I’ve been fascinated by shows since I was a child. I loved the heroes and the excitement—but most of all the stories. I aspired to be an artist. And I believed that I’d get to do the things that Indiana Jones did and go on fascinating experiences. Perhaps my friends and I had movie ideas to make and sun in. But they never went any farther. However, I did end up in the user experience ( UX) field. Today, I realize that there’s an element of drama to UX— I hadn’t actually considered it before, but consumer analysis is story. And to get the most out of customer studies, you must tell a compelling story that involves stakeholders, including the product team and decision-makers, and piques their interest in learning more.
Think of your favorite film. It more than likely follows a three-act narrative construction: the layout, the turmoil, and the resolution. The second act shows what exists now, and it helps you get to understand the characters and the challenges and problems that they face. The issue begins in Act 2, which introduces the issue. Here, issues grow or get worse. And the solution is the third and final work. This is where the issues are resolved and the figures learn and change. This structure, in my opinion, is also a fantastic way to think about customer research, and I think it can be particularly useful for explaining consumer research to others.
Use story as a framework when conducting study.
It’s sad to say, but many have come to see studies as being inconsequential. Research is frequently one of the first things to go when finances or deadlines are tight. Instead of investing in study, some goods professionals rely on manufacturers or—worse—their personal judgment to make the “right” options for users based on their experience or accepted best practices. That might lead to some clubs getting in the way, but it’s too easy to overlook the real problems facing users. To be user-centered, this is something we really avoid. Design is enhanced by consumer study. It keeps it on record, pointing to problems and opportunities. You can keep back of your competition by being aware of the problems with your goods and fixing them.
In the three-act structure, each action corresponds to a part of the process, and each part is important to telling the whole story. Let’s take a look at the various functions and how they relate to consumer study.
Act one: installation
The basic research comes in handy because the layout is all about understanding the background. Basic research ( also called relational, discovery, or preliminary research ) helps you understand people and identify their problems. Like in the movies, you’re learning about the difficulties customers face, what options are available, and how they are affected by them. To do basic research, you may conduct situational inquiries or journal studies ( or both! ), which may assist you in identifying both problems and opportunities. It doesn’t need to get a great investment in time or money.
Erika Hall writes about the most effective anthropology, which can be as straightforward as spending 15 hours with a customer and asking them to” Walk me through your morning yesterday.” That’s it. Provide that one ask. Opened up and listen to them for 15 days. Do everything in your power to protect both your objectives and yourself. Bam, you’re doing ethnography”. According to Hall, “[This ] will likely prove quite fascinating. In the very unlikely event that you didn’t learn anything new or helpful, carry on with increased confidence in your way”.
I think this makes sense. And I love that this makes consumer studies so visible. You can simply attract participants and carry out the recruitment process without having to make a lot of paperwork! This can offer a wealth of knowledge about your customers, and it’ll help you better understand them and what’s going on in their life. That’s what action one is really all about: understanding where people are coming from.
Maybe Spool talks about the importance of basic research and how it may type the bulk of your research. If you can substitute what you’ve heard in the fundamental research by using more customer information that you can obtain, such as surveys or analytics, or to highlight areas that need more research. Together, all this information creates a clearer picture of the state of things and all its deficiencies. And that’s the start of a gripping tale. It’s the place in the story where you realize that the principal characters—or the people in this case—are facing issues that they need to conquer. This is where you begin to develop compassion for the figures and support their success, much like in the movies. And finally partners are now doing the same. Their concern may be with their company, which could be losing money because consumers are unable to complete specific tasks. Or probably they do connect with customers ‘ problems. In any case, action one serves as your main strategy to pique the interest and interest of the participants.
When partners begin to understand the value of basic research, that is open doors to more opportunities that involve users in the decision-making approach. And that can influence product teams ‘ focus on improving. This benefits everyone—users, the product, and stakeholders. It’s similar to winning an Oscar in terms of filmmaking because it frequently results in your product receiving good reviews and success. And this can be an incentive for stakeholders to repeat this process with other products. Knowing how to tell a good story is the only way to convince stakeholders to care about doing more research, and storytelling is the key to this process.
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 typically involves conducting directional research, such as usability tests, where you evaluate a potential solution ( such as a design ) to see if it addresses the issues you identified. The issues could include unmet needs or problems with a flow or process that’s tripping users up. More issues will come up in the process, much like in act two of a movie. It’s here that you learn more about the characters as they grow and develop through this act.
Usability tests should typically consist of five participants, according to Jakob Nielsen, who found that that number of users can typically identify the majority of the issues:” 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. With fewer participants, each user’s struggles will be more memorable and accessible to other parties when presenting 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.
Usability tests have been conducted in person for decades, but you can also conduct them remotely using software 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 might interpret in-person usability tests as a form of theater watching as opposed to remote testing. There are advantages and disadvantages to each. Much more in-depth research is conducted on user experience. Stakeholders can experience the sessions with other stakeholders. Additionally, you get real-time reactions, including surprises, disagreements, 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 conducting usability testing in the field is like watching a play that is staged and controlled, where any two sessions may 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 conduct your research by meeting users at their locations. 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. You have less control over how these sessions end as researchers, but this can occasionally 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. Usability tests in person offer a level of detail that is frequently absent from remote testing.
That’s not to say that the “movies” —remote sessions—aren’t a good option. A wider audience can be reached through remote sessions. They allow a lot more stakeholders to be involved in the research and to see what’s going on. Additionally, they make the doors accessible to a much wider range 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.
You can ask real users questions to understand their thoughts and understanding of the solution as a result of usability testing, whether it is done remotely or in person. This can help you not only identify problems but also glean why they’re problems in the first place. Additionally, you can test your own hypotheses and determine whether your reasoning 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. The excitement is in the second act, but there are also potential surprises in the third. This is equally true of usability tests. Unexpected things that are said by participants frequently alter how you view things, and these unexpected developments in the story can lead to unexpected turns in your perception.
Unfortunately, user research is sometimes seen as expendable. Usability testing is also frequently the only research technique that some stakeholders believe they ever need, and too frequently. 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. Because you’re narrowing the scope of what you’re receiving feedback on without understanding the needs of the users. As a result, there’s no way of knowing whether the designs might solve a problem that users have. In the context of a usability test, it’s just feedback on a particular design.
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 demonstrates the value of conducting both directional and foundational 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 encourage stakeholders to take action on the issues raised.
Act three: resolution
The third act is about resolving the issues from the first two acts, while the first two acts are about understanding the background and the tensions that can compel stakeholders to take action. 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 includes all members of the product team, including developers, UX experts, business analysts, delivery managers, product managers, and any other parties who have a say in the coming development. It allows the whole team to hear users ‘ feedback together, ask questions, and discuss what’s possible within the project’s constraints. And it gives the UX design and research teams more time to clarify, suggest alternatives, or provide more context for their choices. So you can get everyone on the same page and get agreement on the way forward.
This act is primarily told through 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 provide the stakeholders with their suggestions and direction for developing this vision.
Nancy Duarte in the Harvard Business Review offers an approach to structuring presentations that follow a persuasive story. The most effective presenters employ the same methods as great storytellers: By reaffirming the status quo and then revealing a better way, they create 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 proof for “what is “—the issues you’ve identified. And “what could be “—your recommendations on how to address them. And so forth and 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 as visual as quick sketches of a potential solution to a problem. These can help generate conversation and momentum. And this continues until the session is over when you’ve concluded by bridging the gaps and offering suggestions for improvement. 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 provides stakeholders with the next steps, and hopefully, the motivation to take those steps as well!
While we are nearly at the end of this story, let’s reflect on the idea that user research is storytelling. The three-act structure of user research contains all the components for a good story:
- Act one: You meet the protagonists ( the users ) and the antagonists ( the problems affecting users ). This is the plot’s beginning. In act one, researchers might use methods including contextual inquiry, ethnography, diary studies, surveys, and analytics. These techniques can produce personas, empathy maps, user journeys, and analytics dashboards as output.
- Act two: Next, there’s character development. The protagonists face problems and difficulties, which they must overcome, and there is conflict and tension. In act two, researchers might use methods including usability testing, competitive benchmarking, and heuristics evaluation. Usability findings reports, UX strategy documents, usability guidelines, and best practices can be included in the output of these.
- Act three: The protagonists triumph and you see what a better future looks like. Researchers may use techniques like presentation decks, storytelling, and digital media in act three. The output of these can be: presentation decks, video clips, audio clips, and pictures.
The researcher performs a number of tasks: they are the producer, the director, and the storyteller. The participants have a small role, but they are significant characters ( in the research ). And the audience is one of the stakeholders. But the most important thing is to get the story right and to use storytelling to tell users ‘ stories through research. In the end, the parties should leave with a goal and an eagerness to fix the product’s flaws.
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. In the end, user research is beneficial for everyone, and all you need to do is pique stakeholders ‘ interest in how the story ends.
