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It can happen that filmmakers create scenes that are unexpectedly satisfying to listen to, even when they have nothing to do with relaxation. Things like a character handling objects, a soft speech, or the tiny sounds of everyday activities can produce the same tingling sensation associated with ASMR videos.

While these moments often go unnoticed because they’re part of a larger story, their sound design and attention to detail make them surprisingly soothing. This is why we’ve gathered certain scenes that have become favorites among viewers who appreciate the little sounds as much as the visuals.

The post 14 of Best Scenes for Unintentional ASMR appeared first on Den of Geek.

Even after getting roundly stomped at the box office by the Avengers and other heroes, the X-Men remain Marvel‘s most popular team, characters second only to Spider-Man in wide appeal. And with good reason. Under the guidance of writer Chris Claremont—along with fellow creators such as John Byrne, John Romita Jr., and Louise Simonson—expanded the X-Men from C-list nothings to bestsellers, thanks to their combination of rich drama, high-concept genre trappings, and superhero action.

So important are the X-Men, in fact, that they’re bigger than the X-Men. Marvel has a host of mutant teams and organizations, all the better to appear in other series and maybe even carry their own titles. Some of those are known to casual fans, X-Force, X-Factor, and even Excalibur. But others require a deep dive into the world of Marvel’s Merry Mutants, which we happily supply now.

3K

One of the most recent mutant groups on this list, 3K is also one of the more troubling. As their name suggests, 3K looks toward the future, to the year 3000, where mutants will finally rule. Lead by the Chairman, an evil version of Hank McCoy a.k.a. the Beast from the future, 3K counts among its members Xavier’s cruel twin sister Cassandra Nova and Joseph, the clone of Magneto. Together, 3K hopes to spread mutation and completely replace homo sapiens, as seen in the current X-Men and Fantastic Four crossover storyline, DNX.

Exiles

For the most part, this list stays within the mainline Marvel Universe of Earth-616. But such rules and designations don’t quite apply to the Exiles, the multiversal hopping team created by Judd Winick and Mike McKone. Led by Blink, a teleporter from a reality conquered by the mutant Apocalypse, the Exiles travel from universe to universe, righting wrongs and visiting worlds not quite like our own. While they do regularly add non-mutants to the line-up, the most notable members tend to be those who carry the X-gene, including a heroic version of Sabretooth, Nightcrawler and the Scarlet Witch’s daughter Nocturne, and the shapeshifter Morph, then only seen in X-Men: The Animated Series.

Externals

A lot of these teams are pretty ’90s. But nothing is more ’90s than the Externals, a convoluted time-travel-adjacent group, that (of course) involves Cable. As you might expect from their name, the Externals all have immortality or long lives as part of their mutant abilities, mutants such as Apocalypse, Gideon, and Selene. The Externals play the long game, and plan to eventually rule over the world… providing nothing goes wrong in the early 20th century. What could go wrong? What is their big plan? None of that was made particularly clear in the plot-heavy stories of the mid-90s. But every time one of the Externals emerged from the shadows to say something cryptic and sinister about Cable, X-Force readers cheered.

Fallen Angels

The X-Men began as students at Xavier’s school, so it makes sense that Marvel would often go back to stories about teen mutants. One of the most interesting examples comes with the Fallen Angels, a spinoff of the primary teen mutant book of the ’80s, New Mutants. After thinking he killed his teammate Cannonball, Sunspot leaves the New Mutants and finds a group of mutant runaways. The original line-up included characters who would go on to become major players, Boom-Boom and Multiple Man, as well as odd-balls such as the cyborg Gomi, who loved nothing more than his pet cybernetic lobsters, Bill and Don. The ragtag nature of the original Fallen Angels meant they didn’t last for long, but another iteration popped up recently on the island of Krakoa.

Freedom Force

The Freedom Force might be the strangest group on this list, precisely because it serves as a transition point between two other mutant teams. Freedom Force began life as the second iteration of the Brotherhood of Evil Mutants, this one led by shapeshifter Mystique instead of Magneto and featuring her wife Destiny, Avalanche, Blob, and Pyro. Mystique made a deal with American official Val Cooper to work as government mutant hunters, taking the name Freedom Force and fighting against the X-Men. Eventually, but not for a long time, Cooper and the government saw the folly of using supervillains to fight their values, and eventually replaced Freedom Force with the far more successful X-Factor.

Generation X

Generation X was the third iteration of the teen mutant concept, and one of the most beloved. As its name suggests, Generation X was the ’90s version, who revived the New Mutant’s mission after that group became X-Force. However, this iteration took a decidedly different approach, following not Charles Xavier, but rather Emma Frost, the White Queen, who transformed her posh Massachusetts Academy into a branch of Xavier’s school. There, together with longtime X-Man Banshee, Frost trained the next generation of mutant heroes, including mainstay Jubilee, as well as Chamber, Synch, Cannonball’s sister Husk, and more. The team brought plenty of attitude to help realize Xavier’s dream among the youth.

Hellions

Before Generation X, Emma Frost led another team of young mutants, the Injustice Gang to the New Mutant’s Justice League called the Hellions. As interesting as that group was, the most compelling incarnation of the Hellions came much later, during the Krakoa Era, when the new soveriegn nation meant immunity for all mutants. The Hellions brought together some of the most infamous and unique X-Men villains, including Nanny and Orphan-Maker, Greycrow of the original Marauders (more on them in a minute), the Goblin Madelyne Pryor.

Led in the field by Kwannon, the Japanese version of Psylocke who had her body stolen by white English woman Betsy Braddock, the Hellions were also headed by Mister Sinister at his most devious. Throw in the Havok, the X-Men’s dumbest himbo, who is there just because he still loves his brother’s ex-wife Maddie, and the Hellions were a delightful bunch of misfits.

Marauders

Like the Hellions, the Marauders went from a supervillain team to a more heroic team in the Krakoa Era. However, in this case, the change was more pronounced, since the original Marauders were a hit squad assembled by Mister Sinister (well, assembled by Gambit, for Sinister) to enact the Mutant Massacre. At Krakoa, the Marauders were a group of sailors led by Kitty Pryde to gather mutants and bring them to the nation. Although they had very different lineups and aims, both variations of the Marauders had the same effect, forcing mutants to come together and face the threats built up against them, from outside and within.

X-Corp

We’re including the X-Corp here because it’s an interesting idea, even though the concept has never actually been done well, not even in their most recent appearance in season 2 of X-Men ’97. As its name suggests, the X-Corp is a corporation, originally a charitable foundation set-up by Charles Xavier to support those harmed by the destruction of Genosha in Grant Morrison’s run, but eventually more of a business to move wealth toward mutants. Over the years, key members have included Jamie Madrox, the Multiple Man (whose detective agency X-Factor Investigations just barely misses inclusion here), and rich mutants Angel and Monet. As interesting as it is to see how the mutant metaphor intersects with capitalism, none of the various stories have done it justice.

XSE

For those who confused X-Corp with X-Corps, Banshee’s paramilitary group, and are disappointed, don’t worry. We’ve got a violent team on this list, in the most ’90s way possible. XSE or Xavier’s Security Enforcers are the X-Men of the future. Specifically, they’re the X-Men of the future from which Bishop and his sister Shard hail. Part military special forces, part police, the XSE does not mess around when it comes to enforcing Xavier’s dream. As exciting as they are, their extreme approach can open them up to some destructive mistakes, including betrayal by Trevor Fitzroy, of the evil mutant rich kids known as the Upstarts.

The post X-Tending X-Men: An Introduction to Marvel’s Other Mutant Superteams appeared first on Den of Geek.

Even after getting roundly stomped at the box office by the Avengers and other heroes, the X-Men remain Marvel‘s most popular team, characters second only to Spider-Man in wide appeal. And with good reason. Under the guidance of writer Chris Claremont—along with fellow creators such as John Byrne, John Romita Jr., and Louise Simonson—expanded the […]

The post X-Tending X-Men: An Introduction to Marvel’s Other Mutant Superteams appeared first on Den of Geek.

Even after getting roundly stomped at the box office by the Avengers and other heroes, the X-Men remain Marvel‘s most popular team, characters second only to Spider-Man in wide appeal. And with good reason. Under the guidance of writer Chris Claremont—along with fellow creators such as John Byrne, John Romita Jr., and Louise Simonson—expanded the X-Men from C-list nothings to bestsellers, thanks to their combination of rich drama, high-concept genre trappings, and superhero action.

So important are the X-Men, in fact, that they’re bigger than the X-Men. Marvel has a host of mutant teams and organizations, all the better to appear in other series and maybe even carry their own titles. Some of those are known to casual fans, X-Force, X-Factor, and even Excalibur. But others require a deep dive into the world of Marvel’s Merry Mutants, which we happily supply now.

3K

One of the most recent mutant groups on this list, 3K is also one of the more troubling. As their name suggests, 3K looks toward the future, to the year 3000, where mutants will finally rule. Lead by the Chairman, an evil version of Hank McCoy a.k.a. the Beast from the future, 3K counts among its members Xavier’s cruel twin sister Cassandra Nova and Joseph, the clone of Magneto. Together, 3K hopes to spread mutation and completely replace homo sapiens, as seen in the current X-Men and Fantastic Four crossover storyline, DNX.

Exiles

For the most part, this list stays within the mainline Marvel Universe of Earth-616. But such rules and designations don’t quite apply to the Exiles, the multiversal hopping team created by Judd Winick and Mike McKone. Led by Blink, a teleporter from a reality conquered by the mutant Apocalypse, the Exiles travel from universe to universe, righting wrongs and visiting worlds not quite like our own. While they do regularly add non-mutants to the line-up, the most notable members tend to be those who carry the X-gene, including a heroic version of Sabretooth, Nightcrawler and the Scarlet Witch’s daughter Nocturne, and the shapeshifter Morph, then only seen in X-Men: The Animated Series.

Externals

A lot of these teams are pretty ’90s. But nothing is more ’90s than the Externals, a convoluted time-travel-adjacent group, that (of course) involves Cable. As you might expect from their name, the Externals all have immortality or long lives as part of their mutant abilities, mutants such as Apocalypse, Gideon, and Selene. The Externals play the long game, and plan to eventually rule over the world… providing nothing goes wrong in the early 20th century. What could go wrong? What is their big plan? None of that was made particularly clear in the plot-heavy stories of the mid-90s. But every time one of the Externals emerged from the shadows to say something cryptic and sinister about Cable, X-Force readers cheered.

Fallen Angels

The X-Men began as students at Xavier’s school, so it makes sense that Marvel would often go back to stories about teen mutants. One of the most interesting examples comes with the Fallen Angels, a spinoff of the primary teen mutant book of the ’80s, New Mutants. After thinking he killed his teammate Cannonball, Sunspot leaves the New Mutants and finds a group of mutant runaways. The original line-up included characters who would go on to become major players, Boom-Boom and Multiple Man, as well as odd-balls such as the cyborg Gomi, who loved nothing more than his pet cybernetic lobsters, Bill and Don. The ragtag nature of the original Fallen Angels meant they didn’t last for long, but another iteration popped up recently on the island of Krakoa.

Freedom Force

The Freedom Force might be the strangest group on this list, precisely because it serves as a transition point between two other mutant teams. Freedom Force began life as the second iteration of the Brotherhood of Evil Mutants, this one led by shapeshifter Mystique instead of Magneto and featuring her wife Destiny, Avalanche, Blob, and Pyro. Mystique made a deal with American official Val Cooper to work as government mutant hunters, taking the name Freedom Force and fighting against the X-Men. Eventually, but not for a long time, Cooper and the government saw the folly of using supervillains to fight their values, and eventually replaced Freedom Force with the far more successful X-Factor.

Generation X

Generation X was the third iteration of the teen mutant concept, and one of the most beloved. As its name suggests, Generation X was the ’90s version, who revived the New Mutant’s mission after that group became X-Force. However, this iteration took a decidedly different approach, following not Charles Xavier, but rather Emma Frost, the White Queen, who transformed her posh Massachusetts Academy into a branch of Xavier’s school. There, together with longtime X-Man Banshee, Frost trained the next generation of mutant heroes, including mainstay Jubilee, as well as Chamber, Synch, Cannonball’s sister Husk, and more. The team brought plenty of attitude to help realize Xavier’s dream among the youth.

Hellions

Before Generation X, Emma Frost led another team of young mutants, the Injustice Gang to the New Mutant’s Justice League called the Hellions. As interesting as that group was, the most compelling incarnation of the Hellions came much later, during the Krakoa Era, when the new soveriegn nation meant immunity for all mutants. The Hellions brought together some of the most infamous and unique X-Men villains, including Nanny and Orphan-Maker, Greycrow of the original Marauders (more on them in a minute), the Goblin Madelyne Pryor.

Led in the field by Kwannon, the Japanese version of Psylocke who had her body stolen by white English woman Betsy Braddock, the Hellions were also headed by Mister Sinister at his most devious. Throw in the Havok, the X-Men’s dumbest himbo, who is there just because he still loves his brother’s ex-wife Maddie, and the Hellions were a delightful bunch of misfits.

Marauders

Like the Hellions, the Marauders went from a supervillain team to a more heroic team in the Krakoa Era. However, in this case, the change was more pronounced, since the original Marauders were a hit squad assembled by Mister Sinister (well, assembled by Gambit, for Sinister) to enact the Mutant Massacre. At Krakoa, the Marauders were a group of sailors led by Kitty Pryde to gather mutants and bring them to the nation. Although they had very different lineups and aims, both variations of the Marauders had the same effect, forcing mutants to come together and face the threats built up against them, from outside and within.

X-Corp

We’re including the X-Corp here because it’s an interesting idea, even though the concept has never actually been done well, not even in their most recent appearance in season 2 of X-Men ’97. As its name suggests, the X-Corp is a corporation, originally a charitable foundation set-up by Charles Xavier to support those harmed by the destruction of Genosha in Grant Morrison’s run, but eventually more of a business to move wealth toward mutants. Over the years, key members have included Jamie Madrox, the Multiple Man (whose detective agency X-Factor Investigations just barely misses inclusion here), and rich mutants Angel and Monet. As interesting as it is to see how the mutant metaphor intersects with capitalism, none of the various stories have done it justice.

XSE

For those who confused X-Corp with X-Corps, Banshee’s paramilitary group, and are disappointed, don’t worry. We’ve got a violent team on this list, in the most ’90s way possible. XSE or Xavier’s Security Enforcers are the X-Men of the future. Specifically, they’re the X-Men of the future from which Bishop and his sister Shard hail. Part military special forces, part police, the XSE does not mess around when it comes to enforcing Xavier’s dream. As exciting as they are, their extreme approach can open them up to some destructive mistakes, including betrayal by Trevor Fitzroy, of the evil mutant rich kids known as the Upstarts.

The post X-Tending X-Men: An Introduction to Marvel’s Other Mutant Superteams appeared first on Den of Geek.

Whenever a new James Bond movie is announced, rumors spread like wildfire. Who’s going to don the super-spy’s tux? Who’s the new Bond girl? Who’s the villain? Now that visionary director Denis Villeneuve has boarded the next Bond adventure, those rumors are once again heating up – particularly when it comes to who’s taking up […]

The post The One Element That Denis Villeneuve Needs to Bring Back to James Bond appeared first on Den of Geek.

Even after getting roundly stomped at the box office by the Avengers and other heroes, the X-Men remain Marvel‘s most popular team, characters second only to Spider-Man in wide appeal. And with good reason. Under the guidance of writer Chris Claremont—along with fellow creators such as John Byrne, John Romita Jr., and Louise Simonson—expanded the X-Men from C-list nothings to bestsellers, thanks to their combination of rich drama, high-concept genre trappings, and superhero action.

So important are the X-Men, in fact, that they’re bigger than the X-Men. Marvel has a host of mutant teams and organizations, all the better to appear in other series and maybe even carry their own titles. Some of those are known to casual fans, X-Force, X-Factor, and even Excalibur. But others require a deep dive into the world of Marvel’s Merry Mutants, which we happily supply now.

3K

One of the most recent mutant groups on this list, 3K is also one of the more troubling. As their name suggests, 3K looks toward the future, to the year 3000, where mutants will finally rule. Lead by the Chairman, an evil version of Hank McCoy a.k.a. the Beast from the future, 3K counts among its members Xavier’s cruel twin sister Cassandra Nova and Joseph, the clone of Magneto. Together, 3K hopes to spread mutation and completely replace homo sapiens, as seen in the current X-Men and Fantastic Four crossover storyline, DNX.

Exiles

For the most part, this list stays within the mainline Marvel Universe of Earth-616. But such rules and designations don’t quite apply to the Exiles, the multiversal hopping team created by Judd Winick and Mike McKone. Led by Blink, a teleporter from a reality conquered by the mutant Apocalypse, the Exiles travel from universe to universe, righting wrongs and visiting worlds not quite like our own. While they do regularly add non-mutants to the line-up, the most notable members tend to be those who carry the X-gene, including a heroic version of Sabretooth, Nightcrawler and the Scarlet Witch’s daughter Nocturne, and the shapeshifter Morph, then only seen in X-Men: The Animated Series.

Externals

A lot of these teams are pretty ’90s. But nothing is more ’90s than the Externals, a convoluted time-travel-adjacent group, that (of course) involves Cable. As you might expect from their name, the Externals all have immortality or long lives as part of their mutant abilities, mutants such as Apocalypse, Gideon, and Selene. The Externals play the long game, and plan to eventually rule over the world… providing nothing goes wrong in the early 20th century. What could go wrong? What is their big plan? None of that was made particularly clear in the plot-heavy stories of the mid-90s. But every time one of the Externals emerged from the shadows to say something cryptic and sinister about Cable, X-Force readers cheered.

Fallen Angels

The X-Men began as students at Xavier’s school, so it makes sense that Marvel would often go back to stories about teen mutants. One of the most interesting examples comes with the Fallen Angels, a spinoff of the primary teen mutant book of the ’80s, New Mutants. After thinking he killed his teammate Cannonball, Sunspot leaves the New Mutants and finds a group of mutant runaways. The original line-up included characters who would go on to become major players, Boom-Boom and Multiple Man, as well as odd-balls such as the cyborg Gomi, who loved nothing more than his pet cybernetic lobsters, Bill and Don. The ragtag nature of the original Fallen Angels meant they didn’t last for long, but another iteration popped up recently on the island of Krakoa.

Freedom Force

The Freedom Force might be the strangest group on this list, precisely because it serves as a transition point between two other mutant teams. Freedom Force began life as the second iteration of the Brotherhood of Evil Mutants, this one led by shapeshifter Mystique instead of Magneto and featuring her wife Destiny, Avalanche, Blob, and Pyro. Mystique made a deal with American official Val Cooper to work as government mutant hunters, taking the name Freedom Force and fighting against the X-Men. Eventually, but not for a long time, Cooper and the government saw the folly of using supervillains to fight their values, and eventually replaced Freedom Force with the far more successful X-Factor.

Generation X

Generation X was the third iteration of the teen mutant concept, and one of the most beloved. As its name suggests, Generation X was the ’90s version, who revived the New Mutant’s mission after that group became X-Force. However, this iteration took a decidedly different approach, following not Charles Xavier, but rather Emma Frost, the White Queen, who transformed her posh Massachusetts Academy into a branch of Xavier’s school. There, together with longtime X-Man Banshee, Frost trained the next generation of mutant heroes, including mainstay Jubilee, as well as Chamber, Synch, Cannonball’s sister Husk, and more. The team brought plenty of attitude to help realize Xavier’s dream among the youth.

Hellions

Before Generation X, Emma Frost led another team of young mutants, the Injustice Gang to the New Mutant’s Justice League called the Hellions. As interesting as that group was, the most compelling incarnation of the Hellions came much later, during the Krakoa Era, when the new soveriegn nation meant immunity for all mutants. The Hellions brought together some of the most infamous and unique X-Men villains, including Nanny and Orphan-Maker, Greycrow of the original Marauders (more on them in a minute), the Goblin Madelyne Pryor.

Led in the field by Kwannon, the Japanese version of Psylocke who had her body stolen by white English woman Betsy Braddock, the Hellions were also headed by Mister Sinister at his most devious. Throw in the Havok, the X-Men’s dumbest himbo, who is there just because he still loves his brother’s ex-wife Maddie, and the Hellions were a delightful bunch of misfits.

Marauders

Like the Hellions, the Marauders went from a supervillain team to a more heroic team in the Krakoa Era. However, in this case, the change was more pronounced, since the original Marauders were a hit squad assembled by Mister Sinister (well, assembled by Gambit, for Sinister) to enact the Mutant Massacre. At Krakoa, the Marauders were a group of sailors led by Kitty Pryde to gather mutants and bring them to the nation. Although they had very different lineups and aims, both variations of the Marauders had the same effect, forcing mutants to come together and face the threats built up against them, from outside and within.

X-Corp

We’re including the X-Corp here because it’s an interesting idea, even though the concept has never actually been done well, not even in their most recent appearance in season 2 of X-Men ’97. As its name suggests, the X-Corp is a corporation, originally a charitable foundation set-up by Charles Xavier to support those harmed by the destruction of Genosha in Grant Morrison’s run, but eventually more of a business to move wealth toward mutants. Over the years, key members have included Jamie Madrox, the Multiple Man (whose detective agency X-Factor Investigations just barely misses inclusion here), and rich mutants Angel and Monet. As interesting as it is to see how the mutant metaphor intersects with capitalism, none of the various stories have done it justice.

XSE

For those who confused X-Corp with X-Corps, Banshee’s paramilitary group, and are disappointed, don’t worry. We’ve got a violent team on this list, in the most ’90s way possible. XSE or Xavier’s Security Enforcers are the X-Men of the future. Specifically, they’re the X-Men of the future from which Bishop and his sister Shard hail. Part military special forces, part police, the XSE does not mess around when it comes to enforcing Xavier’s dream. As exciting as they are, their extreme approach can open them up to some destructive mistakes, including betrayal by Trevor Fitzroy, of the evil mutant rich kids known as the Upstarts.

The post X-Tending X-Men: An Introduction to Marvel’s Other Mutant Superteams appeared first on Den of Geek.

Magic: The Gathering is hitting the big screen soon, and it’s now scored its first cast member in Maya Hawke. Not only does this casting lend the upcoming MTG movie some nerd cred thanks to Hawke’s previous role as Robin Buckley in Stranger Things, but it also led to a tidbit of news that will […]

The post The Magic: The Gathering Movie Is Getting One Thing Right Out The Gate appeared first on Den of Geek.

Even after getting roundly stomped at the box office by the Avengers and other heroes, the X-Men remain Marvel‘s most popular team, characters second only to Spider-Man in wide appeal. And with good reason. Under the guidance of writer Chris Claremont—along with fellow creators such as John Byrne, John Romita Jr., and Louise Simonson—expanded the X-Men from C-list nothings to bestsellers, thanks to their combination of rich drama, high-concept genre trappings, and superhero action.

So important are the X-Men, in fact, that they’re bigger than the X-Men. Marvel has a host of mutant teams and organizations, all the better to appear in other series and maybe even carry their own titles. Some of those are known to casual fans, X-Force, X-Factor, and even Excalibur. But others require a deep dive into the world of Marvel’s Merry Mutants, which we happily supply now.

3K

One of the most recent mutant groups on this list, 3K is also one of the more troubling. As their name suggests, 3K looks toward the future, to the year 3000, where mutants will finally rule. Lead by the Chairman, an evil version of Hank McCoy a.k.a. the Beast from the future, 3K counts among its members Xavier’s cruel twin sister Cassandra Nova and Joseph, the clone of Magneto. Together, 3K hopes to spread mutation and completely replace homo sapiens, as seen in the current X-Men and Fantastic Four crossover storyline, DNX.

Exiles

For the most part, this list stays within the mainline Marvel Universe of Earth-616. But such rules and designations don’t quite apply to the Exiles, the multiversal hopping team created by Judd Winick and Mike McKone. Led by Blink, a teleporter from a reality conquered by the mutant Apocalypse, the Exiles travel from universe to universe, righting wrongs and visiting worlds not quite like our own. While they do regularly add non-mutants to the line-up, the most notable members tend to be those who carry the X-gene, including a heroic version of Sabretooth, Nightcrawler and the Scarlet Witch’s daughter Nocturne, and the shapeshifter Morph, then only seen in X-Men: The Animated Series.

Externals

A lot of these teams are pretty ’90s. But nothing is more ’90s than the Externals, a convoluted time-travel-adjacent group, that (of course) involves Cable. As you might expect from their name, the Externals all have immortality or long lives as part of their mutant abilities, mutants such as Apocalypse, Gideon, and Selene. The Externals play the long game, and plan to eventually rule over the world… providing nothing goes wrong in the early 20th century. What could go wrong? What is their big plan? None of that was made particularly clear in the plot-heavy stories of the mid-90s. But every time one of the Externals emerged from the shadows to say something cryptic and sinister about Cable, X-Force readers cheered.

Fallen Angels

The X-Men began as students at Xavier’s school, so it makes sense that Marvel would often go back to stories about teen mutants. One of the most interesting examples comes with the Fallen Angels, a spinoff of the primary teen mutant book of the ’80s, New Mutants. After thinking he killed his teammate Cannonball, Sunspot leaves the New Mutants and finds a group of mutant runaways. The original line-up included characters who would go on to become major players, Boom-Boom and Multiple Man, as well as odd-balls such as the cyborg Gomi, who loved nothing more than his pet cybernetic lobsters, Bill and Don. The ragtag nature of the original Fallen Angels meant they didn’t last for long, but another iteration popped up recently on the island of Krakoa.

Freedom Force

The Freedom Force might be the strangest group on this list, precisely because it serves as a transition point between two other mutant teams. Freedom Force began life as the second iteration of the Brotherhood of Evil Mutants, this one led by shapeshifter Mystique instead of Magneto and featuring her wife Destiny, Avalanche, Blob, and Pyro. Mystique made a deal with American official Val Cooper to work as government mutant hunters, taking the name Freedom Force and fighting against the X-Men. Eventually, but not for a long time, Cooper and the government saw the folly of using supervillains to fight their values, and eventually replaced Freedom Force with the far more successful X-Factor.

Generation X

Generation X was the third iteration of the teen mutant concept, and one of the most beloved. As its name suggests, Generation X was the ’90s version, who revived the New Mutant’s mission after that group became X-Force. However, this iteration took a decidedly different approach, following not Charles Xavier, but rather Emma Frost, the White Queen, who transformed her posh Massachusetts Academy into a branch of Xavier’s school. There, together with longtime X-Man Banshee, Frost trained the next generation of mutant heroes, including mainstay Jubilee, as well as Chamber, Synch, Cannonball’s sister Husk, and more. The team brought plenty of attitude to help realize Xavier’s dream among the youth.

Hellions

Before Generation X, Emma Frost led another team of young mutants, the Injustice Gang to the New Mutant’s Justice League called the Hellions. As interesting as that group was, the most compelling incarnation of the Hellions came much later, during the Krakoa Era, when the new soveriegn nation meant immunity for all mutants. The Hellions brought together some of the most infamous and unique X-Men villains, including Nanny and Orphan-Maker, Greycrow of the original Marauders (more on them in a minute), the Goblin Madelyne Pryor.

Led in the field by Kwannon, the Japanese version of Psylocke who had her body stolen by white English woman Betsy Braddock, the Hellions were also headed by Mister Sinister at his most devious. Throw in the Havok, the X-Men’s dumbest himbo, who is there just because he still loves his brother’s ex-wife Maddie, and the Hellions were a delightful bunch of misfits.

Marauders

Like the Hellions, the Marauders went from a supervillain team to a more heroic team in the Krakoa Era. However, in this case, the change was more pronounced, since the original Marauders were a hit squad assembled by Mister Sinister (well, assembled by Gambit, for Sinister) to enact the Mutant Massacre. At Krakoa, the Marauders were a group of sailors led by Kitty Pryde to gather mutants and bring them to the nation. Although they had very different lineups and aims, both variations of the Marauders had the same effect, forcing mutants to come together and face the threats built up against them, from outside and within.

X-Corp

We’re including the X-Corp here because it’s an interesting idea, even though the concept has never actually been done well, not even in their most recent appearance in season 2 of X-Men ’97. As its name suggests, the X-Corp is a corporation, originally a charitable foundation set-up by Charles Xavier to support those harmed by the destruction of Genosha in Grant Morrison’s run, but eventually more of a business to move wealth toward mutants. Over the years, key members have included Jamie Madrox, the Multiple Man (whose detective agency X-Factor Investigations just barely misses inclusion here), and rich mutants Angel and Monet. As interesting as it is to see how the mutant metaphor intersects with capitalism, none of the various stories have done it justice.

XSE

For those who confused X-Corp with X-Corps, Banshee’s paramilitary group, and are disappointed, don’t worry. We’ve got a violent team on this list, in the most ’90s way possible. XSE or Xavier’s Security Enforcers are the X-Men of the future. Specifically, they’re the X-Men of the future from which Bishop and his sister Shard hail. Part military special forces, part police, the XSE does not mess around when it comes to enforcing Xavier’s dream. As exciting as they are, their extreme approach can open them up to some destructive mistakes, including betrayal by Trevor Fitzroy, of the evil mutant rich kids known as the Upstarts.

The post X-Tending X-Men: An Introduction to Marvel’s Other Mutant Superteams appeared first on Den of Geek.

In the 1950s, many in the elite running community had begun to believe it wasn’t possible to run a mile in less than four minutes. Runners had been attempting it since the late 19th century and were beginning to draw the conclusion that the human body simply wasn’t built for the task. 

But on May 6, 1956, Roger Bannister took everyone by surprise. It was a cold, wet day in Oxford, England—conditions no one expected to lend themselves to record-setting—and yet Bannister did just that, running a mile in 3:59.4 and becoming the first person in the record books to run a mile in under four minutes. 

This shift in the benchmark had profound effects; the world now knew that the four-minute mile was possible. Bannister’s record lasted only forty-six days, when it was snatched away by Australian runner John Landy. Then a year later, three runners all beat the four-minute barrier together in the same race. Since then, over 1,400 runners have officially run a mile in under four minutes; the current record is 3:43.13, held by Moroccan athlete Hicham El Guerrouj.

We achieve far more when we believe that something is possible, and we will believe it’s possible only when we see someone else has already done it—and as with human running speed, so it is with what we believe are the hard limits for how a website needs to perform.

Establishing standards for a sustainable web

In most major industries, the key metrics of environmental performance are fairly well established, such as miles per gallon for cars or energy per square meter for homes. The tools and methods for calculating those metrics are standardized as well, which keeps everyone on the same page when doing environmental assessments. In the world of websites and apps, however, we aren’t held to any particular environmental standards, and only recently have gained the tools and methods we need to even make an environmental assessment.

The primary goal in sustainable web design is to reduce carbon emissions. However, it’s almost impossible to actually measure the amount of CO₂ produced by a web product. We can’t measure the fumes coming out of the exhaust pipes on our laptops. The emissions of our websites are far away, out of sight and out of mind, coming out of power stations burning coal and gas. We have no way to trace the electrons from a website or app back to the power station where the electricity is being generated and actually know the exact amount of greenhouse gas produced. So what do we do? 

If we can’t measure the actual carbon emissions, then we need to find what we can measure. The primary factors that could be used as indicators of carbon emissions are:

1. Data transfer 
2. Carbon intensity of electricity

Let’s take a look at how we can use these metrics to quantify the energy consumption, and in turn the carbon footprint, of the websites and web apps we create.

Data transfer

Most researchers use kilowatt-hours per gigabyte (kWh/GB) as a metric of energy efficiency when measuring the amount of data transferred over the internet when a website or application is used. This provides a great reference point for energy consumption and carbon emissions. As a rule of thumb, the more data transferred, the more energy used in the data center, telecoms networks, and end user devices.

For web pages, data transfer for a single visit can be most easily estimated by measuring the page weight, meaning the transfer size of the page in kilobytes the first time someone visits the page. It’s fairly easy to measure using the developer tools in any modern web browser. Often your web hosting account will include statistics for the total data transfer of any web application (Fig 2.1).

The nice thing about page weight as a metric is that it allows us to compare the efficiency of web pages on a level playing field without confusing the issue with constantly changing traffic volumes. 

Reducing page weight requires a large scope. By early 2020, the median page weight was 1.97 MB for setups the HTTP Archive classifies as “desktop” and 1.77 MB for “mobile,” with desktop increasing 36 percent since January 2016 and mobile page weights nearly doubling in the same period (Fig 2.2). Roughly half of this data transfer is image files, making images the single biggest source of carbon emissions on the average website. 

History clearly shows us that our web pages can be smaller, if only we set our minds to it. While most technologies become ever more energy efficient, including the underlying technology of the web such as data centers and transmission networks, websites themselves are a technology that becomes less efficient as time goes on.

You might be familiar with the concept of performance budgeting as a way of focusing a project team on creating faster user experiences. For example, we might specify that the website must load in a maximum of one second on a broadband connection and three seconds on a 3G connection. Much like speed limits while driving, performance budgets are upper limits rather than vague suggestions, so the goal should always be to come in under budget.

Designing for fast performance does often lead to reduced data transfer and emissions, but it isn’t always the case. Web performance is often more about the subjective perception of load times than it is about the true efficiency of the underlying system, whereas page weight and transfer size are more objective measures and more reliable benchmarks for sustainable web design. 

We can set a page weight budget in reference to a benchmark of industry averages, using data from sources like HTTP Archive. We can also benchmark page weight against competitors or the old version of the website we’re replacing. For example, we might set a maximum page weight budget as equal to our most efficient competitor, or we could set the benchmark lower to guarantee we are best in class. 

If we want to take it to the next level, then we could also start looking at the transfer size of our web pages for repeat visitors. Although page weight for the first time someone visits is the easiest thing to measure, and easy to compare on a like-for-like basis, we can learn even more if we start looking at transfer size in other scenarios too. For example, visitors who load the same page multiple times will likely have a high percentage of the files cached in their browser, meaning they don’t need to transfer all of the files on subsequent visits. Likewise, a visitor who navigates to new pages on the same website will likely not need to load the full page each time, as some global assets from areas like the header and footer may already be cached in their browser. Measuring transfer size at this next level of detail can help us learn even more about how we can optimize efficiency for users who regularly visit our pages, and enable us to set page weight budgets for additional scenarios beyond the first visit.

Page weight budgets are easy to track throughout a design and development process. Although they don’t actually tell us carbon emission and energy consumption analytics directly, they give us a clear indication of efficiency relative to other websites. And as transfer size is an effective analog for energy consumption, we can actually use it to estimate energy consumption too.

In summary, reduced data transfer translates to energy efficiency, a key factor to reducing carbon emissions of web products. The more efficient our products, the less electricity they use, and the less fossil fuels need to be burned to produce the electricity to power them. But as we’ll see next, since all web products demand some power, it’s important to consider the source of that electricity, too.

Carbon intensity of electricity

Regardless of energy efficiency, the level of pollution caused by digital products depends on the carbon intensity of the energy being used to power them. Carbon intensity is a term used to define the grams of CO₂ produced for every kilowatt-hour of electricity (gCO₂/kWh). This varies widely, with renewable energy sources and nuclear having an extremely low carbon intensity of less than 10 gCO₂/kWh (even when factoring in their construction); whereas fossil fuels have very high carbon intensity of approximately 200–400 gCO₂/kWh. 

Most electricity comes from national or state grids, where energy from a variety of different sources is mixed together with varying levels of carbon intensity. The distributed nature of the internet means that a single user of a website or app might be using energy from multiple different grids simultaneously; a website user in Paris uses electricity from the French national grid to power their home internet and devices, but the website’s data center could be in Dallas, USA, pulling electricity from the Texas grid, while the telecoms networks use energy from everywhere between Dallas and Paris.

We don’t have control over the full energy supply of web services, but we do have some control over where we host our projects. With a data center using a significant proportion of the energy of any website, locating the data center in an area with low carbon energy will tangibly reduce its carbon emissions. Danish startup Tomorrow reports and maps this user-contributed data, and a glance at their map shows how, for example, choosing a data center in France will have significantly lower carbon emissions than a data center in the Netherlands (Fig 2.3).

That said, we don’t want to locate our servers too far away from our users; it takes energy to transmit data through the telecom’s networks, and the further the data travels, the more energy is consumed. Just like food miles, we can think of the distance from the data center to the website’s core user base as “megabyte miles”—and we want it to be as small as possible.

Using the distance itself as a benchmark, we can use website analytics to identify the country, state, or even city where our core user group is located and measure the distance from that location to the data center used by our hosting company. This will be a somewhat fuzzy metric as we don’t know the precise center of mass of our users or the exact location of a data center, but we can at least get a rough idea. 

For example, if a website is hosted in London but the primary user base is on the West Coast of the USA, then we could look up the distance from London to San Francisco, which is 5,300 miles. That’s a long way! We can see that hosting it somewhere in North America, ideally on the West Coast, would significantly reduce the distance and thus the energy used to transmit the data. In addition, locating our servers closer to our visitors helps reduce latency and delivers better user experience, so it’s a win-win.

Converting it back to carbon emissions

If we combine carbon intensity with a calculation for energy consumption, we can calculate the carbon emissions of our websites and apps. A tool my team created does this by measuring the data transfer over the wire when loading a web page, calculating the amount of electricity associated, and then converting that into a figure for CO₂ (Fig 2.4). It also factors in whether or not the web hosting is powered by renewable energy.

If you want to take it to the next level and tailor the data more accurately to the unique aspects of your project, the Energy and Emissions Worksheet accompanying this book shows you how.

With the ability to calculate carbon emissions for our projects, we could actually take a page weight budget one step further and set carbon budgets as well. CO₂ is not a metric commonly used in web projects; we’re more familiar with kilobytes and megabytes, and can fairly easily look at design options and files to assess how big they are. Translating that into carbon adds a layer of abstraction that isn’t as intuitive—but carbon budgets do focus our minds on the primary thing we’re trying to reduce, and support the core objective of sustainable web design: reducing carbon emissions.

Browser Energy

Data transfer might be the simplest and most complete analog for energy consumption in our digital projects, but by giving us one number to represent the energy used in the data center, the telecoms networks, and the end user’s devices, it can’t offer us insights into the efficiency in any specific part of the system.

One part of the system we can look at in more detail is the energy used by end users’ devices. As front-end web technologies become more advanced, the computational load is increasingly moving from the data center to users’ devices, whether they be phones, tablets, laptops, desktops, or even smart TVs. Modern web browsers allow us to implement more complex styling and animation on the fly using CSS and JavaScript. Furthermore, JavaScript libraries such as Angular and React allow us to create applications where the “thinking” work is done partly or entirely in the browser. 

All of these advances are exciting and open up new possibilities for what the web can do to serve society and create positive experiences. However, more computation in the user’s web browser means more energy used by their devices. This has implications not just environmentally, but also for user experience and inclusivity. Applications that put a heavy processing load on the user’s device can inadvertently exclude users with older, slower devices and cause batteries on phones and laptops to drain faster. Furthermore, if we build web applications that require the user to have up-to-date, powerful devices, people throw away old devices much more frequently. This isn’t just bad for the environment, but it puts a disproportionate financial burden on the poorest in society.

In part because the tools are limited, and partly because there are so many different models of devices, it’s difficult to measure website energy consumption on end users’ devices. One tool we do currently have is the Energy Impact monitor inside the developer console of the Safari browser (Fig 2.5).

You know when you load a website and your computer’s cooling fans start spinning so frantically you think it might actually take off? That’s essentially what this tool is measuring. 

It shows us the percentage of CPU used and the duration of CPU usage when loading the web page, and uses these figures to generate an energy impact rating. It doesn’t give us precise data for the amount of electricity used in kilowatts, but the information it does provide can be used to benchmark how efficiently your websites use energy and set targets for improvement.

Antiracist economist Kim Crayton says that “intention without strategy is chaos.” We’ve discussed how our biases, assumptions, and inattention toward marginalized and vulnerable groups lead to dangerous and unethical tech—but what, specifically, do we need to do to fix it? The intention to make our tech safer is not enough; we need a strategy.

This chapter will equip you with that plan of action. It covers how to integrate safety principles into your design work in order to create tech that’s safe, how to convince your stakeholders that this work is necessary, and how to respond to the critique that what we actually need is more diversity. (Spoiler: we do, but diversity alone is not the antidote to fixing unethical, unsafe tech.)

The process for inclusive safety

When you are designing for safety, your goals are to:

• identify ways your product can be used for abuse,
• design ways to prevent the abuse, and
• provide support for vulnerable users to reclaim power and control.

The Process for Inclusive Safety is a tool to help you reach those goals (Fig 5.1). It’s a methodology I created in 2018 to capture the various techniques I was using when designing products with safety in mind. Whether you are creating an entirely new product or adding to an existing feature, the Process can help you make your product safe and inclusive. The Process includes five general areas of action:

• Conducting research
• Creating archetypes
• Brainstorming problems
• Designing solutions
• Testing for safety

The Process is meant to be flexible—it won’t make sense for teams to implement every step in some situations. Use the parts that are relevant to your unique work and context; this is meant to be something you can insert into your existing design practice.

And once you use it, if you have an idea for making it better or simply want to provide context of how it helped your team, please get in touch with me. It’s a living document that I hope will continue to be a useful and realistic tool that technologists can use in their day-to-day work.

If you’re working on a product specifically for a vulnerable group or survivors of some form of trauma, such as an app for survivors of domestic violence, sexual assault, or drug addiction, be sure to read Chapter 7, which covers that situation explicitly and should be handled a bit differently. The guidelines here are for prioritizing safety when designing a more general product that will have a wide user base (which, we already know from statistics, will include certain groups that should be protected from harm). Chapter 7 is focused on products that are specifically for vulnerable groups and people who have experienced trauma.

Step 1: Conduct research

Design research should include a broad analysis of how your tech might be weaponized for abuse as well as specific insights into the experiences of survivors and perpetrators of that type of abuse. At this stage, you and your team will investigate issues of interpersonal harm and abuse, and explore any other safety, security, or inclusivity issues that might be a concern for your product or service, like data security, racist algorithms, and harassment.

Broad research

Your project should begin with broad, general research into similar products and issues around safety and ethical concerns that have already been reported. For example, a team building a smart home device would do well to understand the multitude of ways that existing smart home devices have been used as tools of abuse. If your product will involve AI, seek to understand the potentials for racism and other issues that have been reported in existing AI products. Nearly all types of technology have some kind of potential or actual harm that’s been reported on in the news or written about by academics. Google Scholar is a useful tool for finding these studies.

Specific research: Survivors

When possible and appropriate, include direct research (surveys and interviews) with people who are experts in the forms of harm you have uncovered. Ideally, you’ll want to interview advocates working in the space of your research first so that you have a more solid understanding of the topic and are better equipped to not retraumatize survivors. If you’ve uncovered possible domestic violence issues, for example, the experts you’ll want to speak with are survivors themselves, as well as workers at domestic violence hotlines, shelters, other related nonprofits, and lawyers.

Especially when interviewing survivors of any kind of trauma, it is important to pay people for their knowledge and lived experiences. Don’t ask survivors to share their trauma for free, as this is exploitative. While some survivors may not want to be paid, you should always make the offer in the initial ask. An alternative to payment is to donate to an organization working against the type of violence that the interviewee experienced. We’ll talk more about how to appropriately interview survivors in Chapter 6.

Specific research: Abusers

It’s unlikely that teams aiming to design for safety will be able to interview self-proclaimed abusers or people who have broken laws around things like hacking. Don’t make this a goal; rather, try to get at this angle in your general research. Aim to understand how abusers or bad actors weaponize technology to use against others, how they cover their tracks, and how they explain or rationalize the abuse.

Step 2: Create archetypes

Once you’ve finished conducting your research, use your insights to create abuser and survivor archetypes. Archetypes are not personas, as they’re not based on real people that you interviewed and surveyed. Instead, they’re based on your research into likely safety issues, much like when we design for accessibility: we don’t need to have found a group of blind or low-vision users in our interview pool to create a design that’s inclusive of them. Instead, we base those designs on existing research into what this group needs. Personas typically represent real users and include many details, while archetypes are broader and can be more generalized.

The abuser archetype is someone who will look at the product as a tool to perform harm (Fig 5.2). They may be trying to harm someone they don’t know through surveillance or anonymous harassment, or they may be trying to control, monitor, abuse, or torment someone they know personally.

The survivor archetype is someone who is being abused with the product. There are various situations to consider in terms of the archetype’s understanding of the abuse and how to put an end to it: Do they need proof of abuse they already suspect is happening, or are they unaware they’ve been targeted in the first place and need to be alerted (Fig 5.3)?

You may want to make multiple survivor archetypes to capture a range of different experiences. They may know that the abuse is happening but not be able to stop it, like when an abuser locks them out of IoT devices; or they know it’s happening but don’t know how, such as when a stalker keeps figuring out their location (Fig 5.4). Include as many of these scenarios as you need to in your survivor archetype. You’ll use these later on when you design solutions to help your survivor archetypes achieve their goals of preventing and ending abuse.

It may be useful for you to create persona-like artifacts for your archetypes, such as the three examples shown. Instead of focusing on the demographic information we often see in personas, focus on their goals. The goals of the abuser will be to carry out the specific abuse you’ve identified, while the goals of the survivor will be to prevent abuse, understand that abuse is happening, make ongoing abuse stop, or regain control over the technology that’s being used for abuse. Later, you’ll brainstorm how to prevent the abuser’s goals and assist the survivor’s goals.

And while the “abuser/survivor” model fits most cases, it doesn’t fit all, so modify it as you need to. For example, if you uncovered an issue with security, such as the ability for someone to hack into a home camera system and talk to children, the malicious hacker would get the abuser archetype and the child’s parents would get survivor archetype.

Step 3: Brainstorm problems

After creating archetypes, brainstorm novel abuse cases and safety issues. “Novel” means things not found in your research; you’re trying to identify completely new safety issues that are unique to your product or service. The goal with this step is to exhaust every effort of identifying harms your product could cause. You aren’t worrying about how to prevent the harm yet—that comes in the next step.

How could your product be used for any kind of abuse, outside of what you’ve already identified in your research? I recommend setting aside at least a few hours with your team for this process.

If you’re looking for somewhere to start, try doing a Black Mirror brainstorm. This exercise is based on the show Black Mirror, which features stories about the dark possibilities of technology. Try to figure out how your product would be used in an episode of the show—the most wild, awful, out-of-control ways it could be used for harm. When I’ve led Black Mirror brainstorms, participants usually end up having a good deal of fun (which I think is great—it’s okay to have fun when designing for safety!). I recommend time-boxing a Black Mirror brainstorm to half an hour, and then dialing it back and using the rest of the time thinking of more realistic forms of harm.

After you’ve identified as many opportunities for abuse as possible, you may still not feel confident that you’ve uncovered every potential form of harm. A healthy amount of anxiety is normal when you’re doing this kind of work. It’s common for teams designing for safety to worry, “Have we really identified every possible harm? What if we’ve missed something?” If you’ve spent at least four hours coming up with ways your product could be used for harm and have run out of ideas, go to the next step.

It’s impossible to guarantee you’ve thought of everything; instead of aiming for 100 percent assurance, recognize that you’ve taken this time and have done the best you can, and commit to continuing to prioritize safety in the future. Once your product is released, your users may identify new issues that you missed; aim to receive that feedback graciously and course-correct quickly.

Step 4: Design solutions

At this point, you should have a list of ways your product can be used for harm as well as survivor and abuser archetypes describing opposing user goals. The next step is to identify ways to design against the identified abuser’s goals and to support the survivor’s goals. This step is a good one to insert alongside existing parts of your design process where you’re proposing solutions for the various problems your research uncovered.

Some questions to ask yourself to help prevent harm and support your archetypes include:

• Can you design your product in such a way that the identified harm cannot happen in the first place? If not, what roadblocks can you put up to prevent the harm from happening?
• How can you make the victim aware that abuse is happening through your product?
• How can you help the victim understand what they need to do to make the problem stop?
• Can you identify any types of user activity that would indicate some form of harm or abuse? Could your product help the user access support?

In some products, it’s possible to proactively recognize that harm is happening. For example, a pregnancy app might be modified to allow the user to report that they were the victim of an assault, which could trigger an offer to receive resources for local and national organizations. This sort of proactiveness is not always possible, but it’s worth taking a half hour to discuss if any type of user activity would indicate some form of harm or abuse, and how your product could assist the user in receiving help in a safe manner.

That said, use caution: you don’t want to do anything that could put a user in harm’s way if their devices are being monitored. If you do offer some kind of proactive help, always make it voluntary, and think through other safety issues, such as the need to keep the user in-app in case an abuser is checking their search history. We’ll walk through a good example of this in the next chapter.

Step 5: Test for safety

The final step is to test your prototypes from the point of view of your archetypes: the person who wants to weaponize the product for harm and the victim of the harm who needs to regain control over the technology. Just like any other kind of product testing, at this point you’ll aim to rigorously test out your safety solutions so that you can identify gaps and correct them, validate that your designs will help keep your users safe, and feel more confident releasing your product into the world.

Ideally, safety testing happens along with usability testing. If you’re at a company that doesn’t do usability testing, you might be able to use safety testing to cleverly perform both; a user who goes through your design attempting to weaponize the product against someone else can also be encouraged to point out interactions or other elements of the design that don’t make sense to them.

You’ll want to conduct safety testing on either your final prototype or the actual product if it’s already been released. There’s nothing wrong with testing an existing product that wasn’t designed with safety goals in mind from the onset—“retrofitting” it for safety is a good thing to do.

Remember that testing for safety involves testing from the perspective of both an abuser and a survivor, though it may not make sense for you to do both. Alternatively, if you made multiple survivor archetypes to capture multiple scenarios, you’ll want to test from the perspective of each one.

As with other sorts of usability testing, you as the designer are most likely too close to the product and its design by this point to be a valuable tester; you know the product too well. Instead of doing it yourself, set up testing as you would with other usability testing: find someone who is not familiar with the product and its design, set the scene, give them a task, encourage them to think out loud, and observe how they attempt to complete it.

Abuser testing

The goal of this testing is to understand how easy it is for someone to weaponize your product for harm. Unlike with usability testing, you want to make it impossible, or at least difficult, for them to achieve their goal. Reference the goals in the abuser archetype you created earlier, and use your product in an attempt to achieve them.

For example, for a fitness app with GPS-enabled location features, we can imagine that the abuser archetype would have the goal of figuring out where his ex-girlfriend now lives. With this goal in mind, you’d try everything possible to figure out the location of another user who has their privacy settings enabled. You might try to see her running routes, view any available information on her profile, view anything available about her location (which she has set to private), and investigate the profiles of any other users somehow connected with her account, such as her followers.

If by the end of this you’ve managed to uncover some of her location data, despite her having set her profile to private, you know now that your product enables stalking. Your next step is to go back to step 4 and figure out how to prevent this from happening. You may need to repeat the process of designing solutions and testing them more than once.

Survivor testing

Survivor testing involves identifying how to give information and power to the survivor. It might not always make sense based on the product or context. Thwarting the attempt of an abuser archetype to stalk someone also satisfies the goal of the survivor archetype to not be stalked, so separate testing wouldn’t be needed from the survivor’s perspective.

However, there are cases where it makes sense. For example, for a smart thermostat, a survivor archetype’s goals would be to understand who or what is making the temperature change when they aren’t doing it themselves. You could test this by looking for the thermostat’s history log and checking for usernames, actions, and times; if you couldn’t find that information, you would have more work to do in step 4.

Another goal might be regaining control of the thermostat once the survivor realizes the abuser is remotely changing its settings. Your test would involve attempting to figure out how to do this: are there instructions that explain how to remove another user and change the password, and are they easy to find? This might again reveal that more work is needed to make it clear to the user how they can regain control of the device or account.

Stress testing

To make your product more inclusive and compassionate, consider adding stress testing. This concept comes from Design for Real Life by Eric Meyer and Sara Wachter-Boettcher. The authors pointed out that personas typically center people who are having a good day—but real users are often anxious, stressed out, having a bad day, or even experiencing tragedy. These are called “stress cases,” and testing your products for users in stress-case situations can help you identify places where your design lacks compassion. Design for Real Life has more details about what it looks like to incorporate stress cases into your design as well as many other great tactics for compassionate design.

Do you remember when having a great website was enough? Now, people are getting answers from Siri, Google search snippets, and mobile apps, not just our websites. Forward-thinking organizations have adopted an omnichannel content strategy, whose mission is to reach audiences across multiple digital channels and platforms.

But how do you set up a content management system (CMS) to reach your audience now and in the future? I learned the hard way that creating a content model—a definition of content types, attributes, and relationships that let people and systems understand content—with my more familiar design-system thinking would capsize my customer’s omnichannel content strategy. You can avoid that outcome by creating content models that are semantic and that also connect related content. 

I recently had the opportunity to lead the CMS implementation for a Fortune 500 company. The client was excited by the benefits of an omnichannel content strategy, including content reuse, multichannel marketing, and robot delivery—designing content to be intelligible to bots, Google knowledge panels, snippets, and voice user interfaces. 

A content model is a critical foundation for an omnichannel content strategy, and for our content to be understood by multiple systems, the model needed semantic types—types named according to their meaning instead of their presentation. Our goal was to let authors create content and reuse it wherever it was relevant. But as the project proceeded, I realized that supporting content reuse at the scale that my customer needed required the whole team to recognize a new pattern.

Despite our best intentions, we kept drawing from what we were more familiar with: design systems. Unlike web-focused content strategies, an omnichannel content strategy can’t rely on WYSIWYG tools for design and layout. Our tendency to approach the content model with our familiar design-system thinking constantly led us to veer away from one of the primary purposes of a content model: delivering content to audiences on multiple marketing channels.

Two essential principles for an effective content model

We needed to help our designers, developers, and stakeholders understand that we were doing something very different from their prior web projects, where it was natural for everyone to think about content as visual building blocks fitting into layouts. The previous approach was not only more familiar but also more intuitive—at least at first—because it made the designs feel more tangible. We discovered two principles that helped the team understand how a content model differs from the design systems that we were used to:

1. Content models must define semantics instead of layout.
2. And content models should connect content that belongs together.

Semantic content models

A semantic content model uses type and attribute names that reflect the meaning of the content, not how it will be displayed. For example, in a nonsemantic model, teams might create types like teasers, media blocks, and cards. Although these types might make it easy to lay out content, they don’t help delivery channels understand the content’s meaning, which in turn would have opened the door to the content being presented in each marketing channel. In contrast, a semantic content model uses type names like product, service, and testimonial so that each delivery channel can understand the content and use it as it sees fit. 

When you’re creating a semantic content model, a great place to start is to look over the types and properties defined by Schema.org, a community-driven resource for type definitions that are intelligible to platforms like Google search.

A semantic content model has several benefits:

• Even if your team doesn’t care about omnichannel content, a semantic content model decouples content from its presentation so that teams can evolve the website’s design without needing to refactor its content. In this way, content can withstand disruptive website redesigns. 
• A semantic content model also provides a competitive edge. By adding structured data based on Schema.org’s types and properties, a website can provide hints to help Google understand the content, display it in search snippets or knowledge panels, and use it to answer voice-interface user questions. Potential visitors could discover your content without ever setting foot in your website.
• Beyond those practical benefits, you’ll also need a semantic content model if you want to deliver omnichannel content. To use the same content in multiple marketing channels, delivery channels need to be able to understand it. For example, if your content model were to provide a list of questions and answers, it could easily be rendered on a frequently asked questions (FAQ) page, but it could also be used in a voice interface or by a bot that answers common questions.

For example, using a semantic content model for articles, events, people, and locations lets A List Apart provide cleanly structured data for search engines so that users can read the content on the website, in Google knowledge panels, and even with hypothetical voice interfaces in the future.

Content models that connect

After struggling to describe what makes a good content model, I’ve come to realize that the best models are those that are semantic and that also connect related content components (such as a FAQ item’s question and answer pair), instead of slicing up related content across disparate content components. A good content model connects content that should remain together so that multiple delivery channels can use it without needing to first put those pieces back together.

Think about writing an article or essay. An article’s meaning and usefulness depends upon its parts being kept together. Would one of the headings or paragraphs be meaningful on their own without the context of the full article? On our project, our familiar design-system thinking often led us to want to create content models that would slice content into disparate chunks to fit the web-centric layout. This had a similar impact to an article that were to have been separated from its headline. Because we were slicing content into standalone pieces based on layout, content that belonged together became difficult to manage and nearly impossible for multiple delivery channels to understand.

To illustrate, let’s look at how connecting related content applies in a real-world scenario. The design team for our customer presented a complex layout for a software product page that included multiple tabs and sections. Our instincts were to follow suit with the content model. Shouldn’t we make it as easy and as flexible as possible to add any number of tabs in the future?

Because our design-system instincts were so familiar, it felt like we had needed a content type called “tab section” so that multiple tab sections could be added to a page. Each tab section would display various types of content. One tab might provide the software’s overview or its specifications. Another tab might provide a list of resources. 

Our inclination to break down the content model into “tab section” pieces would have led to an unnecessarily complex model and a cumbersome editing experience, and it would have also created content that couldn’t have been understood by additional delivery channels. For example, how would another system have been able to tell which “tab section” referred to a product’s specifications or its resource list—would that other system have to have resorted to counting tab sections and content blocks? This would have prevented the tabs from ever being reordered, and it would have required adding logic in every other delivery channel to interpret the design system’s layout. Furthermore, if the customer were to have no longer wanted to display this content in a tab layout, it would have been tedious to migrate to a new content model to reflect the new page redesign.

We had a breakthrough when we discovered that our customer had a specific purpose in mind for each tab: it would reveal specific information such as the software product’s overview, specifications, related resources, and pricing. Once implementation began, our inclination to focus on what’s visual and familiar had obscured the intent of the designs. With a little digging, it didn’t take long to realize that the concept of tabs wasn’t relevant to the content model. The meaning of the content that they were planning to display in the tabs was what mattered.

In fact, the customer could have decided to display this content in a different way—without tabs—somewhere else. This realization prompted us to define content types for the software product based on the meaningful attributes that the customer had wanted to render on the web. There were obvious semantic attributes like name and description as well as rich attributes like screenshots, software requirements, and feature lists. The software’s product information stayed together because it wasn’t sliced across separate components like “tab sections” that were derived from the content’s presentation. Any delivery channel—including future ones—could understand and present this content.

Conclusion

In this omnichannel marketing project, we discovered that the best way to keep our content model on track was to ensure that it was semantic (with type and attribute names that reflected the meaning of the content) and that it kept content together that belonged together (instead of fragmenting it). These two concepts curtailed our temptation to shape the content model based on the design. So if you’re working on a content model to support an omnichannel content strategy—or even if you just want to make sure that Google and other interfaces understand your content—remember:

• A design system isn’t a content model. Team members may be tempted to conflate them and to make your content model mirror your design system, so you should protect the semantic value and contextual structure of the content strategy during the entire implementation process. This will let every delivery channel consume the content without needing a magic decoder ring.
• If your team is struggling to make this transition, you can still reap some of the benefits by using Schema.org–based structured data in your website. Even if additional delivery channels aren’t on the immediate horizon, the benefit to search engine optimization is a compelling reason on its own.
• Additionally, remind the team that decoupling the content model from the design will let them update the designs more easily because they won’t be held back by the cost of content migrations. They’ll be able to create new designs without the obstacle of compatibility between the design and the content, and ​they’ll be ready for the next big thing. 

By rigorously advocating for these principles, you’ll help your team treat content the way that it deserves—as the most critical asset in your user experience and the best way to connect with your audience.

Do you find yourself designing screens with only a vague idea of how the things on the screen relate to the things elsewhere in the system? Do you leave stakeholder meetings with unclear directives that often seem to contradict previous conversations? You know a better understanding of user needs would help the team get clear on what you are actually trying to accomplish, but time and budget for research is tight. When it comes to asking for more direct contact with your users, you might feel like poor Oliver Twist, timidly asking, “Please, sir, I want some more.” 

Here’s the trick. You need to get stakeholders themselves to identify high-risk assumptions and hidden complexity, so that they become just as motivated as you to get answers from users. Basically, you need to make them think it’s their idea. 

In this article, I’ll show you how to collaboratively expose misalignment and gaps in the team’s shared understanding by bringing the team together around two simple questions:

1. What are the objects?
2. What are the relationships between those objects?

A gauntlet between research and screen design

These two questions align to the first two steps of the ORCA process, which might become your new best friend when it comes to reducing guesswork. Wait, what’s ORCA?! Glad you asked.

ORCA stands for Objects, Relationships, CTAs, and Attributes, and it outlines a process for creating solid object-oriented user experiences. Object-oriented UX is my design philosophy. ORCA is an iterative methodology for synthesizing user research into an elegant structural foundation to support screen and interaction design. OOUX and ORCA have made my work as a UX designer more collaborative, effective, efficient, fun, strategic, and meaningful.

The ORCA process has four iterative rounds and a whopping fifteen steps. In each round we get more clarity on our Os, Rs, Cs, and As.

I sometimes say that ORCA is a “garbage in, garbage out” process. To ensure that the testable prototype produced in the final round actually tests well, the process needs to be fed by good research. But if you don’t have a ton of research, the beginning of the ORCA process serves another purpose: it helps you sell the need for research.

In other words, the ORCA process serves as a gauntlet between research and design. With good research, you can gracefully ride the killer whale from research into design. But without good research, the process effectively spits you back into research and with a cache of specific open questions.

Getting in the same curiosity-boat

What gets us into trouble is not what we don’t know. It’s what we know for sure that just ain’t so.

Mark Twain

The first two steps of the ORCA process—Object Discovery and Relationship Discovery—shine a spotlight on the dark, dusty corners of your team’s misalignments and any inherent complexity that’s been swept under the rug. It begins to expose what this classic comic so beautifully illustrates:

This is one reason why so many UX designers are frustrated in their job and why many projects fail. And this is also why we often can’t sell research: every decision-maker is confident in their own mental picture. 

Once we expose hidden fuzzy patches in each picture and the differences between them all, the case for user research makes itself.

But how we do this is important. However much we might want to, we can’t just tell everyone, “YOU ARE WRONG!” Instead, we need to facilitate and guide our team members to self-identify holes in their picture. When stakeholders take ownership of assumptions and gaps in understanding, BAM! Suddenly, UX research is not such a hard sell, and everyone is aboard the same curiosity-boat.

Say your users are doctors. And you have no idea how doctors use the system you are tasked with redesigning.

You might try to sell research by honestly saying: “We need to understand doctors better! What are their pain points? How do they use the current app?” But here’s the problem with that. Those questions are vague, and the answers to them don’t feel acutely actionable.

Instead, you want your stakeholders themselves to ask super-specific questions. This is more like the kind of conversation you need to facilitate. Let’s listen in:

“Wait a sec, how often do doctors share patients? Does a patient in this system have primary and secondary doctors?”

“Can a patient even have more than one primary doctor?”

“Is it a ‘primary doctor’ or just a ‘primary caregiver’… Can’t that role be a nurse practitioner?”

“No, caregivers are something else… That’s the patient’s family contacts, right?”

“So are caregivers in scope for this redesign?”

“Yeah, because if a caregiver is present at an appointment, the doctor needs to note that. Like, tag the caregiver on the note… Or on the appointment?”

Now we are getting somewhere. Do you see how powerful it can be getting stakeholders to debate these questions themselves? The diabolical goal here is to shake their confidence—gently and diplomatically.

When these kinds of questions bubble up collaboratively and come directly from the mouths of your stakeholders and decision-makers, suddenly, designing screens without knowing the answers to these questions seems incredibly risky, even silly.

If we create software without understanding the real-world information environment of our users, we will likely create software that does not align to the real-world information environment of our users. And this will, hands down, result in a more confusing, more complex, and less intuitive software product.

The two questions

But how do we get to these kinds of meaty questions diplomatically, efficiently, collaboratively, and reliably? 

We can do this by starting with those two big questions that align to the first two steps of the ORCA process:

1. What are the objects?
2. What are the relationships between those objects?

In practice, getting to these answers is easier said than done. I’m going to show you how these two simple questions can provide the outline for an Object Definition Workshop. During this workshop, these “seed” questions will blossom into dozens of specific questions and shine a spotlight on the need for more user research.

Prep work: Noun foraging

In the next section, I’ll show you how to run an Object Definition Workshop with your stakeholders (and entire cross-functional team, hopefully). But first, you need to do some prep work.

Basically, look for nouns that are particular to the business or industry of your project, and do it across at least a few sources. I call this noun foraging.

Here are just a few great noun foraging sources:

• the product’s marketing site
• the product’s competitors’ marketing sites (competitive analysis, anyone?)
• the existing product (look at labels!)
• user interview transcripts
• notes from stakeholder interviews or vision docs from stakeholders

Put your detective hat on, my dear Watson. Get resourceful and leverage what you have. If all you have is a marketing website, some screenshots of the existing legacy system, and access to customer service chat logs, then use those.

As you peruse these sources, watch for the nouns that are used over and over again, and start listing them (preferably on blue sticky notes if you’ll be creating an object map later!).

You’ll want to focus on nouns that might represent objects in your system. If you are having trouble determining if a noun might be object-worthy, remember the acronym SIP and test for:

1. Structure
2. Instances
3. Purpose

Think of a library app, for example. Is “book” an object?

Structure: can you think of a few attributes for this potential object? Title, author, publish date… Yep, it has structure. Check!

Instance: what are some examples of this potential “book” object? Can you name a few? The Alchemist, Ready Player One, Everybody Poops… OK, check!

Purpose: why is this object important to the users and business? Well, “book” is what our library client is providing to people and books are why people come to the library… Check, check, check!

As you are noun foraging, focus on capturing the nouns that have SIP. Avoid capturing components like dropdowns, checkboxes, and calendar pickers—your UX system is not your design system! Components are just the packaging for objects—they are a means to an end. No one is coming to your digital place to play with your dropdown! They are coming for the VALUABLE THINGS and what they can do with them. Those things, or objects, are what we are trying to identify.

Let’s say we work for a startup disrupting the email experience. This is how I’d start my noun foraging.

First I’d look at my own email client, which happens to be Gmail. I’d then look at Outlook and the new HEY email. I’d look at Yahoo, Hotmail…I’d even look at Slack and Basecamp and other so-called “email replacers.” I’d read some articles, reviews, and forum threads where people are complaining about email. While doing all this, I would look for and write down the nouns.

(Before moving on, feel free to go noun foraging for this hypothetical product, too, and then scroll down to see how much our lists match up. Just don’t get lost in your own emails! Come back to me!)

Drumroll, please…

Here are a few nouns I came up with during my noun foraging:

• email message
• thread
• contact
• client
• rule/automation
• email address that is not a contact?
• contact groups
• attachment
• Google doc file / other integrated file
• newsletter? (HEY treats this differently)
• saved responses and templates

Scan your list of nouns and pick out words that you are completely clueless about. In our email example, it might be client or automation. Do as much homework as you can before your session with stakeholders: google what’s googleable. But other terms might be so specific to the product or domain that you need to have a conversation about them.

Aside: here are some real nouns foraged during my own past project work that I needed my stakeholders to help me understand:

• Record Locator
• Incentive Home
• Augmented Line Item
• Curriculum-Based Measurement Probe

This is really all you need to prepare for the workshop session: a list of nouns that represent potential objects and a short list of nouns that need to be defined further.

Facilitate an Object Definition Workshop

You could actually start your workshop with noun foraging—this activity can be done collaboratively. If you have five people in the room, pick five sources, assign one to every person, and give everyone ten minutes to find the objects within their source. When the time’s up, come together and find the overlap. Affinity mapping is your friend here!

If your team is short on time and might be reluctant to do this kind of grunt work (which is usually the case) do your own noun foraging beforehand, but be prepared to show your work. I love presenting screenshots of documents and screens with all the nouns already highlighted. Bring the artifacts of your process, and start the workshop with a five-minute overview of your noun foraging journey.

HOT TIP: before jumping into the workshop, frame the conversation as a requirements-gathering session to help you better understand the scope and details of the system. You don’t need to let them know that you’re looking for gaps in the team’s understanding so that you can prove the need for more user research—that will be our little secret. Instead, go into the session optimistically, as if your knowledgeable stakeholders and PMs and biz folks already have all the answers. 

Then, let the question whack-a-mole commence.

1. What is this thing?

Want to have some real fun? At the beginning of your session, ask stakeholders to privately write definitions for the handful of obscure nouns you might be uncertain about. Then, have everyone show their cards at the same time and see if you get different definitions (you will). This is gold for exposing misalignment and starting great conversations.

As your discussion unfolds, capture any agreed-upon definitions. And when uncertainty emerges, quietly (but visibly) start an “open questions” parking lot. 😉

After definitions solidify, here’s a great follow-up:

2. Do our users know what these things are? What do users call this thing?

Stakeholder 1: They probably call email clients “apps.” But I’m not sure.

Stakeholder 2: Automations are often called “workflows,” I think. Or, maybe users think workflows are something different.

If a more user-friendly term emerges, ask the group if they can agree to use only that term moving forward. This way, the team can better align to the users’ language and mindset.

OK, moving on. 

If you have two or more objects that seem to overlap in purpose, ask one of these questions:

3. Are these the same thing? Or are these different? If they are not the same, how are they different?

You: Is a saved response the same as a template?

Stakeholder 1: Yes! Definitely.

Stakeholder 2: I don’t think so… A saved response is text with links and variables, but a template is more about the look and feel, like default fonts, colors, and placeholder images. 

Continue to build out your growing glossary of objects. And continue to capture areas of uncertainty in your “open questions” parking lot.

If you successfully determine that two similar things are, in fact, different, here’s your next follow-up question:

4. What’s the relationship between these objects?

You: Are saved responses and templates related in any way?

Stakeholder 3:  Yeah, a template can be applied to a saved response.

You, always with the follow-ups: When is the template applied to a saved response? Does that happen when the user is constructing the saved response? Or when they apply the saved response to an email? How does that actually work?

Listen. Capture uncertainty. Once the list of “open questions” grows to a critical mass, pause to start assigning questions to groups or individuals. Some questions might be for the dev team (hopefully at least one developer is in the room with you). One question might be specifically for someone who couldn’t make it to the workshop. And many questions will need to be labeled “user.” 

Do you see how we are building up to our UXR sales pitch?

5. Is this object in scope?

Your next question narrows the team’s focus toward what’s most important to your users. You can simply ask, “Are saved responses in scope for our first release?,” but I’ve got a better, more devious strategy.

By now, you should have a list of clearly defined objects. Ask participants to sort these objects from most to least important, either in small breakout groups or individually. Then, like you did with the definitions, have everyone reveal their sort order at once. Surprisingly—or not so surprisingly—it’s not unusual for the VP to rank something like “saved responses” as #2 while everyone else puts it at the bottom of the list. Try not to look too smug as you inevitably expose more misalignment.

I did this for a startup a few years ago. We posted the three groups’ wildly different sort orders on the whiteboard.

The CEO stood back, looked at it, and said, “This is why we haven’t been able to move forward in two years.”

Admittedly, it’s tragic to hear that, but as a professional, it feels pretty awesome to be the one who facilitated a watershed realization.

Once you have a good idea of in-scope, clearly defined things, this is when you move on to doing more relationship mapping.

6. Create a visual representation of the objects’ relationships

We’ve already done a bit of this while trying to determine if two things are different, but this time, ask the team about every potential relationship. For each object, ask how it relates to all the other objects. In what ways are the objects connected? To visualize all the connections, pull out your trusty boxes-and-arrows technique. Here, we are connecting our objects with verbs. I like to keep my verbs to simple “has a” and “has many” statements.

This system modeling activity brings up all sorts of new questions:

• Can a saved response have attachments?
• Can a saved response use a template? If so, if an email uses a saved response with a template, can the user override that template?
• Do users want to see all the emails they sent that included a particular attachment? For example, “show me all the emails I sent with ProfessionalImage.jpg attached. I’ve changed my professional photo and I want to alert everyone to update it.” 

Solid answers might emerge directly from the workshop participants. Great! Capture that new shared understanding. But when uncertainty surfaces, continue to add questions to your growing parking lot.

Light the fuse

You’ve positioned the explosives all along the floodgates. Now you simply have to light the fuse and BOOM. Watch the buy-in for user research flooooow.

Before your workshop wraps up, have the group reflect on the list of open questions. Make plans for getting answers internally, then focus on the questions that need to be brought before users.

Here’s your final step. Take those questions you’ve compiled for user research and discuss the level of risk associated with NOT answering them. Ask, “if we design without an answer to this question, if we make up our own answer and we are wrong, how bad might that turn out?” 

With this methodology, we are cornering our decision-makers into advocating for user research as they themselves label questions as high-risk. Sorry, not sorry. 

Now is your moment of truth. With everyone in the room, ask for a reasonable budget of time and money to conduct 6–8 user interviews focused specifically on these questions. 

HOT TIP: if you are new to UX research, please note that you’ll likely need to rephrase the questions that came up during the workshop before you present them to users. Make sure your questions are open-ended and don’t lead the user into any default answers.

Final words: Hold the screen design!

Seriously, if at all possible, do not ever design screens again without first answering these fundamental questions: what are the objects and how do they relate?

I promise you this: if you can secure a shared understanding between the business, design, and development teams before you start designing screens, you will have less heartache and save more time and money, and (it almost feels like a bonus at this point!) users will be more receptive to what you put out into the world. 

I sincerely hope this helps you win time and budget to go talk to your users and gain clarity on what you are designing before you start building screens. If you find success using noun foraging and the Object Definition Workshop, there’s more where that came from in the rest of the ORCA process, which will help prevent even more late-in-the-game scope tugs-of-war and strategy pivots. 

All the best of luck! Now go sell research!