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“[Chinese people] tend to roam the web like a huge playground, whereas Europeans and Americans are more likely to use it as a gigantic library. Recent research by the McKinsey consultancy suggests Chinese users spend most of their time online on entertainment while their European peers are much more focused on work. [...]

Foreign companies have taken a long time to figure out – then adapt to – one of the key features of Chinese consumers: they do not like to type. “Typing is a pain in Chinese,” explains Zhang Honglin, demonstrating how he has to enter a search word in Latin transcription, then pick the right character scrolling through sometimes dozens of different choices in a pop-up window. This is because Mandarin has many thousands of characters. So when 35-year-old Mr Zhang sneaks away from his family’s tobacco and liquor shop in Beijing to an upstairs internet café for hours on end, he navigates almost entirely using the mouse.

Most portals have reacted by filling their pages with hundreds of colourful links competing for attention – creating a cluttered and disorderly view to the western eye but making life easier for Chinese users.

Beyond aesthetics, Chinese web users are much more lively than their western peers – a characteristic that forms consumption preferences.”

The articles also contains a thoughtful reflection on the cultural importance of user-generated content in China.

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Those ages 8 to 18 spend more than seven and a half hours a day with such devices, compared with less than six and a half hours five years ago, when the study was last conducted. And that does not count the hour and a half that youths spend texting, or the half-hour they talk on their cellphones.

And because so many of them are multitasking — say, surfing the Internet while listening to music — they pack on average nearly 11 hours of media content into that seven and a half hours.

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Most useful of all is the launch of the Design and User Experience Library. It contains essential basic principles and key information needed when creating services for mobile devices.

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The research was based on the fact that street names are not commonly known in India and the typical wayfinding strategy is to ask someone on the street. Now Google Maps India describes routes in terms of easy-to-follow landmarks and businesses that are visible along the way.

“We knew from previous studies in several countries that most people rely on landmarks — visual cues along the way — for successful navigation. But we needed to understand how people use those visual cues, and what makes a good landmark, in order to make our instructions more human and improve route descriptions. To get answers to these questions, we ran a user research study that focused specifically on how people give and get directions. We called businesses and asked how to get to their store; we recruited people to keep track of directions they gave or received and later interviewed them about their experiences; we asked people to draw us diagrams of routes to places unfamiliar to us; we even followed people around as they tried to find their way.

We found that using landmarks in directions helps for two simple reasons: they are easier to see than street signs and they are easier to remember than street names. [...]

We also discovered that there are three situations in which people resort to landmarks.

The first is when people need to orient themselves — for instance, they just exited a subway station and are not sure which way to go. Google Maps would say: “Head southeast for 0.2 miles.” A person would say: “Start walking away from the McDonald’s.”

The second situation is when people use a landmark to describe a turn: “Turn right after the Starbucks.”

The third use, however, is the most interesting. We discovered that often people simply want to confirm that they are still on the right track and haven’t missed their turn.”

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“Information is going everywhere, bleeding out of we thought was cyberspace and back into the real world: increasingly, many tasks we perform every day not only constantly require us to move between different media, but actually have us move from the digital to the physical environment and back.

Computation is everywhere, and so are search and interaction. It’s time to move beyond the computer screen to design information space in these new ubiquitous ecologies.

The book presents an holistic, heuristics- and methodology-driven approach to information architecture and user experience for the design of ubiquitous ecologies, emergent systems where old and new media and physical and digital environments are designed, delivered, and experienced as a seamless whole.”

- Table of contents
- Manifesto
- Anticipatory papers

(via InfoDesign)

One article, entitled “From people to prototypes and products: ethnographic liquidity and the Intel Global Aging Experience study“, documents how a large-scale, multi-site, ethnographic research project into aging populations, the Global Aging Experience Study, led to the development of concepts, product prototypes, and products for the independent living market.

Successfully leveraging the output of ethnographic research within large organizations and product groups is often fraught with challenges. Ethnographic research produced within an industry context can be difficult for an organization to thoroughly capitalize on. However, careful research design and sound knowledge transfer activities can produce highly successful outcomes that can be thoroughly absorbed into an organization, and the data can lend itself to re-analysis. Our research was conducted by the Product Research and Innovation Team in the Intel Digital Health Group, and the work was done in Europe and East Asia, eight countries in all. Using a mixed methodology, our research examined health and healthcare systems in order to chart the macro landscape of care provision and delivery. However, the core of our study was ethnographic research with older people, and their formal (clinical) and informal (family and friends) caregivers in their own homes and communities. Data from this study were organized and analyzed to produce a variety of tools that provide insight into the market for consumption by teams within the Digital Health Group. As the results of the research
were driven into the Digital Health Group and other groups within Intel, it became clear that the Global Aging Experience Study possessed what we term ethnographic liquidity, meaning that the data, tools, and insights developed in the study have layers of utility, a long shelf life, and lend themselves to repeated and consistent use within and beyond the Digital Health Group.

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- Download research brochure

“In the coming months, the likes of Microsoft, Hitachi and major PC makers will begin selling devices that will allow people to flip channels on the TV or move documents on a computer monitor with simple hand gestures. The technology, one of the most significant changes to human-device interfaces since the mouse appeared next to computers in the early 1980s, was being shown in private sessions during the immense Consumer Electronics Show here last week. Past attempts at similar technology have proved clunky and disappointing. In contrast, the latest crop of gesture-powered devices arrives with a refreshing surprise: they actually work.”

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“In the last year, Yahoo Labs has bolstered its ranks of social scientists, adding highly credentialed cognitive psychologists, economists and ethnographers from top universities around the world. At approximately 25 people, it’s still the smallest group within the research division, but one of the fastest growing.

The recruitment effort reflects a growing realization at Yahoo, the second most popular U.S. online site and search engine, that computer science alone can’t answer all the questions of the modern Web business. As the novelty of the Internet gives way, Yahoo and other 21st century media businesses are discovering they must understand what motivates humans to click and stick on certain features, ads and applications – and dismiss others out of hand.”

Interestingly, the core value of Yahoo is shifting to the user experience:

“The most prominent example is the company’s search engine. It was originally Yahoo’s raison d’etre, but the company is now in the process of replacing its core search technology with Microsoft Corp.’s Bing tool. As part of the deal, it is moving about 400 search engineers over to the Redmond, Wash., software company.

Yahoo has emphasized it is now competing in search through the front-end user experience, positioning results based on what people are most commonly seeking.”

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“In the last year, Yahoo Labs has bolstered its ranks of social scientists, adding highly credentialed cognitive psychologists, economists and ethnographers from top universities around the world. At approximately 25 people, it’s still the smallest group within the research division, but one of the fastest growing.

The recruitment effort reflects a growing realization at Yahoo, the second most popular U.S. online site and search engine, that computer science alone can’t answer all the questions of the modern Web business. As the novelty of the Internet gives way, Yahoo and other 21st century media businesses are discovering they must understand what motivates humans to click and stick on certain features, ads and applications – and dismiss others out of hand.”

Interestingly, the core value of Yahoo is shifting to the user experience:

“The most prominent example is the company’s search engine. It was originally Yahoo’s raison d’etre, but the company is now in the process of replacing its core search technology with Microsoft Corp.’s Bing tool. As part of the deal, it is moving about 400 search engineers over to the Redmond, Wash., software company.

Yahoo has emphasized it is now competing in search through the front-end user experience, positioning results based on what people are most commonly seeking.”

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“Over roughly the last 10 years, China and India have given way to a huge rise in technology outsourcing. Jobs are outsourced from companies like Microsoft, Google, T-Mobile, Honeywell, and many others. In Microsoft I’ve worked with teams in both India and China developing software for a variety of uses. Having our headquarters in the US, I usually work with small satellite teams in these countries. I couldn’t help but wonder why these countries who had become huge in the area of software technology, struggled so much in the area of user experience and UI innovation. [...]

Given the issues and connections I was seeing, I decided to go straight to the source and start to ask the offices I had worked with, as well as other designers I found through my various networks about these issues. These are just the initial thoughts I’ve started to gather. I plan to interview many more people with what I’ve deemed my curiosity research project, but thought it would be interesting to share a few of the insights I’ve gathered thus far to give a view to others who work with these countries. Given the format of Johnny Holland, I’ve kept these short, but often there are great (and sometimes very amusing) stories behind each point.”

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