User Research Is Storytelling

I’ve been fascinated by movies since I was a child. I loved the figures and the excitement—but most of all the reports. I aspired to be an artist. And I believed that I’d get to do the things that Indiana Jones did and go on exciting activities. I also came up with concept films that my friends and I could create and sun in. But they never went any farther. However, I did end up working in user experience ( UI). Today, I realize that there’s an element of drama to UX— I hadn’t actually considered it before, but consumer research is story. And you must show a compelling story to entice stakeholders, such as the product team and decision-makers, to learn more in order to get the most out of consumer research.

Think of your favourite film. It more than likely follows a three-act construction that’s frequently seen in movies: the layout, the conflict, 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. Act two sets the scene for the fight and introduces the activity. Here, issues grow or get worse. The decision is the third and final action. 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 it might be particularly useful for explaining user research to others.

Use story as a framework for conducting analysis

It’s sad to say, but many have come to see studies as being dispensable. Research is typically 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 may lead some groups, but that approach can so easily miss the chance to solve people ‘ real issues. To be user-centered, this is something we really avoid. User study improves pattern. It keeps it on record, pointing to problems and opportunities. Being aware of the problems with your goods and taking action can help you be ahead of your competition.

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: layout

Fundamental analysis comes in handy because the layout is all about comprehending the background. Basic research ( also called conceptual, discovery, or preliminary research ) helps you understand people and identify their problems. You’re learning about the difficulties people face now, what options are available, and how those challenges impact them, just like in the films. To do basic research, you may conduct cultural inquiries or journal studies ( or both! ), which may assist you in identifying both prospects and problems. It doesn’t need to get a great investment in time or money.

Erika Hall discusses 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. Give that one ask. Opened up and listen to them for 15 days. Do everything in your power to keep yourself and your pursuits out of it. Bam, you’re doing ethnography”. Hall predicts that “[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”.

This makes sense to me in all its entirety. And I love that this makes consumer studies so visible. You don’t need to make a lot of paperwork; you can only attract people and do it! 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 exactly what work one is 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 supplement what you’ve heard in the basic studies by using any more user data that you can obtain, such as surveys or analytics, to make recommendations that may need to be investigated further, you might as well use those that can be drawn from those that you can obtain. 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 characters and support their success, much like in films. And finally participants 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 either case, work 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 help goods team become more user-centric. This gains everyone—users, the goods, and partners. It’s similar to winning an Oscar in terms of filmmaking because it frequently results in your goods receiving good reviews and success. And this can be an opportunity for participants to repeat this process with different products. The secret to this method is storytelling, and knowing how to tell a compelling story is the only way to entice partners to do more research.

This brings us to work two, where you incrementally examine a design or idea to see whether it addresses the problems.

Act two: fight

Act two is all about digging deeper into the issues that you identified in operate one. In order to evaluate a potential solution ( such as a design ), you typically conduct vertical research, such as usability tests, to see if it addresses the problems you identified. The issues may include unfulfilled needs or problems with a circulation or procedure that’s tripping users away. More problems will come up in the process, much like in the second action of a film. It’s here that you learn more about the figures as they grow and develop through this work.

According to Jakob Nielsen, five users should be normally in usability tests, which means that this number of users can generally 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 second user, you are wasting your time by observing the same findings consistently 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 easily recalled and shared with other parties when discussing 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 do 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 consider in-person usability tests like attending a play and remote sessions as more of a movie watching experience. 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. You also get real-time feedback on what they’re seeing, including surprises, disagreements, and discussions about them. 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 meet users at their location to conduct 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. 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. In-person usability tests add a level of detail that remote usability tests frequently lack.

That’s not to say that the “movies” —remote sessions—aren’t a good option. A wider audience can be obtained from remote sessions. They allow a lot more stakeholders to be involved in the research and to see what’s going on. Additionally, they make access to a much wider user base geographically. 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 conducted 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. Act two is where the excitement is at the heart of the narrative, but there are also potential surprises. 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 narrow down the subject matter of your feedback 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 only 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 interested parties. It allows the whole team to hear users ‘ feedback together, ask questions, and discuss what’s possible within the project’s constraints. Additionally, it enables the UX design and research teams 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 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 offer the stakeholders their suggestions and suggestions for how to create 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.

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 encounter 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 storytelling, presentation decks, 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 are 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.