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

The principle of closure states that when we look at a complex group of visual elements, we tend to look for a single and recognizable pattern. The human brain tries to fill in the gaps in order to perceive different objects as a close unit

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Principal of Closure – FlowMapp

<p><span style="background-color:transparent;color:#000000;">The principle of closure states that when we look at a complex group of visual elements, we tend to look for a single and recognizable pattern. The human brain tries to fill in the gaps in order to perceive different objects as a close unit.</span></p><p><br><span style="color:hsl(0,0%,60%);">Picture by</span> <a target="_blank" rel="noopener noreferrer" href="https://dribbble.com/clara_rua">Clara Rua</a></p><figure class="image"><img src="https://cdn.dribbble.com/users/392479/screenshots/1403191/panda.png" alt="Panda"><figcaption><span style="background-color:transparent;color:#000000;"><i>Look at this image. Surely you see a panda. At the same time it is just a group of spots. This is how the principle of closure works</i></span></figcaption></figure>

<p><span style="background-color:transparent;color:#000000;">The principle of closure is applied in the design of logos. It helps to create interesting and engaging solutions. For example, WWF logo with panda. Yes, we love pandas!</span></p>

Brand Logos

<p><span style="background-color:transparent;color:#000000;">Icons should be simple and understandable to all the users. It is not easy to make a good icon as we have a limited space for them and can not detalise the image. Here&nbsp; the principle of closure helps. We reduce icons to their basic elements and build a composition that helps people to recognize objects.</span></p>

Interface Icons

In Practice

<p><span style="background-color:transparent;color:#000000;">Make sure that users perceive the elements as a whole. Provide enough information and details</span></p>

<p><span style="background-color:transparent;color:#000000;">Use positive and negative space. Pay attention to hidden shapes in negative space or within type</span></p>

<p><span style="background-color:transparent;color:#000000;">Use contrast to shape the closure in your design. Black and white are best for this purpose, but experiment with other colors</span></p>

<p><span style="background-color:transparent;color:#000000;">If you use simple templates, remove or reduce design elements</span></p>

<p><span style="background-color:transparent;color:#000000;">If you use complex patterns, use the transition elements to help users to form a pattern</span></p>

Tips & Tricks

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Principal of Closure

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><span style="background-color:transparent;color:#000000;">Peak-end rule explains how our impressions become memories. It states that we remember not the sum of all our impressions, but only the brightest positive or negative moments and the finale of the experience.</span></p>

<h4>Research</h4><p>Peak-end rule can be very helpful in designing UX-research. When you want to find out what impression your product creates, ask simple questions. For example, you can ask what was the most difficult or inconvenient part of using the product. Answers will help you to find negative peaks and then get rid of them or even turn them into positive ones.</p>

Exploring users' impressions can dramatically improve your design. With the understanding of how people create impressions of your product you can focus users’ attention on whatever you need

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<h4>Designing better impressions</h4><p>This is about creating more positive peaks and eliminating negative ones.</p><p>&nbsp;</p><p>The best examples here refer to a gamification in learning. We all know that learning something new might be very stressful, that is why making the process feel like a game is a good solution. It creates good memories. For example, a system of scores and achievements creates positive peaks that also helps to keep a high level of motivation.&nbsp;</p>

Creating good emotions and positive peaks is a shortcut to users’ hearts

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<h4>Focusing on the final part</h4><p>Especially when it comes to a complex products.&nbsp;</p><p>&nbsp;</p><p>Let’s say you have a complicated form with 20 steps. To make users feel comfortable you can enable autofill and autocorrect, split up these steps into categories, add inline error messages and so on. This is how you can eliminate negative peaks. But when it takes a lot of time and actions to complete any process, your aim is to make the user forget about it. And here the good final part can be useful.&nbsp;</p><p>&nbsp;</p><p>Give your users some empathy and support. For example, you can emphasise that you understand that filling the form wasn’t easy and now, when it’s over, you can share users’ satisfaction.</p>

This is how you can turn not the best impressions to better ones (or at least less painful!). The user will recall this image and new available services instead of the multi-step form

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Key Takeaways

<ol><li>Use peak-end rule to design better UX research.&nbsp;</li><li>Remember about the importance of bright impressions. They create the whole experience.&nbsp;</li><li>Good design of the final steps can soften negative impressions, but the last ones are always more vivid than the positive ones. When it is possible, try to get rid of negative peaks.</li></ol>

<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><span style="background-color:transparent;color:#000000;">Users remember unfinished or interrupted tasks better than completed tasks. Moreover, they will continue thinking about them over and over again. The Zeigarnik effect is being used in design to onboard users faster and effectively.</span></p>

Who is Zeigarnik

<p><span style="background-color:transparent;color:#000000;">Bluma Zeigarnik was a Russian psychologist. She conducted experiments to find out how memory works. Zeigarnik asked participants of the experiments to complete a number of tasks for a certain time. Some of the people were not able to complete them all as they were interrupted. Then she asked them to list all the tasks they remember. It turned out that people remember unfinished tasks twice as well as unfinished ones.</span></p>

<h4>#1 – To improve retention rate</h4><p>Show users that you have more content and services to provide. This will create some interest to return to your product.&nbsp;</p><p>&nbsp;</p><p>That is how it works. A user sees more opportunities and even if he is not ready for them right now, he is likely to remember them and return later.</p>

This is how we show all the opportunities of our product. Even if a user is searching for a sitemap tool, probably later he will use other our services

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<h4>#2 – To motivate users</h4><p>Uncompleted tasks create more motivation. For example, you know that you need to exercise more, but sometimes it is hard. Different services can help you to solve this problem.&nbsp;&nbsp;</p><p><br>For example, Apple Watch and it’s Activity App with circles. During the day you can see unfinished tasks. Thanks to visualization you have a strong image of what you need to do to complete the task.&nbsp;</p>

Here we can see that we have a lot of work to do. These empty circles can motivate us to fill them. In case you complete the task you feel satisfied and motivated enough to try the next day

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<h4>#3 – To improve engagement</h4><p>That is all about gamification. Setting goals, creating progress trackers to show how close the users are to complete their tasks — these elements can help improve engagement.&nbsp;</p><p>&nbsp;</p><p>The more obvious example is multi-step forms. When you show all the steps and users’ progress it is more likely that he will complete filling the form.</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://cdn.dribbble.com/users/131557/screenshots/10759652/media/1051e3d1104dcd034b6482a246d6de5b.mp4"></video>
<figcaption>Gamification help people to save motivation. Designed by <a href="https://dribbble.com/tomassebastian" target="_blank">Tomáš Sebastián
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<ol><li><span style="background-color:transparent;color:#000000;">Give users more information to create more interest in your product.&nbsp;</span></li><li><span style="background-color:transparent;color:#000000;">Provide information about unfinished tasks to keep users’ motivation.</span></li><li><span style="background-color:transparent;color:#000000;">Add some elements that help to track users’ progress.</span></li></ol>

<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>

All terms in

Laws(19 terms)