Analysis of Users and Designers’ Cognitive Processes in Interaction Design Activities

2015 ◽  
Author(s):  
Stefano Filippi ◽  
Daniela Barattin
Keyword(s):  
Design Process ◽  
Cognitive Processes ◽  
Interaction Design ◽  
Cognitive Effort ◽  
Design Teams ◽  
Design Activities

Over the years, the increasing importance of interaction issues has suggested involving final users in design teams. This involvement requires a careful reasoning in order to maximize the users’ contribution. The research described in this paper aims at this maximization based on considerations about cognitive processes. The situated FBS framework — an existing tool to describe designers’ reasoning — is exploited to analyze the users and designers’ cognitive processes while they are designing together. The quantification of the cognitive effort allows highlighting and managing peaks, possible further interactions and missing activities. The result is a revised release of the design process, with a redistribution of the effort, an enhancement of the user-designer dialogue and the introduction of a new activity.

Back and Forth: Using Conversation Analysis to Explore Dialogues of Sharedness of Mental Models

2020 ◽  
Author(s):  
Sue Yi ◽  
Nicole B. Damen ◽  
Christine A. Toh
Keyword(s):  
Conversation Analysis ◽  
Mental Models ◽  
Design Process ◽  
Team Performance ◽  
Future Research ◽  
Design Teams ◽  
Design Practice ◽  
Team Mental Models ◽  
Different Types ◽  
Design Activities

Abstract Shared mental models have been shown to enhance team performance. However, research has not observed the different types of sharedness of mental models that may uniquely impact the design process. Therefore, this study examines the types of sharedness of mental models that occur in design teams using Conversation Analysis on data collected from two design teams that performed activities in the early design process in a controlled lab environment. Designers were asked to develop an agreed upon list of ranked design principles, and then generate one or two solutions using the list. These design activities allow for the examination of the varying ways that designers share knowledge, negotiate, and reach understanding. Through our analysis, we identify characteristics of conversation that designers used to build shared understanding. Our results also show how team mental models are built from patterns of conversation that are evident during open-ended and unstructured design discussions. This work sets a foundation for future research to gain a deeper understanding of how designer mental models are shared in unstructured conversations that take place during design practice.

An Investigation on the Implications of Design Process Phases on Artifact Novelty

2015 ◽  
Vol 137 (5) ◽  
Author(s):  
Nur Ozge Ozaltin ◽  
Mary Besterfield-Sacre ◽  
Gül E. Okudan Kremer ◽  
Larry J. Shuman
Keyword(s):  
Economic Growth ◽  
Engineering Education ◽  
Design Process ◽  
Early Phase ◽  
Problem Definition ◽  
Design Teams ◽  
Technical Design ◽  
Design Elements ◽  
Design Activities ◽  
Research Questions

Innovation, including engineering innovation, is essential for economic growth. Currently, while most design practices in engineering education focus on aspects of “good” technical design, elements of innovation may be neglected. This research investigates design process activities that yield innovative artifacts. Specifically, we examine the types of design activities, their timing, and the associations among each other. Specifically, two research questions are explored. First, what design activities do teams engage in that relate to the innovativeness of the resultant design artifact? Second, how do these design activities impact the succeeding activities across the design process (from problem definition to working prototype (WP))? To explore these questions, 16 senior capstone bioengineering design teams are followed as they advance from initial conceptualization to WP over an average 23 week period. Several significant measures suggest that innovative teams differ from their noninnovative counterparts in terms of what activities they engage in, how much they engage in the particular activities, and in what phase they conduct the activities. Specifically, certain activities utilized in the early phase (e.g., marketing) are essential for innovation. Moreover, in terms of iterations through activities, spending significant time and effort while developing a design, as well as having smooth, rich iterations throughout the process contribute to the innovativeness of the artifact.

Understanding the Context of Multidisciplinary Design: Establishing Ecological Validity in the Study of Design Problem Solving

1993 ◽  
Vol 37 (16) ◽  
pp. 1082-1086 ◽  
Author(s):  
Michael D. McNeese ◽  
Brian S. Zaff ◽  
Clifford E. Brown ◽  
Maryalice Citera ◽  
Jonathan Selvaraj
Keyword(s):  
Problem Solving ◽  
Human Factors ◽  
Concept Mapping ◽  
Design Process ◽  
Collaborative Design ◽  
Design Problem ◽  
Design Team ◽  
Design Teams ◽  
Team Members ◽  
Design Activities

The need to understand the design process in all its complexity is motivated by an interest in the development of tools and technologies that would be capable of aiding collaborative design teams. This development effort depends upon an understanding of design activities as they occur within a real world context. Observations of design activities that are made without direct communication with the design team members may fail to capture many of the subtler aspects of the process - aspects that are best understood when described by the design team members themselves. In order to supplement observational studies, this paper presents a case study in which a dialog with members of a variety of collaborative design teams was established in order to elicit information about the nature of collaborative design. A knowledge acquisition technique, concept mapping, was used to achieve an understanding of the role of human factors specialists within the collaborative design process specific to the Air Force's system acquisition program. Results highlight various findings about the nature of design problem solving such as the way different organizational settings influence human factors input in the design process/product. The paper discusses the usefulness of concept mapping to capture in-depth design knowledge and how this type of knowledge complements other approaches to understanding design.

scholarly journals The Shaping of Form: Exploring Designers’ Use of Aesthetic Knowledge

2018 ◽  
Vol 39 (5-6) ◽  
pp. 747-784 ◽  
Author(s):  
Ileana Stigliani ◽  
Davide Ravasi
Keyword(s):  
Design Process ◽  
Cognitive Processes ◽  
Emotional Reactions ◽  
Design Team ◽  
Design Teams ◽  
Creative Collaboration ◽  
Aesthetic Experiences ◽  
The Aesthetic ◽  
Formal Properties ◽  
Formal Solutions

Research on design and designers has emphasized the tacit nature of the aesthetic knowledge that these professionals draw upon to make decisions about formal properties of objects and spaces, but is less clear about how design teams address the difficulties associated with expressing and sharing this type of knowledge. A ten-month ethnography in a design consultancy revealed a range of multimodal and cross-modal ways in which members of a design team compensate their imperfect capacity of articulating verbally their aesthetic knowledge in order to enable creative collaboration. In so doing, our study offers two main contributions. It illuminates the interplay between designers’ aesthetic experiences, visceral responses and intuitive cognitive processes that enable designers to draw upon their aesthetic knowledge to support the collective accomplishment of their task, and provides an interpretation of the design process as a form of ‘creative’ intuition driven by emotional reactions to environmental stimuli and emerging formal solutions.

Managing User-Centered Design Activities in Distributed Agile Development

2021 ◽  
Author(s):  
Sultan Alyahya ◽  
Ohoud Almughram
Keyword(s):  
Participatory Design ◽  
Agile Development ◽  
Design Teams ◽  
User Centered Design ◽  
Management Tools ◽  
Daily Work ◽  
Development Teams ◽  
Design Activities ◽  
Computer Based ◽  
User Centered

Abstract The integration of user-centered design (UCD) activities into agile information systems development has become more popular recently. Despite the fact that there are many ways the merging of UCD activities into agile development can be carried out, it has been widely recognized that coordinating design activities with development activities is one of the most common problems, especially in distributed environments where designers, developers and users are spread over several sites. The main approach to coordinate UCD activities with distributed agile development is the use of informal methods (e.g. communication through using video conference tools). In addition to the temporal, geographical and socio-cultural barriers associated with this type of methods, a major limitation is a lack of awareness of how UCD activities and development activities affect each other. Furthermore, some agile project management tools are integrated with design platforms but fail to provide the necessary coordination that helps team members understand how the design and development activities affect their daily work. This research aims to support the effective management of integrating UCD activities into distributed agile development by (i) identifying the key activity dependencies between UX design teams and development teams during distributed UCD/agile development and (ii) designing a computer-based system to provide coordination support through managing these activity dependencies. In order to achieve these objectives, two case studies are carried out. Our findings revealed 10 main dependencies between UCD design teams and development teams as shown by six types of activity. In addition, the participatory design approach shows that developing a computer-based system to manage seven of these selected dependencies is achievable.

A Process Management Strategy for Re-Design: An Anchoring Adjustment Approach

1998 ◽  
Author(s):  
Lisa A. Dixon ◽  
Jonathan S. Colton
Keyword(s):  
Design Process ◽  
Management Strategy ◽  
Process Management ◽  
General Pattern ◽  
Evaluation Metrics ◽  
Anchoring And Adjustment ◽  
Adjustment Model ◽  
Design Activities ◽  
Design Process Model ◽  
Process Strategy

Abstract Preceding research on the re-design process focused on the development and verification of an Anchoring and Adjustment design process model. Compared to the existing, predominantly top-down, models, this new model was tailored specifically to describe designers’ approaches to re-design tasks. Building upon that work, this paper presents an evaluation of a re-design process strategy that is based on the key elements identified in the Anchoring and Adjustment model (a general pattern for re-design activities and two evaluation metrics). The overall goal was to formulate an efficient and effective process management strategy unique to re-design activities. Data were collected from three industry re-design projects for the evaluation. First, an analysis of the data confirmed that the pattern of design activities and evaluation metrics used by the company’s designers could be mapped onto those that comprise the Anchoring and Adjustment model. Second, the analysis of the data suggested that with additional formalization — based on an anchoring and adjustment approach — the company’s current process management technique could provide more accurate feedback to the designers for the more efficient and effective management of their re-design processes. One of the industry case studies is detailed to illustrate the research results and conclusions.

Investigating the Use of Large-Scale Immersive Computing Environments in Collaborative Design

2014 ◽  
Author(s):  
Meisha Rosenberg ◽  
Judy M. Vance
Keyword(s):  
Design Process ◽  
Collaborative Design ◽  
Large Scale ◽  
Design Teams ◽  
Team Members ◽  
3D Cad ◽  
Cad Models ◽  
Computing Environments ◽  
Design Ideas ◽  
Human Motions

Successful collaborative design requires in-depth communication between experts from different disciplines. Many design decisions are made based on a shared mental model and understanding of key features and functions before the first prototype is built. Large-Scale Immersive Computing Environments (LSICEs) provide the opportunity for teams of experts to view and interact with 3D CAD models using natural human motions to explore potential design configurations. This paper presents the results of a class exercise where student design teams used an LSICE to examine their design ideas and make decisions during the design process. The goal of this research is to gain an understanding of (1) whether the decisions made by the students are improved by full-scale visualizations of their designs in LSICEs, (2) how the use of LSICEs affect the communication of students with collaborators and clients, and (3) how the interaction methods provided in LSICEs affect the design process. The results of this research indicate that the use of LSICEs improves communication among design team members.

Developing Design Requirements from Cognitive Task Data: Replacing Magic with Methodology

1998 ◽  
Vol 42 (3) ◽  
pp. 291-294
Author(s):  
Christopher R. Hale ◽  
Anna L. Rowe
Keyword(s):  
Design Process ◽  
Interaction Design ◽  
Interface Design ◽  
Design Problem ◽  
Cognitive Task ◽  
Three Dimensions ◽  
Ecological Interface Design ◽  
Engineering Data ◽  
User Data ◽  
Design Requirements

This symposium addresses the challenge of translating user data to specifications suitable for interface development. Four methodologies will be presented: Decision requirements tables, ecological interface design, object-view and interaction design and procedural networks. These four methodologies will be contrasted relative to three dimensions: (1) type of data used in analysis, (2) point in the design process at which each methodology focuses its impact and (3) the formalisms each uses for translating psychological data into engineering data suitable for specification development. Our introductory remarks will elaborate on these three dimensions, and present an example design problem. The four session participants then will present their respective methodologies, how each addresses the three dimensions and how each can be used to address the example design problem.

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