Name: Design Glossary — FlowMapp
Brand: FlowMapp
Availability: OnlineOnly

Collection of best practices to improve your design according to human behavior principles or their biases

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Laws, User Experience — FlowMapp

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is the process design teams use to create products that provide meaningful and relevant experiences to users. This involves the design of the entire process of acquiring and integrating the product, including aspects of branding, design, usability and function.

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User Experience

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Laws

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focuses on usability of sites, user reviews, customer loyalty index

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Customer Experience

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are about small changes in how you work, raise your or your team's talent and find work-life balance

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Productivity

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is based on animation inside interfaces: moving icons, menus, transitions, gifs. Motion designers work on IxD

Interaction design

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is the process of building relationships between an end client and a business to balance their needs

Service design

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design is the process designers use to build interfaces in software or computerized devices, focusing on looks or style

User Interface

Design Glossary contains popular and useful terms commonly used by web design and UX professionals

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Design Glossary — FlowMapp

Technophobia is a fear of advanced technology or computer devices

Technophobia — FlowMapp

<p>Technophobia is a fear of advanced technology or computer devices.</p><p>&nbsp;</p><div class="raw-html-embed"><video id="ui" playsinline="" muted="" autoplay="" loop="" data-silent="true" class="med-8x6" width="100%" src="https://dl.dropboxusercontent.com/s/ady6dwidkff8rgq/ezgif.com-gif-maker.mp4?dl=0"></video>
<figcaption>ANIMATION BY <a href="https://dribbble.com/lorenzodyho" target="_blank">LORENZO DAPONTE
</a></figcaption></div><p>&nbsp;</p><p>These days, technophobia mostly involves fears about privacy and freedom, concerns about governments and corporate tracking, data collection, security, and misinformation.</p><p>‍</p><h2>Controversial</h2><p><i>«afraid of his own shadow»</i></p><p>&nbsp;</p><p>Most often, this term is used inappropriately to blame users for their distaste for technology. In fact, user antipathy indicates a failure of technology to be responsive to user needs.</p><p>&nbsp;</p><p>A system that is difficult to learn, or a system that works slowly or for other reasons does not work with improvement, it is simply looking for excuses for its inaction, which in modern conditions can be detrimental to the company.</p><p>&nbsp;</p><ol><li>Seeking excuses</li><li>Irrational</li><li>Inaction</li><li>Waste of time</li><li>Fear of complexity</li><li>Error reluctance</li><li>Dislike of something new</li><li>Blindness</li></ol><p>‍</p><blockquote><p>I’d like to say that the world of design and business is all puppies and rainbows, but I’d be lying to you. Design careers have their challenges just like any other profession. Everyone experiences fear as a designer on some level. The difference in success and failure is how we deal with phobias as a designer, and how me move past it. You have to move past it in order to succeed and land your dream job, or scoop up those dream clients for your own business.<br>— James George, Graphic Design Freelancer</p></blockquote>

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Technophobia

Open innovation is a business management model which says that big corporations should start learning from start-ups' experience and look externally for new ideas and innovation

Open Innovation — FlowMapp

<p>Open innovation is a business management model which says that big corporations should start learning from start-ups' experience and look externally for new ideas and innovation. This concept was created by Henry Chesbrough in 2003 and explains the modern collaboration with bright professionals from the outside of the company.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60c297d05bd2027aaae85b67_1_open_innovation_mobile_01_8af6af07f5.png"><figcaption>Open Innovation</figcaption></figure><p>‍</p><p>Organizations can implement the open innovation concept in several ways: alliances between companies, research chairs in universities, crowdsourcing competitions, and innovation ecosystems.</p><p>‍</p><h3>You may define open innovation by two criteria&nbsp;</h3><h4>Levels of inclusion:</h4><ol><li>Intracompany (communication between teams and departments inside one organization)</li><li>Intercompany (communication between two or more different companies)</li><li>For experts (communication with professionals outside the company)</li><li>Publicly open (communication with all interested parties regardless the knowledge or social status)</li></ol><p>&nbsp;</p><figure class="media"><div data-oembed-url="https://youtu.be/8t4Vj6lmzVo"><div style="position: relative; padding-bottom: 100%; height: 0; padding-bottom: 56.2493%;"><iframe src="https://www.youtube.com/embed/8t4Vj6lmzVo" style="position: absolute; width: 100%; height: 100%; top: 0; left: 0;" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></figure><p>‍</p><h4>Purpose of use:</h4><ol><li>Marketing (information gathering about niche products)</li><li>Gathering insight (valuable information on the area, market, or customers)</li><li>Finding talent (head hunting and talent scouting)</li><li>Research and development (the most common type)</li></ol>

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Open Innovation

Innovator’s Dilemma describes the difficulty of choosing the right way of innovation development for different companies

Innovator’s Dilemma — FlowMapp

<p>"The Innovator's Dilemma" is a book by Clayton Christensen that was published in 1997. It describes the difficulty of choosing the right way of innovation development for different companies.</p><p>&nbsp;</p><p>According to this concept, there are two types of innovation: supportive and disruptive. The first one says that the company should improve the product in accordance with user feedback. Sustainable innovation meets current customer needs and works in the short term.</p><p>&nbsp;</p><p>Disruptive innovation is needed in a niche market. It may not be as popular in the beginning, but it may better suit future needs. Disruptive innovation works in the long run.</p><p>‍</p><h4>Disruptive Innovation explained by Clayton Christensen for Harvard Business Review</h4><figure class="media"><div data-oembed-url="https://youtu.be/qDrMAzCHFUU"><div style="position: relative; padding-bottom: 100%; height: 0; padding-bottom: 56.2493%;"><iframe src="https://www.youtube.com/embed/qDrMAzCHFUU" style="position: absolute; width: 100%; height: 100%; top: 0; left: 0;" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></figure><p>‍</p><p>The main point of this concept says that the companies should listen to customers’ opinions, and at the same time try to identify potentially disruptive innovations to grow successfully.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60c29696c9fad45b7614d1bb_img_1_4154f7b9bd.png"></figure>

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Innovator’s Dilemma

The peak–end rule focuses user memories around the most intense moments of an experience and the way an experience ends

Peak–end Rule — FlowMapp

<p>The peak–end rule focuses user memories around the most intense moments of an experience and the way an experience ends.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60c29386dcffab2443ab8238_image_processing20201214_16654_n73ofw_5461040aee.gif"><figcaption>designed by <a target="_blank" rel="noopener noreferrer" href="https://dribbble.com/mrgregward">Greg Ward</a></figcaption></figure><p>‍</p><h2>Controversial</h2><p><i>'peak season'</i></p><p>&nbsp;</p><p>Negative experiences are remembered more vividly than positive ones. Moments of confusion and frustration are emotionally charged and have a substantial effect on the impression.</p><p>&nbsp;</p><p>Wrong understanding of the peak–end rule typically downsteps a complex mental evaluation into a simplistic framework. Theory shows cases where peak-end rule operates not as an outstandingly good predictor.</p><p>&nbsp;</p><ol><li>Big part of user experience is not used</li><li>Bad predictor</li><li>Simplification</li><li>Neglect aspects</li><li>Disrupted experience</li><li>Episodic memory</li></ol><p>‍</p><blockquote><p>In psychological studies and in product design, small changes have a large impact on people’s recollections. When designing interfaces and experiences, pay attention to the most intense points of a typical user journey (the “peaks”) and the final moments (the “end”)<br>— Lexie Kane, UX Designer at NNG</p></blockquote><p>‍</p><h2>Take a Look</h2><figure class="media"><div data-oembed-url="https://youtu.be/AxsiQhl4t_I"><div style="position: relative; padding-bottom: 100%; height: 0; padding-bottom: 56.2493%;"><iframe src="https://www.youtube.com/embed/AxsiQhl4t_I" style="position: absolute; width: 100%; height: 100%; top: 0; left: 0;" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></figure>

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Peak-end rule

Serial-position effect is the propensity of a user to remember the first and last items in a series better than the middle items

Serial Position Effect — FlowMapp

<p>Serial-position effect is the propensity of a user to remember the first and last items in a series better than the middle items.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60c286e7b4f897705be75eab_Serial_Position_Effect_1_aa6bb7ff69.png"></figure><blockquote><p>By understanding how to manipulate the order of information and minimize the serial position effect, you can reduce strain on your user’s memory load and limit the distraction that exists between presentation and recall of information<br>— Euphemia Wong, UX Researcher</p></blockquote><p>‍</p><h2>Controversial</h2><p><i>'serial killer'</i></p><p>&nbsp;</p><p>Designers should be aware of serial position effects when conducting surveys, especially when people choose from a long list, as they often represent a margin of error.</p><p>&nbsp;</p><p>The correct way to conduct a poll is to shuffle the list positions for each vote to minimize possible errors.</p><p>&nbsp;</p><ol><li>Blind zones (items)</li><li>Survey errors</li><li>Need to be fine tuned</li><li>User frustration</li></ol><p>‍</p><h2>Take a Look</h2><p>Serial Position Effect Short Webinar</p><figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=8gbAmgq3fjQ‍"><div style="position: relative; padding-bottom: 100%; height: 0; padding-bottom: 56.2493%;"><iframe src="https://www.youtube.com/embed/8gbAmgq3fjQ" style="position: absolute; width: 100%; height: 100%; top: 0; left: 0;" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></figure>

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Serial Position Effect

The Eisenhower Matrix is a method that can help you to prioritize your tasks and focus on the most urgent and important issues

The Eisenhower Matrix — FlowMapp

<p>The Eisenhower Matrix is a method that can help you to prioritize your tasks and focus on the most urgent and important issues.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60b699fc4d045b713428a261_Eisenhiwer_Decision_Matrix_1_ccdd93fc3f.png"></figure><p>‍</p><h2>Principles</h2><p>All tasks should be sorted by the criteria of important/not important and urgent/not urgent and then placed in quadrants accordingly. After that let the matrix work as your personal planner:</p><p>&nbsp;</p><ol><li>Important and urgent tasks should be done immediately and personally. (crises, deadlines, problems)</li><li>Tasks that are important but not so urgent should be scheduled and postponed due to the deadline that you can personally establish. (relationships, planning, recreation)</li><li>Urgent but not important tasks should be delegated. That’s all, you don’t need to worry about them by yourself. (interruptions, meetings, activities)</li><li>Not urgent and not important tasks can be just removed from your schedule. (time wasters, pleasant activities, trivia)</li></ol><p>&nbsp;</p><p>The most valuable advantage of the Eisenhower Method is that putting things on the list can truly free your mind. Also, this principle is the best way to identify tasks that can be crossed out of your to-do list at all. As Kevlin Henney once said, “there is no code faster than no code.” You can save your time by removing not urgent and not important tasks from your personal matrix.</p><p>&nbsp;</p><blockquote><p>Who can define for us with accuracy the difference between the long and short term! Especially whenever our affairs seem to be in crisis, we are almost compelled to give our first attention to the urgent present rather than to the important future&nbsp;<br>— Dwight D. Eisenhower, 1961 address to the Century Association&nbsp;</p></blockquote><p>‍</p><h2>History</h2><p>Urgent-Important matrix was invented by Dwight D. Eisenhower, the 34th President of the United States from 1953 until 1961. Before he became the country leader, Eisenhower served as a general in the United States Army and as the Allied Forces Supreme Commander during World War II. Due to his responsibilities, he had to make vital decisions constantly and choose what problem to focus on. This led him to create the Eisenhower principle which helps us today to classify our tasks by priority, using urgency and importance as criterias.</p>

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The Eisenhower Matrix is a method that can help you to prioritize your tasks and focus on the most urgent and important issues.

The Eisenhower Matrix

Users remember unfinished or interrupted tasks better than completed tasks and will continue thinking about them over and over again.

Zeigarnik effect — FlowMapp

<p>Users remember unfinished or interrupted tasks better than completed tasks and will continue thinking about them over and over again. The Zeigarnik effect is being used in some systems to onboard users faster and effectively.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60b6989944a803347a413a8b_dd2cd7312cb2e02891ece01becbd7cce_3153d5cedc.jpeg"><figcaption>illustration by <a target="_blank" rel="noopener noreferrer" href="https://dribbble.com/Folio">Folio</a></figcaption></figure><blockquote><p>Most of us do not like not being able to see what others see or make sense of something new. We do not like it when things do not come together and fit nicely for us. That is why most popular movies have Hollywood endings. So we feel compelled to reduce it, solve it, complete it, reconcile it, make it make sense. And when we do solve these puzzles, there's relief. It feels good.<br>— Peter T. Coleman</p></blockquote><p>‍</p><h2>Controversial</h2><p><i>«bear in mind»</i>‍</p><p>‍</p><p>The reliability of the effect has been a matter of some controversy. Several investigations, performed later in other countries, attempting to replicate Zeigarnik's experiment, failed to find any significant differences in recall between completed and interrupted tasks.<br>&nbsp;</p><ol><li>Frustration</li><li>Problems with long term memories</li><li>Rejection</li><li>Individual perception in same situation</li><li>Unconscious</li><li>Unpredictable</li></ol>

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Zeigarnik effect

Between multiple similar objects the one that differs from the rest is going to be remembered

Von Restorff Effect — FlowMapp

<p>Between multiple similar objects the one that differs from the rest is going to be remembered. To enhance the difference and accentuate the contrast you may use color, shape, position or texture.</p><p>&nbsp;</p><figure class="image"><img src="/uploads/60ad56af3a1311e6f57a8589_img_1280_1_ed3f43f9aa.png"><figcaption><a target="_blank" rel="noopener noreferrer" href="http://Webydo.com">Webydo Pricing Page</a></figcaption></figure><p>‍</p><h2>History</h2><p>This theory was developed by Hedwig von Restorff in 1933, who discovered that participants are likely to memorize one distinctive item among the other similar items on the list.</p><p>‍</p><h2>Tips &amp; Tricks</h2><p>You may implement Von Restorff Effect to:<br>&nbsp;</p><ul><li>Make important information or key actions in your interface visually distinguishable</li><li>Restrain the emphasis on visual elements to avoid them competing with one another</li></ul><p>&nbsp;</p><p>You should also be careful and consider people who are sensitive to motion while using animation as a contrast feature, as well as color for people with a color vision deficiency or low vision.‍</p><blockquote><p>"Positively remembered, for standing out from the crowd"<br>— Hedwig Von Restorff</p></blockquote>

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