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Cartons are used to style CSS. In fact, the whole website is made of containers, from the website viewport to components on a webpage. However, there are times when we have a fresh element that forces us to reevaluate our design strategy.

Square features, for instance, make it fun to play with round picture areas. Mobile display holes and electronic keyboards offer issues to best manage content that stays clear of them. Additionally, dual-screen or portable devices force us to consider how to make the most of the available space in various device configurations.

These latest changes to the online platform have made it both more challenging and fascinating to design items. They’re wonderful opportunities for us to break out of our triangular containers.

I’d like to talk about a new feature similar to the above: the Window Controls Overlay for Progressive Web Apps ( PWAs ).

Democratic Web Apps are bridging the gap between websites and apps. They combine the best of both worlds. On the one hand, they are flexible, shareable, and stable, just like websites. On the other hand, they provide more effective features, work online, and read documents just like local apps.

As a style area, PWAs are really exciting because they challenge us to think about what mixing online and device-native user interface can get. We have more than 40 years of experience telling us what software may look like, especially on desktop computers, and it can be challenging to get out of this psychological design.

At the end of the day though, PWAs on desktops are constrained to the glass they appear in: a square with a name bar at the top.

What a standard desktops PWA app looks like:

Sure, as the author of a PWA, you get to choose the color of the title bar (using the Web Application Manifest theme_color house ), but that’s about it.

What if we could consider other ways and reclaim the whole window in the app? Doing so would give us a chance to create our programs more wonderful and feel more included in the operating system.

This is exactly what the Window Controls Overlay provides. This innovative PWA operation makes it possible to take advantage of the full floor area of the app, including where the name bar usually appears.

About the subject bar and glass controls

Let’s get started with an explanation of the screen and name table settings.

The title bar is the place displayed at the top of an game glass, which frequently contains the phone’s name. The controls are displayed at the top of an app’s window, along with the buttons that enable it to reduce, maximize, nearby, and close it.

Window Controls Overlay removes the natural barrier of the name bar and windows controls areas. The title bar and glass control buttons can be overlayed on top of the user’s internet material, allowing it to free up the entire height of the game window.

If you are reading this article on a desktop computer, get a quick glance at another software. Prospects are they’re currently doing something similar to this. In fact, the internet browser you are using uses the major area to show tabs.

Spotify displays album artwork to the top of the application window at the very top.

Microsoft Word uses the available title bar space to display the auto-save and search functionalities, and more.

The whole point of this feature is to allow you to make use of this space with your own content while providing a way to account for the window control buttons. And it makes it possible to offer this modified experience across a variety of platforms without having a negative impact on browsers or other devices that don’t support Window Controls Overlay. After all, PWAs are all about progressive enhancement, so this feature is a chance to enhance your app to use this extra space when it’s available.

Let’s use the feature.

For the rest of this article, we’ll be working on a demo app to learn more about using the feature.

The demo app is called 1DIV. Users can create designs using CSS and a single HTML element in a simple CSS playground.

The app has two pages. The first lists your existing CSS designs:

The second page enables you to create and edit CSS designs:

We can install the app as a PWA on the desktop because I added a straightforward web manifest and service representative. Here is what it looks like on macOS:

And on Windows:

Our app is looking good, but the white title bar in the first page is wasted space. It would be really nice if the design area extended to the top of the app window on the second page.

Let’s use the Window Controls Overlay feature to improve this.

Enabling Window Controls Overlay

The feature is still experimental at the moment. To try it, you need to enable it in one of the supported browsers.

It has currently been incorporated into Chromium as a result of a collaboration between Microsoft and Google. We can therefore use it in Chrome or Edge by going to the internal about: //flags page, and enabling the Desktop PWA Window Controls Overlay flag.

Using the overlay of window controls

To use the feature, we need to add the following display_override member to our web app’s manifest file:

{ "name": "1DIV", "description": "1DIV is a mini CSS playground", "lang": "en-US", "start_url": "/", "theme_color": "#ffffff", "background_color": "#ffffff", "display_override": [ "window-controls-overlay" ], "icons": [ ... ]}

On the surface, the feature is really simple to use. The only thing we need to change is this manifest change, which will make the title bar disappear and convert the window controls into an overlay.

However, to provide a great experience for all users regardless of what device or browser they use, and to make the most of the title bar area in our design, we’ll need a bit of CSS and JavaScript code.

Here is how the app currently looks:

Our logo, search field, and NEW button are now partially covered by the window controls, but the title bar has been removed, which is what we wanted. Our layout now begins at the top of the window.

It’s similar on Windows, with the difference that the close, maximize, and minimize buttons appear on the right side, grouped together with the PWA control buttons:

Using CSS to keep clear of the window controls

New CSS environment variables have also been introduced along with the feature:

• titlebar-area-x
• titlebar-area-y
• titlebar-area-width
• titlebar-area-height

You use these variables with the CSS env ( ) function to position your content where the title bar would have been while ensuring it won’t overlap with the window controls. Our header, which includes the logo, search bar, and NEW button, will be placed using two of the variables in our case.

header { position: absolute; left: env(titlebar-area-x, 0); width: env(titlebar-area-width, 100%); height: var(--toolbar-height);}

The titlebar-area-x variable gives us the distance from the left of the viewport to where the title bar would appear, and titlebar-area-width is its width. (Remember, this is not equivalent to the width of the entire viewport, just the title bar portion, which as noted earlier, doesn’t include the window controls.)

By doing this, we make sure our content remains fully visible. We’re also defining fallback values (the second parameter in the env() function) for when the variables are not defined (such as on non-supporting browsers, or when the Windows Control Overlay feature is disabled).

Now our header adapts to its surroundings, and it doesn’t feel like the window control buttons have been added as an afterthought. The interface resembles a native app much more.

Changing the window controls background color so it blends in

Now let’s take a closer look at our second page: the CSS playground editor.

Not very good. Our CSS demo area does go all the way to the top, which is what we wanted, but the way the window controls appear as white rectangles on top of it is quite jarring.

We can fix this by changing the app’s theme color. There are several definitions for it:

PWAs can define a theme color in the web app manifest file using the theme_color manifest member. The OS then uses this color in a variety of ways. On desktop platforms, it is used to provide a background color to the title bar and window controls.
• Websites can use the theme-color meta tag as well. It’s used by browsers to customize the color of the UI around the web page. For PWAs, this color can override the manifest theme_color.

In our case, we can set the manifest theme_color to white to provide the right default color for our app. The OS will read this color value when the app is installed and use it to make the window controls background color white. This color works great for our main page with the list of demos.

The theme-color meta tag can be changed at runtime, using JavaScript. So we can do that to override the white with the right demo background color when one is opened.

What will we do with this function:

function themeWindow(bgColor) { document.querySelector("meta[name=theme-color]").setAttribute('content', bgColor);}

With this in place, we can imagine how using color and CSS transitions can produce a smooth change from the list page to the demo page, and enable the window control buttons to blend in with the rest of the app’s interface.

Dragging the window

Now, getting rid of the title bar entirely does have an important accessibility consequence: it’s much more difficult to move the application window around.

Users can drag and click their way to a sizable area in the title bar, but when using the Window Controls Overlay feature, they are limited to where the control buttons are, and must carefully place their fingers in between these buttons to move the window.

Fortunately, this can be fixed using CSS with the app-region property. This property is, for now, only supported in Chromium-based browsers and needs the -webkit- vendor prefix. 

We can use the following to make any feature of the app a drag target for the window:

-webkit-app-region: drag;

It is also possible to explicitly make an element non-draggable:

-webkit-app-region: no-drag; 

These choices might be beneficial to us. We can make the entire header a dragging target, but make the search field and NEW button within it non-draggable so they can still be used as normal.

However, because the editor page doesn’t display the header, users wouldn’t be able to drag the window while editing code. Let’s take a different strategy, then. We’ll create another element before our header, also absolutely positioned, and dedicated to dragging the window.

...

.drag { position: absolute; top: 0; width: 100%; height: env(titlebar-area-height, 0); -webkit-app-region: drag;}

With the above code, we’re making the draggable area span the entire viewport width, and using the titlebar-area-height variable to make it as tall as what the title bar would have been. This way, our draggable area is aligned with the window control buttons as shown below.

And, now, to make sure our search field and button remain usable:

header .search,header .new { -webkit-app-region: no-drag;}

Users can click and drag where the title bar used to be using the above code. It is an area that users expect to be able to use to move windows on desktop, and we’re not breaking this expectation, which is good.

Adapting to window resize

It may be useful for an app to know both whether the window controls overlay is visible and when its size changes. The search field, logo, and button would need to be pushed down a little bit if the user made the window very narrow.

The Window Controls Overlay feature comes with a JavaScript API we can use to do this: navigator.windowControlsOverlay.

Three intriguing things are provided by the API:

• navigator.windowControlsOverlay.visiblelets us know whether the overlay is visible.
• navigator.windowControlsOverlay.getBoundingClientRect()lets us know the position and size of the title bar area.
• navigator.windowControlsOverlay.ongeometrychangelets us know when the visibility or size change.

Let’s use this to be aware of the size of the title bar area and move the header down if it’s too narrow.

if (navigator.windowControlsOverlay) { navigator.windowControlsOverlay.addEventListener('geometrychange', () => { const { width } = navigator.windowControlsOverlay.getBoundingClientRect(); document.body.classList.toggle('narrow', width < 250); });}

In the example above, we set the narrow class on the body of the app if the title bar area is narrower than 250px. We could do something similar with a media query, but using the windowControlsOverlay API has two advantages for our use case:

• It’s only fired when the feature is supported and used, we don’t want to adapt the design otherwise.
• We can see the title bar area on different operating systems, which is great because Mac and Windows have different title bar sizes. Using a media query wouldn’t make it possible for us to know exactly how much space remains.

.narrow header { top: env(titlebar-area-height, 0); left: 0; width: 100%;}

When the window is too small, we can use the above CSS code to move our header down and the thumbnails down in accordance with this.

Thirty pixels of exciting design opportunities

We were able to turn our simple demo app into something that felt so much more integrated on desktop devices by using the Window Controls Overlay feature. Something that reaches out of the usual window constraints and provides a custom experience for its users.

In reality, this feature only gives us about 30 more pixels of room and presents challenges when using the window controls. And yet, this extra room and those challenges can be turned into exciting design opportunities.

More devices of all shapes and forms get invented all the time, and the web keeps on evolving to adapt to them. To make it easier for us web authors to integrate more and more fully with those devices, new features are added to the web platform. From watches or foldable devices to desktop computers, we need to evolve our design approach for the web. We can now think outside the rectangular box when building for the web.

So let’s embrace this. Let’s use the standard technologies already at our disposal, and experiment with new ideas to provide tailored experiences for all devices, all from a single codebase!

If you have the chance to try the Window Controls Overlay feature and have feedback on it, you can open issues in the spec’s repository. It’s still early in the development of this feature, and you can help make it even better. You can also look at this demo app and the source code, the feature’s existing documentation, or the feature’s existing documentation.

However, we’re still very far from this best.

At the time, I didn’t realize yet how to functionally combine morality. Yes, I did discover some tools in past projects that had worked for me, such as using checklists, assumption monitoring, and “dark fact” sessions, but I wasn’t able to use them in every task. I was still struggling for time and support, and at best I had only partially achieved a higher ( moral ) quality of design—which is far from my definition of structurally integrated.

I made a deeper investigation into the causes of business failure that prevent us from practicing social style every day. Today, after much research and experimentation, I believe that I’ve found the code that will let us functionally combine morality. And it’s amazingly easy! However, we must first focus out to understand what we’re going through.

Control the system

Unfortunately, the capitalist system, which promotes commercialism and inequality, is obsessed with the utopian dream of infinite growth. Sea levels, temperature, and our demand for energy continue to rise unquestioned, while the divide between rich and poor continues to increase. Owners expect ever-higher returns on their investments, and firms feel forced to set short-term goals that reflect this. Over the past few years, those goals have transformed our well-meaning human-centered attitude into a potent tool that encourages ever-higher levels of consumption. When we’re working for an organization that pursues “double-digit growth” or “aggressive sales targets” ( which is 99 percent of us ), that’s very hard to resist while remaining human friendly. We’re a part of the problem, despite our best efforts and the fact that we like to claim that we provide solutions for people.

What can we do to alter this?

We may begin by acting on the appropriate level of the system. System scholar Donna H. Meadows after outlined ways to increase the effectiveness of a system. When you apply these to architecture, you get:

You can change figures like functionality results or the number of layout critiques at the lowest level of effectiveness. But none of that may change the direction of a business.
• Similarly, affecting buffers ( such as team budgets ), stocks ( such as the number of designers ), flows ( such as the number of new hires ), and delays ( such as the time that it takes to hear about the effect of design ) won’t significantly affect a company.
• Instead of focusing on feedback loops like control power, employee reputation, or design-system investments, a company can improve its ability to achieve its goals. But that doesn’t alter the goals themselves, which means that the business may also work against your ethical-design ideals.
• Most ethical-design efforts’ current focus is on the exchange of social techniques, toolkits, articles, conferences, workshops, and other topics. This is also where social style has remained largely theoretical. We’ve been focusing on the wrong level of the system all this day.
• Consider rules, for instance; they consistently defeat information. There can be commonly accepted guidelines, such as how fund works, or a sprint group’s concept of done. However, illegal laws meant to keep income, frequently revealed through comments like” the customer didn’t request for it” or “don’t make it too big” is also smother social style.
• Changing the rules without holding formal power is extremely difficult. That’s why the next stage is thus important: self-organization. Bottom-up initiatives, interest projects, self-steering teams, and research all contribute to a company’s resilience and creativity. It’s precisely this diversity of viewpoints that’s needed to functionally address major structural issues like materialism, wealth inequality, and climate change.
• But objectives and metrics are even more powerful than self-organization. Our companies want to make more money, which means that everything and everyone in the company does their best to… make the company more money. And once I realized that profit is nothing more than a measurement, I understood how crucial a very specific, defined metric can be toward pushing a company in a certain direction.

What is the takeaway? If we truly want to incorporate ethics into our daily design practice, we must first change the measurable objectives of the company we work for, from the bottom up.

Redefine success

Traditionally, we consider a product or service successful if it’s desirable to humans, technologically feasible, and financially viable. You tend to see these represented as equals, if you type the three words in a search engine, you’ll find diagrams of three equally sized, evenly arranged circles.

However, we all know that the three dimensions are not equally important: viability is ultimately what determines whether a product will go live. So a more realistic representation might look like this:

The means are feasibility and desire, and viability is the aim. Companies—outside of nonprofits and charities—exist to make money.

A genuinely purpose-driven company would try to reverse this dynamic: it would recognize finance for what it was intended for: a means. Therefore, both feasibility and viability are effective means of achieving the company’s goals. It makes intuitive sense: to achieve most anything, you need resources, people, and money. Fun fact: the Italian language does not distinguish between viability and feasibility; both are merely fattibilità.

But simply swapping viable for desirable isn’t enough to achieve an ethical outcome. Desirability is still linked to consumerism because the associated activities aim to identify what people want—whether it’s good for them or not. When it comes to a product’s desirability goals, such as user satisfaction or conversion, don’t take into account whether it is good for people. They don’t prevent us from creating products that distract or manipulate people or stop us from contributing to society’s wealth inequality. They are unsuitable for striking a healthy balance with the natural world.

There’s a fourth dimension of success that’s missing: our designs also need to be ethical in the effect that they have on the world.

This is hardly a new idea. There are many variations of these models, some calling the fourth dimension accountability, integrity, or responsibility. What I’ve never seen before, however, is the necessary step that comes after: to influence the system as designers and to make ethical design more practical, we must create objectives for ethical design that are achievable and inspirational. There is no single way to accomplish this because it depends greatly on your country’s values, culture, and industry. But I’ll give you the version that I developed with a group of colleagues at a design agency. Consider it a template to get started.

pursue equity, sustainability, and well-being

We created objectives that address design’s effect on three levels: individual, societal, and global.

An objective on the individual level teaches us that success transcends the typical area of focus on usability and satisfaction, taking into account factors like how much time and effort are required from users. We pursued well-being:

We create products and services that allow for people’s health and happiness. Our solutions are non-misleading, transparent, and calm. We respect our users ‘ time, attention, and privacy, and help them make healthy and respectful choices.

A societal goal requires us to consider our impact beyond the mere user, widening our focus to the economy, communities, and other involuntary parties. We called this objective equity:

We create products and services that have a positive social impact. We think of racial justice, racial justice, and the inclusion and diversity of people as teams, users, and customer segments. We listen to local culture, communities, and those we affect.

Finally, the global goal on the global level aims to keep us in harmony with our only true home, humanity. Referring to it simply as sustainability, our definition was:

We create products and services that reward sufficiency and reusability. Our products are repurposed, given, and given priority to making sustainable choices in order to support the circular economy. We deliver functionality instead of ownership, and we limit energy use.

In essence, ethical design ( to us ) meant achieving well-being for each user and an equitable value distribution within society through a design that can sustain our living planet. When we introduced these objectives in the company, for many colleagues, design ethics and responsible design suddenly became tangible and achievable through practical—and even familiar—actions.

Measure impact

However, defining these goals is still insufficient. What truly caught the attention of senior management was the fact that we created a way to measure every design project’s well-being, equity, and sustainability.

This overview provides examples of metrics you can use to measure your progress toward equity, well-being, and sustainability:

There’s a lot of power in measurement. As the saying goes, what gets measured gets done. This example was once provided by Donella Meadows:

” If the desired system state is national security, and that is defined as the amount of money spent on the military, the system will produce military spending. It may or may not lead to national security.

This phenomenon explains why desirability is a poor indicator of success: it’s typically defined as the increase in customer satisfaction, session length, frequency of use, conversion rate, churn rate, download rate, and so on. But none of these metrics increase the health of people, communities, or ecosystems. What if we instead used metrics for ( digital ) well-being, like ( reduced ) screen time or software energy consumption, to measure success?

There’s another important message here. If we were to choose the wrong metric for calmness, such as the number of interface elements, we might still end up with a screen that makes us anxious, even if we set an objective to create a calm interface. Choosing the wrong metric can completely undo good intentions.

Additionally, choosing the right metric is enormously helpful in focusing the design team. Once you complete the task of selecting metrics for our goals, you are forced to consider what success looks like in terms of words and how you can demonstrate that you’ve accomplished your ethical goals. It also forces you to consider what we as designers have control over: what can I include in my design or change in my process that will lead to the right type of success? The response to this query is very concise and focused.

And finally, it’s good to remember that traditional businesses run on measurements, and managers love to spend much time discussing charts ( ideally hockey-stick shaped ) —especially if they concern profit, the one-above-all of metrics. For good or ill, to improve the system, to have a serious discussion about ethical design with managers, we’ll need to speak that business language.

daily ethical design

Once you’ve defined your objectives and you have a reasonable idea of the potential metrics for your design project, only then do you have a chance to structurally practice ethical design. It” simply” turns into a matter of using your imagination and sprinkling from the knowledge and tools that are already at your disposal.

I think this is quite exciting! It opens a whole new set of challenges and considerations for the design process. Would a simple illustration suffice, or should you go with that energizing video? Which typeface is the most calm and inclusive? What fresh techniques and tools do you employ? When is the website’s end of life? How can you provide the same service while requiring less attention from users? How can you ensure that those who are impacted by decisions are present when they are made? How can you measure our effects?

The definition of success will fundamentally alter what doing good design entails.

There is, however, a final piece of the puzzle that’s missing: convincing your client, product owner, or manager to be mindful of well-being, equity, and sustainability. For this, it’s essential to engage stakeholders in a dedicated kickoff session.

Kick it off or return to the pre-existing

The kickoff is the most important meeting that can be so easy to forget to include. There are two main stages in it: 1 ) coordinating expectations; 2 ) defining success as a goal.

In the first phase, the entire ( design ) team goes over the project brief and meets with all the relevant stakeholders. Everyone gets to know one another and express their expectations on the outcome and their contributions to achieving it. Discussion and assumptions are raised. The aim is to get on the same level of understanding and to in turn avoid preventable miscommunications and surprises later in the project.

For instance, we had an online kickoff meeting with the client, a subject matter expert, and two other designers for a recent freelance project that aimed to create a digital platform that facilitates the documentation and communication of US student advisors. We used a combination of canvases on Miro: one with questions from” Manual of Me” ( to get to know each other ), a Team Canvas ( to express expectations ), and a version of the Project Canvas to align on scope, timeline, and other practical matters.

The above is the traditional purpose of a kickoff. However, agreeing on the project’s success means expressing expectations just as crucial as expressing expectations in terms of desire, viability, feasibility, and ethics. What are the objectives in each dimension?

It’s crucial to reach an understanding of what success means at this early stage because you can depend on it for the duration of the project. If, for example, the design team wants to build an inclusive app for a diverse user group, they can raise diversity as a specific success criterion during the kickoff. If the client agrees, the team can refer back to that promise throughout the project. As we agreed in our first meeting, having A and B’s diverse user group is essential to creating a successful product. So we do activity X and follow research process Y”. Compare those odds to a scenario where the team had to request permission halfway through the project and didn’t agree to it in advance. The client might argue that that came on top of the agreed scope—and she’d be right.

In the case of this freelance project, to define success I prepared a round canvas that I call the Wheel of Success. A set of outer rings is used to measure the objectives, as well as an inner ring that is intended to capture ideas for those objectives. The rings are divided into five dimensions of successful design: healthy, equitable, sustainable, desirable, feasible, and viable.

We explored each dimension and recorded ideas on digital sticky notes. Then we discussed our ideas and verbally agreed on the most important ones. For example, our client agreed that sustainability and progressive enhancement are important success criteria for the platform. Additionally, the subject-matter expert stressed the value of involving students from underprivileged and low-income groups in the design process.

After the kickoff, we summarized our ideas and shared understanding in a project brief that captured these aspects:

the project’s history and purpose: What is the purpose of this project?
• the problem definition: what do we want to solve?
• the concrete goals and metrics for each success dimension: what do we want to achieve?
• how will we go about defining the scope, process, and role descriptions?

With such a brief in place, you can use the agreed-upon objectives and concrete metrics as a checklist of success, and your design team will be ready to pursue the right objective—using the tools, methods, and metrics at their disposal to achieve ethical outcomes.

Conclusion

A number of my coworkers have questioned me over the past year,” Where do I begin with ethical design?” My answer has always been the same: organize a session with your stakeholders to ( re ) define success. Even though you might not always be 100 percent successful in agreeing on goals that cover all responsibility objectives, that beats the alternative ( the status quo ) every time. There’s no skipping this step if you want to be an ethical, responsible designer.

To be even more specific: if you consider yourself a strategic designer, your challenge is to define ethical objectives, set the right metrics, and conduct those kick-off sessions. If you think of yourself as a system designer, you need to first understand how your industry influences consumerism and inequality, how finance drives business, and how to think creatively about how to best influence the system. Then redefine success to create the space to exercise those levers.

And for those who consider themselves service designers or UX designers or UI designers: if you truly want to have a positive, meaningful impact, stay away from the toolkits and meetups and conferences for a while. Gather your coworkers to set design goals for sustainability, well-being, and equity. Engage your stakeholders in a workshop and challenge them to think of ways to achieve and measure those ethical goals. Take their ideas, make them clear and tangible, ask for their consent, and hold them to it.

Otherwise, I’m genuinely sorry to say, you’re wasting your precious time and creative energy.

Of course, engaging your stakeholders in this way can be uncomfortable. Many of my coworkers had questions to ask, such as” Will they take this seriously”?,” Will they take it seriously?” and “Can’t we just do it within the design team instead”? In fact, a product manager once asked me why ethics couldn’t just be a structured part of the design process—to just do it without spending the effort to define ethical objectives. It’s a tempting thought, isn’t it? We wouldn’t have to have difficult discussions with stakeholders about what values or which key-performance indicators to pursue. It would let us focus on what we like and do best: designing.

However, as systems theory suggests, that’s not enough. For those of us who aren’t from marginalized groups and have the privilege to be able to speak up and be heard, that uncomfortable space is exactly where we need to be if we truly want to make a difference. We can’t continue to live in the design-for-designers bubble and enjoy our privileged working-from-home environment without access to the real world. For those of us who have the possibility to speak up and be heard: if we solely keep talking about ethical design and it remains at the level of articles and toolkits—we’re not designing ethically. It’s just theory. By challenging them to redefine success in business, we must actively engage with our colleagues and clients.

With a bit of courage, determination, and focus, we can break out of this cage that finance and business-as-usual have built around us and become facilitators of a new type of business that can see beyond financial value. We simply need to come to terms with the right goals when starting each design project, identify the appropriate metrics, and acknowledge that we already have everything in place. That’s what it means to do daily ethical design.

For their inspiration and support over the years, I would like to thank Emanuela Cozzi Schettini, José Gallegos, Annegret Bönemann, Ian Dorr, Vera Rademaker, Virginia Rispoli, Cecilia Scolaro, Rouzbeh Amini, and many others.

The mobile-first design approach is excellent because it concentrates on what the customer truly needs, is well-practiced, and has become a standard design practice for years. But developing your CSS mobile-first should also be wonderful, too…right?

Well, not necessarily. Classic mobile-first CSS development is based on the principle of overwriting style declarations: you begin your CSS with default style declarations, and overwrite and/or add new styles as you add breakpoints with min-width media queries for larger viewports (for a good overview see “What is Mobile First CSS and Why Does It Rock?”). But all those exceptions create complexity and inefficiency, which in turn can lead to an increased testing effort and a code base that’s harder to maintain. Admit it—how many of us willingly want that?

Mobile-first CSS may yet be the best option for your own projects, but you need to first determine how ideal it is in light of the physical design and user interactions you’re trying to create. To help you get started, here’s how I go about tackling the elements you need to watch for, and I’ll discuss some alternative remedies if mobile-first doesn’t seem to fit your job.

merits of mobile-first technology

Some of the benefits of mobile-first CSS creation, and why it’s been the de facto growth strategy for so long, make a lot of sense:

Development pyramid. A good development hierarchy is something you can definitely get from mobile-first; you simply get developing while paying attention to the mobile view.

tested and verified. It’s a tried and tested technique that’s worked for years for a cause: it solves a problem actually also.

prioritizes the smart viewpoint. The smart watch is the simplest and perhaps the most crucial because it covers all of the crucial user journeys and frequently accounts for more user visits ( depending on the project ) in terms of both simple and crucial aspects.

Prevents desktop-centric growth. It can be tempting to first focus on the desktop perspective because desktop computers are used for growth. No one wants to spend their time retrofitting a desktop-centric website to function on mobile devices, but thinking about wireless right away keeps us from getting stuck later on!

Drawbacks of mobile-first

Model declarations can be set at higher breakpoints and therefore overwritten at higher breakpoints:

more complicated. The farther up the target order you go, the more unnecessary script you inherit from lower thresholds.

higher CSS precision Styles that have been returned to the default value in a class name charter then have a higher precision. This can be a pain on big projects when you want to preserve the CSS candidates as simple as possible.

Needs more regression analysis. All higher thresholds must be regression tested if changes to CSS at a lower see ( such as adding a new style ) are required.

The browser can’t prioritize CSS downloads. At wider breakpoints, classic mobile-first min-width media queries don’t leverage the browser’s capability to download CSS files in priority order.

Home price issue is overruled by the issue.

There is nothing inherently wrong with overwriting beliefs, CSS was designed to do just that. Even so, inheriting wrong values can be laborious and ineffective. When you have to replace styles to restore them back to their defaults, which may cause issues after, especially if you are using a combination of bespoke CSS and power classes, it can also lead to more fashion precision. We won’t be able to use a power school for a design that has been restore with a higher precision.

With this in mind, I’m developing CSS with a focus on the default values much more these days. Since there’s no specific order, and no chains of specific values to keep track of, this frees me to develop breakpoints simultaneously. I concentrate on finding common styles and isolating the specific exceptions in closed media query ranges (that is, any range with a max-width set). 

As you can view each breakpoint as a clean slate, this approach opens up some opportunities. It’s acceptable and can be coded in the default style sheet if a component’s layout appears to be based on Flexbox at all breakpoints. But if it looks like Grid would be much better for large screens and Flexbox for mobile, these can both be done entirely independently when the CSS is put into closed media query ranges. Additionally, developing simultaneously requires you to have a thorough understanding of any given component in all breakpoints right away. This can help identify issues in the design more quickly during the development process. We don’t want to get stuck down a rabbit hole building a complex component for mobile, and then get the designs for desktop and find they are equally complex and incompatible with the HTML we created for the mobile view!

Although this strategy won’t work for everyone, I urge you to try it. There are plenty of tools available to support concurrent development, including Responsively App, Blisk, and many others.

Having said that, I don’t feel the order itself is particularly relevant. If you like to work on one device at a time, are comfortable with focusing on the mobile view, and are familiar with the requirements for other breakpoints, then you should definitely follow the classic development order. It’s crucial to find common styles and exceptions in the appropriate stylesheet, which is a manual tree-shaking procedure! Personally, I find this a little easier when working on a component across breakpoints, but that’s by no means a requirement.

In practice, closed media query ranges

We overwrite the styles in the classic mobile-first CSS, but we can prevent this by using media query ranges. To illustrate the difference ( I’m using SCSS for brevity ), let’s assume there are three visual designs:

• smaller than 768
• from 768 to less than 1024
• 1024 and anything larger

Take a simple example where a block-level element has a default padding of “20px,” which is overwritten at tablet to be “40px” and set back to “20px” on desktop.

.my-block { padding: 20px; @media (min-width: 768px) { padding: 40px; } @media (min-width: 1024px) { padding: 20px; }}

.my-block { padding: 20px; @media (min-width: 768px) and (max-width: 1023.98px) { padding: 40px; }}

The subtle difference is that the mobile-first example sets the default padding to “20px” and then overwrites it at each breakpoint, setting it three times in total. In contrast, the second example sets the default padding to “20px” and only overrides it at the relevant breakpoint where it isn’t the default value (in this instance, tablet is the exception).

The goal is to: 

• Only set styles when needed. 
• Not set them with the expectation of overwriting them later on, again and again. 

To this end, closed media query ranges are our best friend. If we need to make a change to any given view, we make it in the CSS media query range that applies to the specific breakpoint. We’ll be much less likely to introduce unwanted alterations, and our regression testing only needs to focus on the breakpoint we have actually edited. 

Taking the above example, if we find that .my-block spacing on desktop is already accounted for by the margin at that breakpoint, and since we want to remove the padding altogether, we could do this by setting the mobile padding in a closed media query range.

.my-block {  @media (max-width: 767.98px) {    padding: 20px;  }  @media (min-width: 768px) and (max-width: 1023.98px) {    padding: 40px;  }}

The browser default padding for our block is “0,” so instead of adding a desktop media query and using unset or “0” for the padding value (which we would need with mobile-first), we can wrap the mobile padding in a closed media query (since it is now also an exception) so it won’t get picked up at wider breakpoints. At the desktop breakpoint, we won’t need to set any padding style, as we want the browser default value.

Bundling versus separating the CSS

Back in the day, keeping the number of requests to a minimum was very important because the browser's concurrent requests limit (typically around six ) was high. In consequence, using image sprites and CSS bundling was the norm, with all the CSS being downloaded as a single stylesheet with the highest priority.

With HTTP/2 and HTTP/3 now on the scene, the number of requests is no longer the big deal it used to be. By using a media query, we can break CSS into several files. The obvious benefit of this is that the browser can now request the CSS it currently requires with a higher priority than the CSS it doesn't. This is more performant and can reduce the overall time page rendering is blocked.

What version of HTTP do you use?

Go to your website and open your browser's dev tools to find out which version of HTTP you're using. Next, select the Network tab and make sure the Protocol column is visible. If "h2" is included in the protocol list, that indicates that HTTP/2 is being used.

Note: To check the Protocol column in your browser's dev tools, right-click any column header ( such as Name ), go to the Network tab, reload your page, and then check the Protocol column.

Also, if your website is still using HTTP/1... WHY?! What are you waiting for? Excellent user support exists for HTTP/2.

splitting the CSS

Separating the CSS into individual files is a worthwhile task. Linking the separate CSS files using the relevant media attribute allows the browser to identify which files are needed immediately (because they’re render-blocking) and which can be deferred. Based on this, it allocates each file an appropriate priority.

In the following example of a website visited on a mobile breakpoint, we can see the mobile and default CSS are loaded with" Highest" priority, as they are currently needed to render the page. The last three CSS files ( print, tablet, and desktop ) are still being downloaded in case they're needed later, but with" Lowest" priority.

Before rendering can begin, the browser will need to download and parse the CSS file when using bundled CSS.

While, as noted, with the CSS separated into different files linked and marked up with the relevant media attribute, the browser can prioritize the files it currently needs. Using closed media query ranges allows the browser to do this at all widths, as opposed to classic mobile-first min-width queries, where the desktop browser would have to download all the CSS with Highest priority. We can’t assume that desktop users always have a fast connection. For instance, in many rural areas, internet connection speeds are still slow. 

Depending on project requirements, the media queries and the number of separate CSS files will vary from project to project, but the example below might look similar.

Depending on the project’s deployment strategy, a change to one file (mobile.css, for example) would only require the QA team to regression test on devices in that specific media query range. Compare that to the prospect of deploying the single bundled site.css file, an approach that would normally trigger a full regression test.

Moving on

The adoption of mobile-first CSS was a significant development milestone because it allowed front-end developers to concentrate on mobile web applications rather than creating websites for desktop use and attempting to retrofit them to work on other devices.

I don't think anyone wants to return to that development model again, but it's important we don't lose sight of the issue it highlighted: that things can easily get convoluted and less efficient if we prioritize one particular device—any device—over others. For this reason, it seems natural to concentrate on the CSS in its own right, keeping an eye on both the default setting and the exceptions. I've started to notice subtle simplifications in the CSS I write for myself as well as other developers, and that the testing and maintenance work is also a little more organized and effective.

In general, simplifying CSS rule creation whenever we can is ultimately a cleaner approach than going around in circles of overrides. However, the project must fit the methodology you choose. For the reasons given, mobile-first may turn out to be the best option for the situation, but first you must fully comprehend the trade-offs you're entering.

In tomorrow’s data-driven environment, it’s becoming more and more common for a UX specialist to be asked to create a personal digital experience, whether it’s a common website, user portal, or local application. However while there continues to be no lack of marketing buzz around personalization systems, we also have very few defined approaches for implementing personalized UX.

That’s where we come in. After completing tens of personalisation projects over the past few years, we gave ourselves a purpose: could you make a systematic personalization platform especially for UX practitioners? A human-centered personalization program can be established using the Personalization Pyramid, which covers data, classification, content delivery, and overall objectives. By using this strategy, you will be able to understand the core elements of a modern, UX-driven personalization system ( or at the very least understand enough to get started ).

Getting Started

We’ll assume that you are already comfortable with the fundamentals of modern personalization for the purposes of this article. A nice guide can be found these: Website Personalization Planning. Although Graphic jobs in this field can take a variety of forms, they frequently start from the same place.

Common scenarios for starting a personalisation task:

• Your business or client made a purchase to support personalization of a content management system ( CMS ), marketing automation platform ( MAP ), or other related technology.
• The CMO, CDO, or CIO has identified personalisation as a target
• User data is unclear or disjointed.
• You are running some secluded targeting strategies or A/B tests
• On personalization method, participants disagree.
• Mandate of customer privacy rules ( e. g. GDPR ) requires revisiting existing user targeting practices

Regardless of where you begin, a powerful personalization system will require the same key creating stones. These are the “levels” on the tower, as we’ve made them. Whether you are a UX artist, scholar, or planner, understanding the core components may help make your contribution effective.

From top to bottom, the amounts include:

North Star: What larger corporate goal is driving the personalization system?
1. Objectives: What are the specific, tangible benefits of the system?
2. Touchpoints: Where will you get customized service?
3. Contexts and Campaigns: What personalization information does the person view?
4. What constitutes a distinct, accessible market according to consumer parts?
5. Actionable information: What dependable and credible information is captured by our professional platform to generate personalization?
6. What more extensive set of data is conceivable ( as of right now in our environment ) for personalization?

We’ll go through each of these amounts in turn. To make this more bearable, we created a deck of cards that accompany it to show particular examples from each stage. We’ve found them helpful in customisation pondering periods, and will include cases for you here.

Starting at the Top

The tower has the following elements:

North Star

What overall goal do you have with your personalization system ( big or small ) is a northern star. The North Star defines the (one ) overall mission of the personalization program. What do you hope to accomplish? North Stars cast a ghost. The larger the sun, the larger the darkness. Example of North Starts may contain:

Function: Optimize based on fundamental customer inputs. Examples:” Raw” messages, basic search effects, system user settings and settings options, general flexibility, basic improvements
1. Feature: Self-contained customisation component. Examples:” Cooked” notifications, advanced optimizations ( geolocation ), basic dynamic messaging, customized modules, automations, recommenders
2. Experience: Individualized person experiences across a range of consumer flows and interactions. Examples: Email campaigns, landing pages, advanced messaging ( i. e. C2C chat ) or conversational interfaces, larger user flows and content-intensive optimizations ( localization ).
3. Solution: Highly distinctive, personalized solution experiences. Example: Standalone, branded experience with personalization at their base, like the “algotorial” songs by Spotify quite as Discover Weekly.

Goals

Personalization can help speed up designing with user intentions, as in any great UX design. Goals are the military and tangible metrics that may prove the entire program is effective. Start with your existing analytics and calculation system, as well as indicators you can benchmark against. In some cases, new targets may be suitable. The most important thing to remember is that personalisation is more of a means of achieving an objective than a desired result. Popular targets include:

• Conversion
• Time spent on work
• Net promoter score ( NPS)
• achievement of the client

Touchpoints

Touchpoints are where the personalisation happens. One of your main responsibilities as a UX artist will be in this area. The connections available to you will depend on how your personalization and associated technology features are instrumented, and should be rooted in improving a person’s experience at a certain point in the trip. Touchpoints can be multi-device ( mobile, in-store, website ), but they can also be more specific ( web banner, web pop-up, etc. ). Voici some illustrations:

Touchpoints at the channel level

• Email: Role
• Email opens at what time?
• In-store display ( JSON endpoint )
• Native app
• Search

Wireframe-level Touchpoints

• Web overlay
• Web alert bar
• Web banner
• Web content block
• menu on the web

If you’re designing for web interfaces, for example, you will likely need to include personalized “zones” in your wireframes. Based on our next step, context, and campaigns, the content for these can be presented programmatically in touchpoints.

Contexts and Campaigns

Once you’ve identified some touchpoints, you can decide what kind of personalized content a user will receive. Many personalization tools will refer to these as” campaigns” ( so, for example, a campaign on a web banner for new visitors to the website ). These will be displayed programmatically to specific user segments at specific touchpoints, as defined by user data. At this stage, we find it helpful to consider two separate models: a context model and a content model. The context helps you consider whether a user is engaging with the personalization process at the moment, such as when they are simply browsing the web or engaging in a deep dive. Think of it in terms of information retrieval behaviors. The content model can then guide you in deciding which personalization to use in terms of the context ( for instance, an” Enrich” campaign that features related articles might be a good substitute for extant content ).

Personalization Context Model:

1. Browse
2. Skim
3. Nudge
4. Feast

Content model for personalization

1. Alert
2. Make Easier
3. Cross-Sell
4. Enrich

If you’d like to read more about each of these models, check out Colin’s Personalization Content Model and Jeff’s Personalization Context Model.

User Groups

User segments can be created prescriptively or adaptively, based on user research ( e. g. via rules and logic tied to set user behaviors or via A/B testing ). You will need to consider how to treat the logged-in visitor, the guest or returning visitor, for whom you may have a stateful cookie ( or another post-cookie identifier ), or the authenticated visitor at the least. Here are some examples from the personalization pyramid:

• Unknown
• Guest
• Authenticated
• Default
• Referred
• Role
• Cohort
• Unique ID

Actionable information

Every organization with any digital presence has data. It’s a matter of examining what user data you can ethically collect, its inherent reliability and value, and how you can use it ( sometimes referred to as “data activation” ). Fortunately, the tide is turning to first-party data: a recent study by Twilio estimates some 80 % of businesses are using at least some type of first-party data to personalize the customer experience.

First-party data has a number of benefits for the user experience, including being relatively simple to collect, more likely to be accurate, and less susceptible to the” creep factor” of third-party data. So a key part of your UX strategy should be to determine what the best form of data collection is on your audiences. Voici some illustrations:

There is a progression of profiling when it comes to recognizing and making decisioning about different audiences and their signals. As time and confidence and data volume increase, it varies to more granular constructs about smaller and smaller cohorts of users.

While some combination of implicit / explicit data is generally a prerequisite for any implementation ( more commonly referred to as first party and third-party data ) ML efforts are typically not cost-effective directly out of the box. This is because optimization requires a strong data backbone and content repository. But these approaches should be considered as part of the larger roadmap and may indeed help accelerate the organization’s overall progress. At this point, you will typically work with key stakeholders and product owners to create a profiling model. The profiling model includes defining approach to configuring profiles, profile keys, profile cards and pattern cards. a scalable, multi-faceted approach to profiling.

Pulling it Together

The cards serve as the foundation for an inventory of sorts ( we provide blanks for you to tailor your own ), a set of potential levers and motivations for the kind of personalization activities you aspire to deliver, but they are more valuable when grouped together.

In assembling a card “hand”, one can begin to trace the entire trajectory from leadership focus down through a strategic and tactical execution. It serves as the foundation for the workshops that both co-authors have conducted to build a program backlog, which would make a good article topic.

In the meantime, what is important to note is that each colored class of card is helpful to survey in understanding the range of choices potentially at your disposal, it is threading through and making concrete decisions about for whom this decisioning will be made: where, when, and how.

Lay Down Your Cards

Near, medium, and long-term goals must be taken into account in any sustainable personalization strategy. Even with the leading CMS platforms like Sitecore and Adobe or the most exciting composable CMS DXP out there, there is simply no “easy button” wherein a personalization program can be stood up and immediately view meaningful results. Having said that, all personalization activities follow the same grammatical convention, just like every sentence contains both nouns and verbs. These cards attempt to map that territory.

Humility, a writer’s most important quality, has a great circle to it. What about sincerity, an business manager’s vital value? Or a doctor’s? Or a student’s? They all have excellent sounding voices. When humility is our guiding light, the course is usually available for fulfillment, development, relation, and commitment. We’ll discuss why in this book.

That said, this is a guide for developers, and to that conclusion, I’d like to begin with a story—well, a voyage, actually. It’s a personal one, and I’m going to make myself prone as well. I call it:

The Ludicrous Pate of Justin: The Tale of Justin

When I was coming out of arts school, a long-haired, goateed novice, write was a known quantity to me, design on the web, however, was riddled with complexities to understand and learn, a problem to be solved. Although I had formal training in typography, layout, and creative design, what most intrigued me was how these traditional skills could be applied to a young online landscape. This style would eventually form the rest of my profession.

So I devoured HTML and JavaScript novels into the wee hours of the morning and self-taught myself how to code during my freshman year rather than student and go into print like many of my companions. I wanted—nay, needed—to better understand the underlying relevance of what my design decisions may think when rendered in a website.

The so-called” Wild West” of website design existed in the late 1990s and the early 2000s. Manufacturers at the time were all figuring out how to use layout and visual connection to the online environment. What regulations were in place? How may we break them and also engage, entertain, and present information? How could my values, which include value, humility, and relation, go along with that on a more general degree? I was eager to find out.

Those are amazing factors between non-career relationships and the world of design, even though I’m talking about a different time. What are your main passions, or ideals, that elevate medium? The main themes are the same, basically the same as what we previously discussed on the immediate parallels between what fulfills you, independent of the physical or digital realms.

First within tables, animated GIFs, Flash, then with Web Standards, divs, and CSS, there was personality, raw unbridled creativity, and unique means of presentment that often defied any semblance of a visible grid. Splash screens and “browser requirement” pages aplenty. Usability and accessibility were typically victims of such a creation, but such paramount facets of any digital design were largely (and, in hindsight, unfairly) disregarded at the expense of experimentation.

For instance, this iteration of my personal portfolio site (” the pseudoroom” ) from that time was experimental if not a little overt in terms of visualizing how the idea of a living sketchbook was conveyed. Quite skeuomorphic. On this one, we would first picture and then slip a Photoshop record back and forth to trap things up and play with various customer interactions. I co-founded the creative task organizing app Milanote and my dear friend, fellow designer Marc Clancy. Finally, I’d break it down and script it into a modern layout.

Along with pattern book pieces, the site even offered free downloads for Mac OS customizations: desktop wallpapers that were successfully design experimentation, custom-designed typefaces, and desktop icons.

GUI Galaxy was a design, pixel art, and Mac-centric news portal that graphic designer friends and I developed from around the same time.

Design news portals were incredibly popular at the time, and they now accept Tweet-sized, small-format versions of relevant news from the categories I previously covered. If you took Twitter, curated it to a few categories, and wrapped it in a custom-branded experience, you’d have a design news portal from the late 90s / early 2000s.

We had evolved into a bandwidth-sensitive, award-winning, much more accessibility-conscious website using web standards. Still ripe with experimentation, yet more mindful of equitable engagement. Below are some content panes that show general news (tech, design ) and news centered on Mac. We also offered many of the custom downloads I cited before as present on my folio site but branded and themed to GUI Galaxy.

The presentation layer consists of international design, illustration, and news author collaboration, and the backbone of the website was a homegrown CMS. And the collaboration effort here, in addition to experimentation on a’ brand’ and content delivery, was hitting my core. We were creating a global audience by creating something bigger than just one of us.

Collaboration and connection transcend medium in their impact, immensely fulfilling me as a designer.

Why am I going down this design memory lane with you, now? Two reasons.

First, there’s a reason for the nostalgia for that design era ( the” Wild West” era, as I put it ): the inherent exploration, personality, and creativity that dominated many design portals and personal portfolio websites. Ultra-finely detailed pixel art UI, custom illustration, bespoke vector graphics, all underpinned by a strong design community.

The web design industry has experienced stagnation in recent years. I suspect there’s a strong chance you’ve seen a site whose structure looks something like this: a hero image / banner with text overlaid, perhaps with a lovely rotating carousel of images ( laying the snark on heavy there ), a call to action, and three columns of sub-content directly beneath. Perhaps there are selections that vaguely relate to their respective content in an icon library.

Design, as it’s applied to the digital landscape, is in dire need of thoughtful layout, typography, and visual engagement that goes hand-in-hand with all the modern considerations we now know are paramount: usability. accessibility. Load times and bandwidth- sensitive content delivery. A user-friendly presentation that connects with people wherever they are. We must be mindful of, and respectful toward, those concerns—but not at the expense of creativity of visual communication or via replicating cookie-cutter layouts.

Pixel Issues

Websites during this period were often designed and built on Macs whose OS and desktops looked something like this. Although Mac OS 7.5 is available, 8 and 9 are not very different.

How could any single icon, at any point, stand out and grab my attention? This fascinated me. In this example, the user’s desktop is tidy, but think of a more realistic example with icon pandemonium. Or, let’s say an icon was a part of a larger system group ( fonts, extensions, control panels ): how did it maintain cohesion within the group as well?

These were 32 x 32 pixel creations, utilizing a 256-color palette, designed pixel-by-pixel as mini mosaics. Under such absurd constraints, this seemed to me to be the embodiment of digital visual communication. And often, ridiculous restrictions can yield the purification of concept and theme.

So I started doing my homework and conducting my research. I was a student of this new medium, hungry to dissect, process, discover, and make it my own.

I wanted to see how I could use that 256-color palette to push the boundaries of a 32×32 pixel grid, expanding upon the idea of exploration. Those ridiculous constraints forced a clarity of concept and presentation that I found incredibly appealing. I was thrust into the digital gauntlet because of it. And so, in my dorm room into the wee hours of the morning, I toiled away, bringing conceptual sketches into mini mosaic fruition.

These are some of my creations that I made using ResEdit, the only program I had at the time, to create icons. ResEdit was a clunky, built-in Mac OS utility not really made for exactly what we were using it for. Research is at the center of all of this endeavor. Challenge. Problem-solving Again, these core connection-based values are agnostic of medium.

There’s one more design portal I want to talk about, which also serves as the second reason for my story to bring this all together.

This is the Kaliber 1000, or K10k, short for. K10k was founded in 1998 by Michael Schmidt and Toke Nygaard, and was the design news portal on the web during this period. It was the place to be, my friend, with its pixel art-fueled presentation, ultra-focused care given to every aspect of every detail, and many of the more influential designers of the time who were invited to be news authors on the site. With respect where respect is due, GUI Galaxy’s concept was inspired by what these folks were doing.

For my part, the combination of my web design work and pixel art exploration began to get me some notoriety in the design scene. K10k eventually added me as one of their very select group of news writers to the website’s content.

Amongst my personal work and side projects —and now with this inclusion—in the design community, this put me on the map. Additionally, my design work has started to appear on other design news portals, as well as in publications abroad and domestically. With that degree of success while in my early twenties, something else happened:

I actually changed into a massive asshole in about a year of high school, not less. The press and the praise became what fulfilled me, and they went straight to my head. They inflated my ego. I actually felt somewhat superior to my fellow designers.

The casualties? My design stagnated. Its evolution, which is what I evolved, has stagnated.

I felt so supremely confident in my abilities that I effectively stopped researching and discovering. When I used to lead myself to iterate through concepts or sketches, I leaped right into Photoshop. I drew my inspiration from the smallest of sources ( and with blinders on ). Any criticism of my work from my fellow students was frequently vehemently dissented. The most tragic loss: I had lost touch with my values.

My ego almost destroyed some of my friendships and blossoming professional relationships. I was toxic in talking about design and in collaboration. But thankfully, candor was a gift from those same friends. They called me out on my unhealthy behavior.

It was a gift I initially did not accept but which I, on the whole, was able to reflect on in depth. I was soon able to accept, and process, and course correct. Although the realization made me feel uneasy, the re-awakening was necessary. I let go of the “reward” of adulation and re-centered upon what stoked the fire for me in art school. Most importantly, I returned to my fundamental values.

Always Students

Following that temporary decline, my personal and professional design journey advanced. And I could self-reflect as I got older to facilitate further growth and course correction as needed.

Let’s use the Large Hadron Collider as an example. The LHC was designed” to help answer some of the fundamental open questions in physics, which concern the basic laws governing the interactions and forces among the elementary objects, the deep structure of space and time, and in particular the interrelation between quantum mechanics and general relativity”. Thank you, Wikipedia.

Around fifteen years ago, in one of my earlier professional roles, I designed the interface for the application that generated the LHC’s particle collision diagrams. These diagrams are the depiction of what is actually happening inside the Collider during any given particle collision event and are frequently regarded as works of art by themselves.

Designing the interface for this application was a fascinating process for me, in that I worked with Fermilab physicists to understand what the application was trying to achieve, but also how the physicists themselves would be using it. In order to accomplish this, in this role,

I cut my teeth on usability testing, working with the Fermilab team to iterate and improve the interface. To me, how they spoke and what they talked about was like an alien tongue. And by making myself humble and working under the mindset that I was but a student, I made myself available to be a part of their world to generate that vital connection.

I also had the opportunity to observe the physicists ‘ use of the tool in their own homes, on their own terminals, during my first ethnographic observation. For example, one takeaway was that due to the level of ambient light-driven contrast within the facility, the data columns ended up using white text on a dark gray background instead of black text-on-white. This made it easier for them to pore over a lot of data during the day and lessen their strain on their eyes. And Fermilab and CERN are government entities with rigorous accessibility standards, so my knowledge in that realm also grew. Another crucial form of communication was the barrier-free design.

So to those core drivers of my visual problem-solving soul and ultimate fulfillment: discovery, exposure to new media, observation, human connection, and evolution. Before I entered those values, I had to check my ego before entering it, which opened the door to those values.

An evergreen willingness to listen, learn, understand, grow, evolve, and connect yields our best work. I want to pay attention to the words “grow” and “evolve” in that statement in particular. If we are always students of our craft, we are also continually making ourselves available to evolve. Yes, we have completed years of design research. Or the focused lab sessions from a UX bootcamp. or the work portfolio with monograms. Or, ultimately, decades of a career behind us.

However, with all that being said, experience does not make one an “expert.”

As soon as we close our minds via an inner monologue of’ knowing it all’ or branding ourselves a” #thoughtleader” on social media, the designer we are is our final form. The artist we can be will never be there.

I am imaginative. What I do involves science. It’s a puzzle. I prefer to let it be done through me rather than through me.

I am imaginative. Not all aspiring artists approve of this tag. Not all people see themselves in this manner. Some innovative people incorporate technology into their work. I honor their assertion, which is true. Perhaps I also have a little bit of fear for them. However, my thinking and being are unique.

Apologizing and qualifying in advance is a diversion. That’s what my head does to destroy me. I’ll leave it alone for today. I may regret and be qualified at any time. After I’ve said what I should have. which is difficult enough.

Except when it is simple and flows like a wine valley.

Sometimes it does go that method. Maybe I have to make something right away. I’ve learned to avoid saying it right away because people think you don’t work hard enough when you know it’s the best idea when you’re on the go and you know it’s the best idea.

Sometimes I just work until the plan strikes me. It occasionally arrives right away, but I don’t remind people for three weeks. Maybe I get so excited about an idea that just came along that I blurt it out and didn’t stop myself. like a child who discovered a medal in one of his Cracker Jacks. I occasionally manage to get away with this. Yes, that is the best idea, but sometimes another persons disagree. The majority of the time, they don’t, and I regret that joy has faded.

Joy should be saved for the meeting, where it will matter. Certainly the informal get-together that comes before that meeting with two more meetings. Nothing understands why we hold these gatherings. We keep saying we’re going to get rid of them, but we just keep trying to find different ways to get them. They occasionally yet are good. But occasionally they detract from the real job. Depending on what you do and where you do it, the ratio between when conferences are valuable and when they are a sad distraction vary. And who you are and how you go about doing it. Suddenly, I digress. I am imaginative. That is the design.

Often, a lot of diligent and persistent work ends up with something that is rarely useful. Maybe I have to accept that and move on to the next task.

Don’t inquire about the procedure. I am imaginative.

I am imaginative. I have no control over my desires. And I have no power over my best tips.

I can chisel aside, surround myself with information or photos, and occasionally that works. I can go for a move, which occasionally works. There is a Eureka, which has nothing to do with boiling pots and sizzling oil, and I may be making dinner. I frequently have a plan for action when I wake up. The idea that may have saved me disappears almost as frequently as I become aware and part of the world once more in a senseless wind of oblivion. For imagination, in my opinion, originates in that other world. the one that we enter in ambitions and, possibly, before and after death. I’m not a writer, so that’s up to writers to think about. I am imaginative. And it’s for philosophers to build massive soldiers in their imaginative world that they claim to be true. But that is yet another diversion. And a sad one. Possibly on a much bigger issue than whether or not I am creative. But that’s not how I came around, though.

Often, the outcome is evasion. And suffering. You are familiar with the adage” the tortured musician”? Even when the artist attempts to create a soft drink song, a callback in a worn-out sitcom, or a budget request, that noun is correct.

Some individuals who detest being called artistic perhaps been closeted artists, but that’s between them and their gods. No offence here. Your facts is also true. But I should take care of me.

Designers are recognized as artists.

Negatives are aware of cons, just like queers are aware of queers, just like real rappers are aware of true rappers. People have a lot of regard for designers. We respect, follow, and nearly deify the excellent ones. Of course, deifying any person is a horrible error. We have been given warning. We are more knowledgeable. We are aware that people are really people. Because they are clay, like us, they squabble, they are depressed, they regret making the most important decisions, they are poor and hungry, they can be violent, and they can be as ridiculous as we can. But. But. However, they produce something incredible. They give birth to something that may not exist before them and couldn’t occur without. They are the inspirations of thought. And I suppose I should add that they are the mother of technology because it’s just lying it. Ba ho backside! That’s done, I suppose. Continue.

Because we compare our personal small accomplishments to those of the great ones, artists denigrate them. Wonderful graphics! I‘m not Miyazaki, so I‘m not. That is glory right now. That is glory straight out of the mouth of God. This meagre much creation that I made? It essentially fell off the back of the pumpkin vehicle. The carrots weren’t actually new, either.

Artists is aware that they are at best Salieri. Yet Mozart’s original artists hold that opinion.

I am imaginative. In my hallucinations, my former artistic managers are the ones who judge me because I haven’t worked in advertising in 30 times. They are correct to do that. When it really counts, my brain goes flat because I am too lazy and simplistic. No medication is available to treat artistic difficulties.

I am imaginative. Every project I create has a goal that makes Indiana Jones appear older and snoring in a balcony head. The more I pursue creativity, the faster I can complete my work, and the longer I obsess over my ideas and whizz around in circles before I can complete that task.

I can move ten times more quickly than those who aren’t creative, those who have just been creative for a short while, and those who have just had a short time of creative work. Only that I spend twice as long as they do putting the job off before I work ten times as quickly as they do. When I put my mind to it, I am so confident in my ability to do a great career. I have an addiction to the delay rush. I’m still so scared of jumping.

I don’t create art.

I am imaginative. Never a performer. Though as a child, I had a dream that I would one day become that. Some of us criticize our abilities and like our own selves because we are not Michelangelos and Warhols. At least we aren’t in elections, which is narcissism.

I am imaginative. Despite my belief in reason and science, I make decisions based on my own senses and instincts. and sit in the aftermath of both the triumphs and disasters.

I am imaginative. Another artists, who see things differently, will find every syllable I’ve said irritate me. Ask two artists a topic and find three opinions. Our dispute, our interest in it, and our commitment to our own truth, at least in my opinion, are the proof that we are creative, no matter how we does think about it.

I am imaginative. I lament my lack of taste in the areas of human knowledge that I know quite small, that is to say about everything. And I put my ego before everything else in the places that are most important to me, or perhaps more precisely, to my passions. Without my passions, I may probably have to spend time staring living in the eye, which almost none of us can do for very long. No seriously. Actually, no. Because so much in existence is intolerable if you really look at it.

I am imaginative. I think that when I’m gone, some of the good parts of me will stay in the head of at least one additional person, just like a family does.

Working frees me from worrying about my job.

I am imaginative. I fear that my little product will disappear without warning.

I am imaginative. I spend way too much time making the next thing, given that almost nothing I create did achieve the level of greatness I conceive of.

I am imaginative. I think there is the greatest secret in the process. I think I have to consider it so strongly that I actually made the foolish decision to publish an essay I wrote without having to go through or edit. I swear I didn’t accomplish this frequently. But I did it right away because I was even more frightened of forgetting what I was saying because I was afraid of you seeing through my sad gestures toward the beautiful.

There. I believe I said it correctly.

I’d like you to consider this a “yes … and” piece to complement Joe’s post. Instead of refuting everything he’s saying, I’m pointing out some areas where AI may make real, positive impacts on people with disabilities. To be clear, I’m not saying that there aren’t real challenges or pressing problems with AI that need to be addressed; there are, and we’ve needed to address them, like, yesterday; instead, I want to take a moment to talk about what’s possible so that we can find it one day.

Other text

Joe’s article spends a lot of time addressing computer-vision models ‘ ability to create other words. He raises a lot of valid points about the state of the world right now. And while computer-vision concepts continue to improve in the quality and complexity of information in their information, their benefits aren’t wonderful. As he rightly points out, the state of image research is currently very poor, especially for some graphic types, in large part due to the lack of context for which AI systems look at images ( which is a result of having separate “foundation” models for words analysis and picture analysis ). Today’s models aren’t trained to distinguish between images that are contextually relevant ( which should probably have descriptions ) and those that are purely decorative ( which might not even need a description ) either. Nonetheless, I still think there’s possible in this area.

As Joe points out, human-in-the-loop editing of ctrl text should definitely be a factor. And if AI can intervene to provide a starting place for alt text, even if the swift might say What is this BS? That’s not correct at all … Let me try to offer a starting point— I think that’s a win.

If we can specifically station a design to examine image usage in context, this may help us more quickly determine which images are likely to be elegant and which ones are likely to be descriptive. That will help clarify which situations require image descriptions, and it will increase authors ‘ effectiveness in making their sites more visible.

While complex images—like graphs and charts—are challenging to describe in any sort of succinct way ( even for humans ), the image example shared in the GPT4 announcement points to an interesting opportunity as well. Let’s say you came across a map that merely stated the chart’s name and the type of representation it was:” Pie chart comparing smartphone use to have phone usage in US households making under$ 30, 000 annually.” ( That would be a pretty bad alt text for a chart because it frequently leaves many unanswered questions about the data, but let’s just assume that was the description in place. ) If your website knew that that picture was a pie graph ( because an ship model concluded this ), imagine a world where people could ask questions like these about the creative:

• Do more people use feature phones or smartphones?
• How many more?
• Is there a group of people that don’t fall into either of these buckets?
• How many people are that?

For a moment, the chance to learn more about images and data in this way could be revolutionary for people with low vision and blindness as well as for those with various forms of color blindness, cognitive disabilities, and other issues. It could also be useful in educational contexts to help people who can see these charts, as is, to understand the data in the charts.

What if you could ask your browser to make a complicated chart simpler? What if you asked it to separate a single line from a line graph? What if you could ask your browser to transpose the colors of the different lines to work better for form of color blindness you have? What if you could ask it to switch colors for patterns? That seems like a possibility given the chat-based interfaces and our current ability to manipulate images in today’s AI tools.

Now imagine a purpose-built model that could extract the information from that chart and convert it to another format. Perhaps it could convert that pie chart (or, better yet, a series of pie charts ) into more usable ( and useful ) formats, like spreadsheets, for instance. That would be incredible!

Matching algorithms

When Safiya Umoja Noble chose to call her book Algorithms of Oppression, she hit the nail on the head. Although her book focused on the ways that search engines can foster racism, I believe it to be equally accurate to say that all computer models have the potential to amplify conflict, bias, and intolerance. Whether it’s Twitter always showing you the latest tweet from a bored billionaire, YouTube sending us into a Q-hole, or Instagram warping our ideas of what natural bodies look like, we know that poorly authored and maintained algorithms are incredibly harmful. A large portion of this is attributable to the lack of diversity in those who create and shape them. There is still a lot of potential for algorithm development when these platforms are built with inclusive features in mind.

Take Mentra, for example. They serve as a network of employment for people who are neurodivers. They match job seekers with potential employers using an algorithm based on more than 75 data points. On the job-seeker side of things, it considers each candidate’s strengths, their necessary and preferred workplace accommodations, environmental sensitivities, and so on. On the employer side, it takes into account each work environment, communication issues relating to each job, and other factors. Mentra made the decision to change the script when it came to typical employment websites because it was run by neurodivergent people. They use their algorithm to propose available candidates to companies, who can then connect with job seekers that they are interested in, reducing the emotional and physical labor on the job-seeker side of things.

When more people with disabilities are involved in developing algorithms, this can lower the likelihood that these algorithms will harm their communities. Diverse teams are crucial because of this.

Imagine that a social media company’s recommendation engine was tuned to analyze who you’re following and if it was tuned to prioritize follow recommendations for people who talked about similar things but who were different in some key ways from your existing sphere of influence. For instance, if you followed a group of nondisabled white male academics who spoke about AI, it might be advisable to follow those who are disabled, aren’t white, or aren’t men who also speak about AI. If you followed its advice, you might be able to understand what is happening in the AI field more fully and nuancedly. These same systems should also use their understanding of biases about particular communities—including, for instance, the disability community—to make sure that they aren’t recommending any of their users follow accounts that perpetuate biases against (or, worse, spewing hate toward ) those groups.

Other ways that AI can assist people with disabilities

I’m sure I could go on and on about using AI to assist people with disabilities, but I’m going to make this last section into a bit of a lightning round. In no particular order:

Voice preservation You may have been aware of the voice-prescribing options from Microsoft, Acapela, or others, or you may have seen the VALL-E paper or Apple’s announcement for Global Accessibility Awareness Day. It’s possible to train an AI model to replicate your voice, which can be a tremendous boon for people who have ALS ( Lou Gehrig’s disease ) or motor-neuron disease or other medical conditions that can lead to an inability to talk. This technology can also be used to create audio deepfakes, so we need to approach it responsibly, but the technology has truly transformative potential.
• voice recognition is. Researchers like those in the Speech Accessibility Project are paying people with disabilities for their help in collecting recordings of people with atypical speech. As I type, they are currently hiring people with Parkinson’s and related conditions, and they intend to expand this list as the project develops. More people with disabilities will be able to use voice assistants, dictation software, and voice-response services as a result of this research, which will lead to more inclusive data sets that enable them to use their computers and other devices more effectively and with just their voices.
• Text transformation. The most recent generation of LLMs is capable of altering already-existing text without giving off hallucinations. This is incredibly empowering for those who have cognitive disabilities and who may benefit from text summaries or simplified versions, or even text that has been prepared for bionic reading.

The importance of diverse teams and data

Our differences must be acknowledged as important. The intersections of the identities we live in have an impact on our lived experiences. These lived experiences—with all their complexities ( and joys and pain ) —are valuable inputs to the software, services, and societies that we shape. The data we use to train new models must be based on our differences, and those who provide it to us need to be compensated for doing so. Stronger models can be created using inclusive data sets, which lead to more equitable outcomes.

Want a model that doesn’t demean or patronize or objectify people with disabilities? Make sure that you include information about disabilities that has been written by people with a variety of disabilities in the training data.

Want a model that uses ableist language without using it? You may be able to use existing data sets to build a filter that can intercept and remediate ableist language before it reaches readers. Despite this, AI models won’t soon replace human copy editors when it comes to sensitivity reading.

Want a copilot for coding that provides recommendations that are accessible after the jump? Train it on code that you know to be accessible.

I have no doubts about how dangerous AI will be for people today, tomorrow, and for the rest of the world. However, I think we should also acknowledge this and make thoughtful, thoughtful, and intentional changes to our approaches to AI that will also reduce harm over time with an emphasis on accessibility ( and, in general, inclusion ). Today, tomorrow, and well into the future.

Thanks to Kartik Sawhney for assisting me with writing this article, Ashley Bischoff for her invaluable editorial assistance, and of course Joe Dolson for the prompt.

The same holds true for those of us who are currently employed in design and development. Having worked on the web for about three years at this point, I’ve seen the typical wax and wane of concepts, strategies, and systems. Every day we as developers and designers re-enter the familiar pattern, a brand-new engineering or thought emerges to shake things up and completely alter the world.

How we got below

I built my first website in the mid-’90s. Design and development on the web back then was a free-for-all, with few established norms. For any layout aside from a single column, we used table elements, often with empty cells containing a single pixel spacer GIF to add empty space. We styled text with numerous font tags, nesting the tags every time we wanted to vary the font style. And we had only three or four typefaces to choose from: Arial, Courier, or Times New Roman. When Verdana and Georgia came out in 1996, we rejoiced because our options had nearly doubled. The only safe colors to choose from were the 216 “web safe” colors known to work across platforms. The few interactive elements (like contact forms, guest books, and counters) were mostly powered by CGI scripts (predominantly written in Perl at the time). Achieving any kind of unique look involved a pile of hacks all the way down. Interaction was often limited to specific pages in a site.

website requirements were born.

At the turn of the century, a new cycle started. Crufty code littered with table layouts and font tags waned, and a push for web standards waxed. Newer technologies like CSS got more widespread adoption by browsers makers, developers, and designers. This shift toward standards didn’t happen accidentally or overnight. It took active engagement between the W3C and browser vendors and heavy evangelism from folks like the Web Standards Project to build standards. A List Apart and books like Designing with Web Standards by Jeffrey Zeldman played key roles in teaching developers and designers why standards are important, how to implement them, and how to sell them to their organizations. And approaches like progressive enhancement introduced the idea that content should be available for all browsers—with additional enhancements available for more advanced browsers. Meanwhile, sites like the CSS Zen Garden showcased just how powerful and versatile CSS can be when combined with a solid semantic HTML structure.

Server-side language like PHP, Java, and.NET took Perl as the primary back-end computers, and the cgi-bin was tossed in the garbage bin. With these improved server-side equipment, the first period of internet programs started with content-management methods (especially those used in blogs like Blogger, Grey Matter, Movable Type, and WordPress ) In the mid-2000s, AJAX opened gates for sequential interaction between the front end and back close. Pages was now revise their content without having to reload. A grain of Script frameworks like Prototype, YUI, and ruby arose to aid developers develop more credible client-side conversation across browsers that had wildly varying levels of standards support. Techniques like photo alternative enable skilled manufacturers and designers to use fonts of their choosing. And technology like Flash made it possible to include movies, sports, and even more engagement.

The economy was reenergized by these new tools, requirements, and methods in many ways. Web style flourished as manufacturers and designers explored more different styles and designs. However, we also relied heavily on numerous exploits. Early CSS was a huge improvement over table-based layouts when it came to basic layout and text styling, but its limitations at the time meant that designers and developers still relied heavily on images for complex shapes ( such as rounded or angled corners ) and tiled backgrounds for the appearance of full-length columns (among other hacks ). All kinds of nested floats or absolute positioning were required for complicated layouts ( or both ). Display and photo substitute for specialty styles was a great start toward varying the designs from the big five, but both tricks introduced convenience and efficiency issues. Additionally, JavaScript libraries made it simple to add a dash of interaction to pages without having to spend the money to double or even quadruple the download size for basic websites.

The web as software platform

The front-end and back-end symbiosis continued to improve, leading to the development of the modern web application. Between expanded server-side programming languages ( which kept growing to include Ruby, Python, Go, and others ) and newer front-end tools like React, Vue, and Angular, we could build fully capable software on the web. Along with these tools, there were additional options, such as shared package libraries, build automation, and collaborative version control. What was once primarily an environment for linked documents became a realm of infinite possibilities.

Mobile devices increased in their capabilities as well, and they gave us access to the internet in our pockets at the same time. Mobile apps and responsive design opened up opportunities for new interactions anywhere and any time.

This fusion of potent mobile devices and potent development tools contributed to the growth of social media and other centralized tools for people to use and interact with. As it became easier and more common to connect with others directly on Twitter, Facebook, and even Slack, the desire for hosted personal sites waned. Social media provided connections on a global scale, with both the positive and negative effects.

Want a much more extensive history of how we got here, with some other takes on ways that we can improve? ” Of Time and the Web” was written by Jeremy Keith. Or check out the” Web Design History Timeline” at the Web Design Museum. A fun tour through” Internet Artifacts” is also provided by Neal Agarwal.

Where we are now

It seems like we’ve reached yet another significant turning point in recent years. As social-media platforms fracture and wane, there’s been a growing interest in owning our own content again. There are many different ways to create a website, from the tried-and-true classic of hosting plain HTML files to static site generators to content management systems of all varieties. The fracturing of social media also comes with a cost: we lose crucial infrastructure for discovery and connection. Webmentions, RSS, ActivityPub, and other IndieWeb tools can be useful in this regard, but they’re still largely underdeveloped and difficult to use for the less geeky. We can build amazing personal websites and add to them regularly, but without discovery and connection, it can sometimes feel like we may as well be shouting into the void.

Browser support for standards like web components like CSS, JavaScript, and other standards has increased, particularly with efforts like Interop. New technologies gain support across the board in a fraction of the time that they used to. I frequently find out about a new feature and check its browser support only to discover that its coverage is already over 80 %. Nowadays, the barrier to using newer techniques often isn’t browser support but simply the limits of how quickly designers and developers can learn what’s available and how to adopt it.

With a few commands and a few lines of code, we can currently prototype almost any concept. All the tools that we now have available make it easier than ever to start something new. However, the upfront cost these frameworks may save in initial delivery eventually comes down as the maintenance and upgrading they become a part of our technical debt.

If we rely on third-party frameworks, adopting new standards can sometimes take longer since we may have to wait for those frameworks to adopt those standards. These frameworks, which previously made it easier to adopt new techniques sooner, have since evolved into obstacles. These same frameworks often come with performance costs too, forcing users to wait for scripts to load before they can read or interact with pages. And frequently, when scripts fail ( whether due to poor code, network problems, or other environmental factors ), users are left with blank or broken pages.

Where do we go from here?

Hacks of today help to shape standards for the future. And there’s nothing inherently wrong with embracing hacks —for now—to move the present forward. Problems only arise when we refuse to acknowledge that they are hacks or when we choose not to replace them. So what can we do to create the future we want for the web?

Build for the long haul. Optimize for performance, for accessibility, and for the user. weigh the costs associated with those user-friendly tools. They may make your job a little easier today, but how do they affect everything else? What does each user pay? To future developers? To adoption of standards? Sometimes the convenience may be worth it. Sometimes it’s just a hack that you’ve gotten used to. And sometimes it’s holding you back from even better options.

Start with standards. Standards continue to evolve over time, but browsers have done a remarkably good job of continuing to support older standards. The same isn’t always the case with third-party frameworks. Sites built with even the hackiest of HTML from the’ 90s still work just fine today. The same can’t always be said of websites created with frameworks even after a few years.

Design with care. Consider the effects of each choice, whether your craft is code, pixels, or processes. The convenience of many a modern tool comes at the cost of not always understanding the underlying decisions that have led to its design and not always considering the impact that those decisions can have. Use the time saved by modern tools to consider more carefully and design with consideration rather than rush to “move fast and break things”

Always be learning. If you constantly learn, you also develop. Sometimes it may be hard to pinpoint what’s worth learning and what’s just today’s hack. Even if you were to concentrate solely on learning standards, you might end up focusing on something that won’t matter next year. ( Remember XHTML? ) However, ongoing learning opens up new connections in your brain, and the techniques you learn in one day may be used to guide different experiments in the future.

Play, experiment, and be weird! The ultimate experiment is this web we created. It’s the single largest human endeavor in history, and yet each of us can create our own pocket within it. Be brave and try something new. Build a playground for ideas. In your own bizarre science lab, perform bizarre experiments. Start your own small business. There has never been a place where we have more room to be creative, take risks, and discover our potential.

Share and amplify. Share what you think has worked for you as you go through testing, playing, and learning. Write on your own website, post on whichever social media site you prefer, or shout it from a TikTok. Write something for A List Apart! But take the time to amplify others too: find new voices, learn from them, and share what they’ve taught you.

Make a move and make it happen.

As designers and developers for the web ( and beyond ), we’re responsible for building the future every day, whether that may take the shape of personal websites, social media tools used by billions, or anything in between. Let’s give everything we produce a positive vibe by infusing our values into everything we do. Create that thing that only you are uniquely qualified to make. Then share it, improve it, re-use it, or create something new. Learn. Make. Share. Grow. Rinse and repeat. Everything will change whenever you believe you have mastered the web.

The personalization gap is real, between the dream of getting it right and the worry of it going wrong ( like when we encounter “persofails” similar to a company’s constant plea to regular people to purchase additional bathroom seats ). It’s an particularly confusing place to be a modern professional without a map, a map, or a strategy.

There are no Lonely Planet and some tour guides for those of you who want to personalize because powerful customisation is so dependent on each group’s talent, technology, and market position.

But you can ensure that your group has packed its carriers rationally.

There’s a DIY method to increase your chances for victory. You’ll at least at least disarm your boss ‘ irrational exuberance. Before the group you’ll need to properly plan.

It’s known as prepersonalization.

Behind the song

Take into account the DJ have on Spotify, which was introduced last month.

We’re used to seeing the polished final outcome of a personalization function. A personal have had to be conceived, budgeted, and prioritized before the year-end prize, the making-of-backstory, or the behind-the-scenes success chest. Before any customisation have goes live in your product or service, it lives amid a delay of valuable ideas for expressing consumer experiences more automatically.

How do you decide where to position personalisation wagers? How do you design regular interactions that didn’t journey up users or—worse—breed mistrust? We’ve discovered that several budgeted programs second required one or more workshops to join key stakeholders and domestic customers of the technology in order to justify their continuous investments. Create it count.

We’ve closely observed the same evolution with our consumers, from major software to young companies. In our experience with working on small and large personalization work, a program’s best monitor record—and its capacity to weather tough questions, work steadily toward shared answers, and manage its design and engineering efforts—turns on how successfully these prepersonalization activities play out.

Successful seminars consistently distinguish successful future endeavors from ineffective ones, saving many hours of time, resources, and overall well-being in the process.

A personalization training involves a protracted work of testing and function development. It’s never a switch-flip in your software load. It’s ideal managed as a queue that usually evolves through three methods:

1. customer experience optimization ( CXO, also known as A/B testing or experimentation )
2. always-on automations ( whether rules-based or machine-generated )
3. mature features or standalone product development ( like Spotify’s DJ experience )?

This is why we created our democratic personalization platform and why we’re field-testing an following deck of cards: we believe that there’s a foundation grammar, a set of “nouns and verbs” that your organization can use to style experiences that are customized, personalized, or automated. These cards are not necessary for you. But we strongly recommend that you create something similar, whether that might be digital or physical.

Set the timer for the kitchen.

How long does it take to cook up a prepersonalization workshop? The evaluation activities that we suggest include can last for a number of weeks ( and frequently do ). For the core workshop, we recommend aiming for two to three days. Here’s a summary of our more general approach as well as information on the crucial first-day activities.

The full arc of the wider workshop is threefold:

Kickstart: This specifies the terms of your engagement as you concentrate on both your team’s and your team’s readiness and drive.
1. Plan your work: This is the heart of the card-based workshop activities where you specify a plan of attack and the scope of work.
2. Work your plan: This stage essentially entails creating a competitive environment in which team members can individually present their own pilots that each contain a proof-of-concept project, its business case, and its operating model.

Give yourself at least a day, split into two large time blocks, to power through a concentrated version of those first two phases.

Kickstart: Apt your appetite

We call the first lesson the “landscape of connected experience“. It looks at the possibilities for personalization in your organization. A connected experience, in our parlance, is any UX requiring the orchestration of multiple systems of record on the backend. A marketing-automation platform and a content-management system could be used together. It could be a digital-asset manager combined with a customer-data platform.

Create a conversation by mentioning consumer and business-to-business examples of connected experience interactions that you admire, find familiar, or even dislike. This should cover a representative range of personalization patterns, including automated app-based interactions ( such as onboarding sequences or wizards ), notifications, and recommenders. These are in the cards, which we have a catalog of. Here’s a list of 142 different interactions to jog your thinking.

It’s all about setting the tone. What are the possible paths for the practice in your organization? Here’s a long-form primer and a strategic framework for a broad perspective.

Assess each example that you discuss for its complexity and the level of effort that you estimate that it would take for your team to deliver that feature ( or something similar ). In our cards, we break down connected experiences into five categories: functions, features, experiences, complete products, and portfolios. Size your own build here. This will help to draw attention to both the benefits of ongoing investment and the difference between what you currently offer and what you intend to deliver in the future.

Next, have your team plot each idea on the following 2×2 grid, which lays out the four enduring arguments for a personalized experience. This is crucial because it emphasizes how personalization can affect your own ways of working as well as your external customers. It’s also a reminder ( which is why we used the word argument earlier ) of the broader effort beyond these tactical interventions.

Each team member should decide where they would like to place your company’s emphasis on your product or service. Naturally, you can’t prioritize all of them. Here, the goal is to demonstrate how various departments may view their own advantages over the effort, which can be different from one department to the next. Documenting your desired outcomes lets you know how the team internally aligns across representatives from different departments or functional areas.

The third and final Kickstart activity is about filling in the personalization gap. Is your customer journey well documented? Will compliance with data and privacy be a significant challenge? Do you have content metadata needs that you have to address? ( We’re pretty sure you do; it’s just a matter of acknowledging the magnitude of that need and finding a solution. ) In our cards, we’ve noted a number of program risks, including common team dispositions. For instance, our Detractor card lists six intractable behaviors that prevent progress.

Effectively collaborating and managing expectations is critical to your success. Consider the potential obstacles to your progress in the future. Press the participants to name specific steps to overcome or mitigate those barriers in your organization. According to research, personalization initiatives face a number of common obstacles.

At this point, you’ve hopefully discussed sample interactions, emphasized a key area of benefit, and flagged key gaps? Good, you’re all set to go on.

Hit that test kitchen

What will you need next to bring your personalized recipes to life. Personalization engines, which are robust software suites for automating and expressing dynamic content, can intimidate new customers. They give you a variety of options for how your organization can conduct its activities because of their broad and potent capabilities. This presents the question: Where do you begin when you’re configuring a connected experience?

The key here is to avoid treating the installed software ( as one of our client executives humorously put it ) like some sort of dream kitchen. These software engines are more like test kitchens where your team can begin devising, tasting, and refining the snacks and meals that will become a part of your personalization program’s regularly evolving menu.

Over the course of the workshop, the ultimate menu of the prioritized backlog will come together. And creating “dishes” is the way that you’ll have individual team stakeholders construct personalized interactions that serve their needs or the needs of others.

The dishes will be made using recipes that have predetermined ingredients.

Verify your ingredients

Like a good product manager, you’ll make sure you have everything ready to cook up your desired interaction ( or figure out what needs to be added to your pantry ) and that you validate with the right stakeholders present. These ingredients include the audience that you’re targeting, content and design elements, the context for the interaction, and your measure for how it’ll come together.

This is not just about identifying needs. Documenting your personalizations as a series of if-then statements lets the team:

1. compare findings to a common method for developing features, similar to how artists paint with the same color palette,
2. specify a consistent set of interactions that users find uniform or familiar,
3. and establish parity between all important performance indicators and performance metrics.

This helps you streamline your designs and your technical efforts while you deliver a shared palette of core motifs of your personalized or automated experience.

Create a recipe.

What ingredients are important to you? Consider the construct “what-what-when-why”

• Who are your key audience segments or groups?
• What kind of content will you provide for them, what design elements, and under what circumstances?
• And for which business and user benefits?

Five years ago, we created these cards and card categories. We regularly play-test their fit with conference audiences and clients. And there are still fresh possibilities. But they all follow an underlying who-what-when-why logic.

In the cards in the accompanying photo below, you can typically follow along with right to left in three examples of subscription-based reading apps.

1. Nurture personalization: When a guest or an unknown visitor interacts with a product title, a banner or alert bar appears that makes it easier for them to encounter a related title they may want to read, saving them time.
2. Welcome automation: An email is sent to a newly registered user to highlight the breadth of the content catalog and convert them to happy subscribers.
3. Winback automation: Before their subscription lapses or after a recent failed renewal, a user is sent an email that gives them a promotional offer to suggest that they reconsider renewing or to remind them to renew.

We’ve also found that cocreating the recipes themselves can sometimes be the most effective way to start brainstorming about what these cards might be for your organization. Start with a set of blank cards, and begin labeling and grouping them through the design process, eventually distilling them to a refined subset of highly useful candidate cards.

The workshop’s later stages could be characterized as shifting from focusing on a cookbook to a more nuanced customer-journey mapping. Individual” cooks” will pitch their recipes to the team, using a common jobs-to-be-done format so that measurability and results are baked in, and from there, the resulting collection will be prioritized for finished design and delivery to production.

Better architecture is required for better kitchens.

Simplifying a customer experience is a complicated effort for those who are inside delivering it. Avoid those who make up their mind. With that being said,” Complicated problems can be hard to solve, but they are addressable with rules and recipes“.

When a team is overfitting, it’s because they aren’t designing with their best data, which is why personalization turns into a laugh line. Like a sparse pantry, every organization has metadata debt to go along with its technical debt, and this creates a drag on personalization effectiveness. For instance, your AI’s output quality is in fact impacted by your IA. Spotify’s poster-child prowess today was unfathomable before they acquired a seemingly modest metadata startup that now powers its underlying information architecture.

You can’t stand the heat, unquestionably…

Personalization technology opens a doorway into a confounding ocean of possible designs. Only a deliberate and cooperative approach will produce the desired outcome. So banish the dream kitchen. Instead, head to the test kitchen to burn off the fantastical ideas that the doers in your organization have in store for time, to preserve job satisfaction and security, and to avoid unnecessary distractions. There are meals to serve and mouths to feed.

This organizational framework gives you a fighting chance at long-term success as well as solid ground. Wiring up your information layer isn’t an overnight affair. However, if you use the same cookbook and the same recipes, you’ll have solid ground for success. We designed these activities to make your organization’s needs concrete and clear, long before the hazards pile up.

Although there are costs associated with purchasing this type of technology and product design, time well spent on sizing up and confronting your unique situation and digital skills. Don’t squander it. The pudding is the proof, as they say.

Ever since I was a boy, I’ve been fascinated with movies. I loved the characters and the excitement—but most of all the stories. I wanted to be an actor. And I believed that I’d get to do the things that Indiana Jones did and go on exciting adventures. I even dreamed up ideas for movies that my friends and I could make and star in. But they never went any further. I did, however, end up working in user experience (UX). Now, I realize that there’s an element of theater to UX—I hadn’t really considered it before, but user research is storytelling. And to get the most out of user research, you need to tell a good story where you bring stakeholders—the product team and decision makers—along and get them interested in learning more.

Think of your favorite movie. More than likely it follows a three-act structure that’s commonly seen in storytelling: the setup, the conflict, and the resolution. The first act shows what exists today, and it helps you get to know the characters and the challenges and problems that they face. Act two introduces the conflict, where the action is. Here, problems grow or get worse. And the third and final act is the resolution. This is where the issues are resolved and the characters learn and change. I believe that this structure is also a great way to think about user research, and I think that it can be especially helpful in explaining user research to others.

Use storytelling as a structure to do research

It’s sad to say, but many have come to see research as being expendable. If budgets or timelines are tight, research tends to be one of the first things to go. Instead of investing in research, some product managers rely on designers or—worse—their own opinion to make the “right” choices for users based on their experience or accepted best practices. That may get teams some of the way, but that approach can so easily miss out on solving users’ real problems. To remain user-centered, this is something we should avoid. User research elevates design. It keeps it on track, pointing to problems and opportunities. Being aware of the issues with your product and reacting to them can help you stay ahead of your competitors.

In the three-act structure, each act corresponds to a part of the process, and each part is critical to telling the whole story. Let’s look at the different acts and how they align with user research.

Act one: setup

The setup is all about understanding the background, and that’s where foundational research comes in. Foundational research (also called generative, discovery, or initial research) helps you understand users and identify their problems. You’re learning about what exists today, the challenges users have, and how the challenges affect them—just like in the movies. To do foundational research, you can conduct contextual inquiries or diary studies (or both!), which can help you start to identify problems as well as opportunities. It doesn’t need to be a huge investment in time or money.

Erika Hall writes about minimum viable ethnography, which can be as simple as spending 15 minutes with a user and asking them one thing: “‘Walk me through your day yesterday.’ That’s it. Present that one request. Shut up and listen to them for 15 minutes. Do your damndest to keep yourself and your interests out of it. Bam, you’re doing ethnography.” According to Hall, “[This] will probably prove quite illuminating. In the highly unlikely case that you didn’t learn anything new or useful, carry on with enhanced confidence in your direction.”  

This makes total sense to me. And I love that this makes user research so accessible. You don’t need to prepare a lot of documentation; you can just recruit participants and do it! This can yield a wealth of information about your users, and it’ll help you better understand them and what’s going on in their lives. That’s really what act one is all about: understanding where users are coming from. 

Jared Spool talks about the importance of foundational research and how it should form the bulk of your research. If you can draw from any additional user data that you can get your hands on, such as surveys or analytics, that can supplement what you’ve heard in the foundational studies or even point to areas that need further investigation. Together, all this data paints a clearer picture of the state of things and all its shortcomings. And that’s the beginning of a compelling story. It’s the point in the plot where you realize that the main characters—or the users in this case—are facing challenges that they need to overcome. Like in the movies, this is where you start to build empathy for the characters and root for them to succeed. And hopefully stakeholders are now doing the same. Their sympathy may be with their business, which could be losing money because users can’t complete certain tasks. Or maybe they do empathize with users’ struggles. Either way, act one is your initial hook to get the stakeholders interested and invested.

Once stakeholders begin to understand the value of foundational research, that can open doors to more opportunities that involve users in the decision-making process. And that can guide product teams toward being more user-centered. This benefits everyone—users, the product, and stakeholders. It’s like winning an Oscar in movie terms—it often leads to your product being well received and successful. And this can be an incentive for stakeholders to repeat this process with other products. Storytelling is the key to this process, and knowing how to tell a good story is the only way to get stakeholders to really care about doing more research. 

This brings us to act two, where you iteratively evaluate a design or concept to see whether it addresses the issues.

Act two: conflict

Act two is all about digging deeper into the problems that you identified in act one. This usually involves directional research, such as usability tests, where you assess a potential solution (such as a design) to see whether it addresses the issues that you found. The issues could include unmet needs or problems with a flow or process that’s tripping users up. Like act two in a movie, more issues will crop up along the way. It’s here that you learn more about the characters as they grow and develop through this act. 

Usability tests should typically include around five participants according to Jakob Nielsen, who found that that number of users can usually identify most of the problems: “As you add more and more users, you learn less and less because you will keep seeing the same things again and again… After the fifth user, you are wasting your time by observing the same findings repeatedly but not learning much new.” 

There are parallels with storytelling here too; if you try to tell a story with too many characters, the plot may get lost. Having fewer participants means that each user’s struggles will be more memorable and easier to relay to other stakeholders when talking about the research. This can help convey the issues that need to be addressed while also highlighting the value of doing the research in the first place.

Researchers have run usability tests in person for decades, but you can also conduct usability tests remotely using tools like Microsoft Teams, Zoom, or other teleconferencing software. This approach has become increasingly popular since the beginning of the pandemic, and it works well. You can think of in-person usability tests like going to a play and remote sessions as more like watching a movie. There are advantages and disadvantages to each. In-person usability research is a much richer experience. Stakeholders can experience the sessions with other stakeholders. You also get real-time reactions—including surprise, agreement, disagreement, and discussions about what they’re seeing. Much like going to a play, where audiences get to take in the stage, the costumes, the lighting, and the actors’ interactions, in-person research lets you see users up close, including their body language, how they interact with the moderator, and how the scene is set up.

If in-person usability testing is like watching a play—staged and controlled—then conducting usability testing in the field is like immersive theater where any two sessions might be very different from one another. You can take usability testing into the field by creating a replica of the space where users interact with the product and then conduct your research there. Or you can go out to meet users at their location to do your research. With either option, you get to see how things work in context, things come up that wouldn’t have in a lab environment—and conversion can shift in entirely different directions. As researchers, you have less control over how these sessions go, but this can sometimes help you understand users even better. Meeting users where they are can provide clues to the external forces that could be affecting how they use your product. In-person usability tests provide another level of detail that’s often missing from remote usability tests. 

That’s not to say that the “movies”—remote sessions—aren’t a good option. Remote sessions can reach a wider audience. They allow a lot more stakeholders to be involved in the research and to see what’s going on. And they open the doors to a much wider geographical pool of users. But with any remote session there is the potential of time wasted if participants can’t log in or get their microphone working. 

The benefit of usability testing, whether remote or in person, is that you get to see real users interact with the designs in real time, and you can ask them questions to understand their thought processes and grasp of the solution. This can help you not only identify problems but also glean why they’re problems in the first place. Furthermore, you can test hypotheses and gauge whether your thinking is correct. By the end of the sessions, you’ll have a much clearer picture of how usable the designs are and whether they work for their intended purposes. Act two is the heart of the story—where the excitement is—but there can be surprises too. This is equally true of usability tests. Often, participants will say unexpected things, which change the way that you look at things—and these twists in the story can move things in new directions. 

Unfortunately, user research is sometimes seen as expendable. And too often usability testing is the only research process that some stakeholders think that they ever need. In fact, if the designs that you’re evaluating in the usability test aren’t grounded in a solid understanding of your users (foundational research), there’s not much to be gained by doing usability testing in the first place. That’s because you’re narrowing the focus of what you’re getting feedback on, without understanding the users’ needs. As a result, there’s no way of knowing whether the designs might solve a problem that users have. It’s only feedback on a particular design in the context of a usability test.  

On the other hand, if you only do foundational research, while you might have set out to solve the right problem, you won’t know whether the thing that you’re building will actually solve that. This illustrates the importance of doing both foundational and directional research. 

In act two, stakeholders will—hopefully—get to watch the story unfold in the user sessions, which creates the conflict and tension in the current design by surfacing their highs and lows. And in turn, this can help motivate stakeholders to address the issues that come up.

Act three: resolution

While the first two acts are about understanding the background and the tensions that can propel stakeholders into action, the third part is about resolving the problems from the first two acts. While it’s important to have an audience for the first two acts, it’s crucial that they stick around for the final act. That means the whole product team, including developers, UX practitioners, business analysts, delivery managers, product managers, and any other stakeholders that have a say in the next steps. It allows the whole team to hear users’ feedback together, ask questions, and discuss what’s possible within the project’s constraints. And it lets the UX research and design teams clarify, suggest alternatives, or give more context behind their decisions. So you can get everyone on the same page and get agreement on the way forward.

This act is mostly told in voiceover with some audience participation. The researcher is the narrator, who paints a picture of the issues and what the future of the product could look like given the things that the team has learned. They give the stakeholders their recommendations and their guidance on creating this vision.

Nancy Duarte in the Harvard Business Review offers an approach to structuring presentations that follow a persuasive story. “The most effective presenters use the same techniques as great storytellers: By reminding people of the status quo and then revealing the path to a better way, they set up a conflict that needs to be resolved,” writes Duarte. “That tension helps them persuade the audience to adopt a new mindset or behave differently.”

This type of structure aligns well with research results, and particularly results from usability tests. It provides evidence for “what is”—the problems that you’ve identified. And “what could be”—your recommendations on how to address them. And so on and so forth.

You can reinforce your recommendations with examples of things that competitors are doing that could address these issues or with examples where competitors are gaining an edge. Or they can be visual, like quick mockups of how a new design could look that solves a problem. These can help generate conversation and momentum. And this continues until the end of the session when you’ve wrapped everything up in the conclusion by summarizing the main issues and suggesting a way forward. This is the part where you reiterate the main themes or problems and what they mean for the product—the denouement of the story. This stage gives stakeholders the next steps and hopefully the momentum to take those steps!

While we are nearly at the end of this story, let’s reflect on the idea that user research is storytelling. All the elements of a good story are there in the three-act structure of user research: 

• Act one: You meet the protagonists (the users) and the antagonists (the problems affecting users). This is the beginning of the plot. In act one, researchers might use methods including contextual inquiry, ethnography, diary studies, surveys, and analytics. The output of these methods can include personas, empathy maps, user journeys, and analytics dashboards.

• Act two: Next, there’s character development. There’s conflict and tension as the protagonists encounter problems and challenges, which they must overcome. In act two, researchers might use methods including usability testing, competitive benchmarking, and heuristics evaluation. The output of these can include usability findings reports, UX strategy documents, usability guidelines, and best practices.

• Act three: The protagonists triumph and you see what a better future looks like. In act three, researchers may use methods including presentation decks, storytelling, and digital media. The output of these can be: presentation decks, video clips, audio clips, and pictures. 

The researcher has multiple roles: they’re the storyteller, the director, and the producer. The participants have a small role, but they are significant characters (in the research). And the stakeholders are the audience. But the most important thing is to get the story right and to use storytelling to tell users’ stories through research. By the end, the stakeholders should walk away with a purpose and an eagerness to resolve the product’s ills. 

So the next time that you’re planning research with clients or you’re speaking to stakeholders about research that you’ve done, think about how you can weave in some storytelling. Ultimately, user research is a win-win for everyone, and you just need to get stakeholders interested in how the story ends.