there is no single cause; rather, a complex chain of events that all contribute to the result: if any one of the events would not have occurred, the result would be different. But even when there is no single causal act, that doesn’t stop people from assigning one."

Conceptual model은 이야기의 형식 중에 하나다.

• 예시 - Thermostat

Blaming the Wrong Things

탓을 잘못 돌리는 것

"People try to find causes for events. They tend to assign a causal relation whenever two things occur in succession." 사람은 사건의 원인을 찾는다.

"Often people will use their own conceptual models of the world to determine the perceived causal relationship between the thing being blamed and the result. The word perceived is critical: the causal relationship does not have to exist; the person simply has to think it is there. Sometimes the result is to attribute cause to things that had nothing to do with the action."

It seems natural for people to blame their own misfortunes on the environment. It seems equally natural to blame other people’s misfortunes on their personalities.

Learned Helplessness 학습된 무기력 이론

• The situation in which people experience repeated failure at a task. As a result, they decide that the task cannot be done, at least not by them: they are helpless. They stop trying.
• taught helplessness

Positive Psychology 긍정 심리학

• failure is a learning experience

• Do not blame people when they fail to use your products properly.
• Take people’s difficulties as signifiers of where the product can be improved.
• Eliminate all error messages from electronic or computer systems. Instead, provide help and guidance.
• Make it possible to correct problems directly from help and guidance messages. Allow people to continue with their task: Don’t impede progress—help make it smooth and continuous. Never make people start over.
• Assume that what people have done is partially correct, so if it is inappropriate, provide the guidance that allows them to correct the problem and be on their way.
• Think positively, for yourself and for the people you interact with.

Falsely Blaming Yourself

본인에게 탓을 잘못 돌리는 것

• Human error usually is a result of poor design.
  • When the system stopped working or did something strange, they dutifully reported it as a problem. But when they made the Return versus Enter error, they blamed themselves. After all, they had been told what to do. They had simply erred.
• It is about a problem in communication and interaction
• Machines are not people.
• Designers should minimize inappropriate actions and provide feedback in the case of an error.
• People are not machines.

How Technology Can Accommodate Human Behavior 인간의 행동을 수용할 수 있는 기술

The Seven Stages of Action: Seven Fundamental Design Principles

행동의 4가지 단계 - 7 가지 기본 디자인 원칙

Checklist of Questions to Ask about a Product

1. What do I want to accomplish?
2. What are the alternative action sequences? / Feedforward
3. What action can I do now? / Feedforward
4. How do I do it? / Feedforward
5. What happened? / Feedback
6. What does it mean? / Feedback
7. Is this okay? Have I accomplished my goal? / Feedback

• Feedforward: Execution of action
  • Appropriate use of signifiers, constraints, and mappings; conceptual model
• Feedback: Understanding of what happened

Seven Fundamental Design Principles

1. Discoverability. It is possible to determine what actions are possible and the current state of the device.
2. Feedback. There is full and continuous information about the results of actions and the current state of the product or service. After an action has been executed, it is easy to determine the new state.
3. Conceptual model. The design projects all the information needed to create a good conceptual model of the system, leading to understanding and a feeling of control. The conceptual model enhances both discoverability and evaluation of results.
4. Affordances. The proper affordances exist to make the desired actions possible.
5. Signifiers. Effective use of signifiers ensures discoverability and that the feedback is well communicated and intelligible.
6. Mappings. The relationship between controls and their actions follows the principles of good mapping, enhanced as much as possible through spatial layout and temporal contiguity.
7. Constraints. Providing physical, logical, semantic, and cultural constraints guides actions and eases interpretation.