Categories
Management User experience, web, technology

UX STRAT conference, workshops

Lake in Piedmont Park
I went for a walk when I got into Atlanta, really looking for a cup of coffee and I also found a park. There was a foot race, people biking, and families strolling amidst the trees. Lovely.

I’m at the UX STRAT conference in Atlanta, Georgia, having just finished a couple of half-day workshops. Here are a few observations.

  • From what I overheard, attendees mostly have job titles including “manager,” “director,” “lead,” and “senior.” Oh, and owners of agencies/consulting firms.
  • In spite of that (cough), like most UX people, they are interesting to talk with and open about sharing their own knowledge.
  • Numerous people handed me business cards, expecting me to reciprocate. I had to explain that I didn’t like the ones I had so I threw them away, but the newly designed cards haven’t arrived yet. (I am not odd about this, dang it!)
  • More attendees than I expected are from overseas. So far I’ve heard Netherlands, UK, Finland, and Mexico.
  • Nice lunch and service. For instance, just as the woman sitting to my left realized she sat down without a fork for her dessert plate, a server was at her side with a new napkin and a fork. It was as though he was watching out for her. That’s better service than I expect at a conference luncheon.
  • Lovely options for meals around here.

Morning Workshop: Beyond Business Basics with Nathan Shedroff

Well, I have more copious notes, but I’ll hit a few ideas here. First, Nathan did a wonderful job with this information-packed session. I honestly felt at the end of this session that I had enough value to make the whole conference fee ($949) worth it. That’s saying something.

I think part of why it was so valuable to me is that I am actually able to apply a whole lot of what he shared, given the position I’m in. Also, much of it I’ve already done or experienced, but his perspective helped me think about my experiences as an executive, a researcher, and a designer.

So, Nathan roughly had a couple major areas of the presentation:What design can teach business and what business can teach design. Along the way he shared a number of tools for getting design research insights baked into strategic planning. As he explained the tools and frameworks, some were work I’ve already done, and others made me want to slap my forehead and wish for some do-overs over the past few weeks. That’s good.

So, in regard to what design can teach business, some of the key items he listed were being okay with ambiguity, reframing, and prototyping, and the idea that some of the greatest things about experience are hard to describe and measure, but that doesn’t mean they aren’t valuable.

He took some pot shots at the MVP (minimum viable product) suggesting that consumers don’t live in a world populated by MVP services, so releasing one isn’t going to help you be competitive. A generality of course, but I agree. The problem with MVP is that it is actually so rarely truly viable. And when you release an MVP, you then have the work of convincing the people you work with to go back and change (that’s really hard and often fails, in case you haven’t yet experienced that).

Shedroff didn’t really provide any answers to that problem, although the next speaker did. But that’s for later.

In regard to what can business teach design, here are some notes.

  • Numbers are important, not scary. You can prototype a business proposition using an Excel spreadsheet. Numbers are a design tool.
  • Data informs creativity, but doesn’t drive it. It isn’t the whole story, and it can’t tell you what to do.
  • He mentioned three levels of strategy: Corporate Strategy, Market Strategy, Product Strategy.

A quote from Charles Eames: “Design is a plan for action.” Doesn’t that sound like strategy too? Is design also strategy?

He provided an interesting example of corporate strategy from, who else, Apple. Apple had already produced the iPod and was making bank. Then they make an observation: people like to have only three things in their pockets: keys, wallet, and other. The market already had numerous options for “other,” including iPods and mobile phones, and other business indicators were showing that phones were going to win. This then predicted that the iPod was going to drop in popularity. So what did Apple do? They partnered with Motorola and produced the co-branded RockR mobile phone which had iTunes on it. Epic fail. So lacking a better solution Apple decided they had to get into the phone business, and now we (and they) have the iPhone.

Shedroff did a great job of showing that most corporate strategy is done without perspective gleaned from design research, and, you know what, I have to say that I have failed at this area, and I honestly have no good excuse for it. (This is one of those slap my forehead moments.) It isn’t to say that design research has been completely absent, because of course it hasn’t. I’m a UX person after all. But it really hasn’t shaped strategy like it ought to.

Nathan provided a model for how to do this using frameworks that are pretty familiar to business people. At the core of it is the notion of getting to the psychographics of the market considering environmental issues of:

  • customers needs and desires
  • political/legal
  • technology
  • economic
  • industry-specific

In the user experience methods for design research, we already have the know-how to find actual real answers to these issues.

Another interesting point, total value is composed of five values:

  1. Functional
  2. Financial
  3. Emotional
  4. Identity
  5. Meaningful

The first two are largely quantitative and the other three are largely qualitative. Since business models typically include the notion of “value proposition,” and UX ought to already have a decent handle on items 1, 3, 4, and 5, we sure ought to provide some insight to the business model.

Incidentally, some of these ideas reminded me of “Emotional Design” by Donald Norman as he describes layers of visceral, behavioral, and reflective design.

Nathan spoke of a set of 15 meanings (e.g., trust, security, accomplishment) and demonstrated a neat interview technique (I think he called it “laddering”) to uncover a sense of what someone’s more important meanings are. As he did this, I realized that I have instinctively done this with people before in interviews, although not as quickly as he did, and without having a list of meanings to compare against.

Nathan suggested that a technique for this would be to uncover the most important aspects of meaning for customers, company, team, and competition as a way to audit the business and inform strategy.

Redesigning Business Culture and Thinking Around the Customer with Tim Loo

Now that I’ve written more than I anticipated about Nathan’s session, I’ll try to write less about Tim’s. (Sorry Tim! Or maybe that’s good…)

Tim is a wonderful presenter, engaging and promoting good discussions while making his points. He changed his plan for the workshop in light of how the interactions with the group were going, and I think he probably made the right call.

So, his definition for UX Strategy? This: Long term vision, roadmap, and KPIs to align every customer touch-point with your brand position and business strategy.

Now, that sounds incredibly boring, right? Well, it wasn’t. He demonstrated numerous examples of how to communicate design strategy and align stakeholders to them.

Some notes I took on this cover tactics like:

  • video of a customer story, written, storyboarded, and produced based on insights from design research
  • holistic experience maps (service design blueprint or perhaps customer journey map)
  • research insights report
  • workshopping to process results and get stakeholders working together

I asked myself, do we have experience design principles for our offerings, and concluded that we do not, but ought to. In here and in the future customer stories (next paragraph) are a bit of the key to defining what “good” means for a product, as opposed to the MVP notion. (This concept of “good” made me think of performance continuums as explained by Dan Klyn from The Understanding Group.)

Tim also shared examples of future customer stories as a way of selling the design principles and as a way of helping to create and drive a product roadmap. This is basically just a storyboard of key experience points and outcomes.

Generally, a lot of his talk was around the notion of using stories and collaboration to get stakeholders to share customer perspectives, which will then shape their thinking when it comes to strategy.

Thank you Tim for a wonderful, rich talk!

Looking forward to the rest of the conference

Really, this is shaping up to be a conference that will be well worth the time. And Atlanta is great. I’m looking forward to connecting with Dan Klyn sometime in the next couple of days, which is funny since we’re both from Michigan and somehow it takes a conference in Atlanta for that to happen. Clearly I need to adjust my priorities!

Twitter Feed of #uxstrat


Categories
Davin

Assange, Snowden, and Stallman as, um, heros?


#freedom ?!! YES WE CAN :) #Stallman #Snowden #Assange  on Twitpic

(Photo of Richard Stallman and Julian Assange holding a propaganda photo of Edward Snowden)

Bruce Sterling wrote up a long-winded editorial “The Ecuadorian Library” that covers a lot of ground and ends up posing Richard Stallman, Julian Assange, and Edward Snowden as moral heroes against the State Department and NSA as antithetical to democracy.

Here’s a particularly lovely excerpt from the article.

People, you couldn’t trust any of these three guys to go down to the corner grocery for a pack of cigarettes. Stallman would bring you tiny peat-pots of baby tobacco plants, then tell you to grow your own. Assange would buy the cigarettes, but smoke them all himself while coding up something unworkable. And Ed would set fire to himself, to prove to an innocent mankind that tobacco is a monstrous and cancerous evil that must be exposed at all costs.

And yet the three of them together, they look just amazing.

While I’m yet unsure of my position on and generally suspicious of all these parties, I’m sure The Ecuadorian Library by Sterling is worth reading.

Categories
User experience, web, technology

UX described by Socrates

Lately I’ve been reading from Philosophies of Art & Beauty: Selected Readings in Aesthetics from Plato to Heidegger, edited by Albert Hofstadter and Richard Kuhns, and read a passage that sure sounded a lot like a premise of user experience work.

This is from Plato’s The Republic. Socrates is dialoguing with Glaucon about art.

Of the painter we say that he will paint reins, and he will paint a bit?

Yes.

And the worker in leather and brass will make them?

Certainly.

But does the painter know the right form of the bit and reins? Nay, hardly even the workers in brass and leather who make them; only the horseman who knows how to use them—he knows their right form.

Most true.

And may we not say the same of all things?

What?

That there are three arts which are concerned with all things: one which uses, another which makes, and a third which imitates them?

Yes.

And the excellence or beauty or truth of every structure, animate or inanimate, and of every action of man, is relative to the use for which nature or the artist has intended them.

True.

Then the user of them must have the greatest experience of them, and he must indicate to the maker the good or bad qualities which develop themselves in use; for example, the flute-player will tell the flute-maker which of his flutes is satisfactory to the performer; he will tell him how he ought to make them, and the other will attend to his instructions?

Of course.

The one knows and therefore speaks with authority about the goodness and badness of flutes, while the other, confiding in him, will do what he is told by him?

True.

The instrument is the same, but about the excellence or badness of it the maker will only attain to a correct belief; and this he will gain from him who knows, by talking to him and being compelled to hear what he has to say, whereas the user will have knowledge?

True.

Sounds like UX, doesn’t it? Maybe something from Don Norman about system image and mental models?

Categories
Management

How to write better personal work goals

As managers, we require our employees to set goals, and then we measure them against those goals during annual performance reviews. While this is common and sounds reasonable, the goals often end up disconnected from real performance.

This is a waste. (Managers: it’s okay to nod your head in grim agreement.)

Why does goal-setting fail, and what can we do about it? Well, I connected a few dots recently, and have a plan. It requires us to rethink the shape of the goals themselves.

How workplace goals typically fail

This is a real 6-month goal from an employee from about two years ago.

Maintain weekly focus on defining billing business rules.

Not bad, right? Seems do-able. There’s a time-frame. The action is simple: to maintain focus on the topic. It basically means get work done on it every week.

But here’s the thing: That goal failed, but by no fault of the employee.

Instead, that project to work on business rules was scuttled by management (okay, I confess: I did it). So, according to the preset goals for that period, I would mark the employee as having failed that goal. Well, I couldn’t in fairness do that! So while I didn’t penalize the employee, the goal itself became worthless.

I trust that other managers out there agree that this is not an uncommon situation.

I’ve found that my employees’ goals fail most often in these two ways.

  1. The goal is based on a project, but the project changes or is even canceled.
  2. The goal requires another person’s action, but that other person doesn’t take the action.

Is it always a simple dependency problem? Not purely. There are other factors, such as the goal being too large to get done or too generic to measure. In that case I shrug and make my best estimation as to whether it was met.

Another problem is that goals sometimes aren’t that important. We dumb them down to something that we’re sure will happen anyway, but it ends up having little to do with the most important work.

Why would we do this? It’s a play-it-safe reaction to being beaten up by all the previously failed goals. Name it: dysfunction.

But should I gauge an employee’s performance based on unimportant goals? Of course not. That’s small-minded, desperate thinking, yet our typical goal-setting systems prod us into those sorts of goals.

So, let’s see this from the angle of sports goal-setting.

Since 1990 I have been a competitive pistol shooter. Goals are pretty important—and effective.

In that sport, I use two types of goals: achievement and process goals.

My achievement goals are based on scores, and are obvious. For example, at the next match, my goal is to shoot at least a 2430. When I shoot a 2440, I know that I’ve achieved that goal. Easy to track.

But what can I do to make that achievement happen?

That’s where process goals come into play. For this, I point to Lanny Bassham’s Mental Management program outlined in his book “With Winning in Mind.” The book is worth reading, especially if you compete in most any sport.

Couched in the methodology from Bassham, let me explain a process goal that I use when target shooting.

In preparation for firing a shot, I plan and visualize the shot, then I do it. Here are some details.

  1. Gun is on the bench, and I’ve already settled my stance and grip.
  2. I look down at the gun, glance at the rear of the gun and see that the bolt is forward.
  3. I focus my eyes on my gunbox, which is with me at the shooting bench. I’m probably seeing a cut-out X-ring, and a step-by-step shot plan I’ve taped to the inside of the box.
  4. I close my eyes, tilt my head up just slightly, and breathe in and then out, fairly deeply.
  5. As I’m breathing I visualize the gun raising, my eyes finding the sight picture, I see a good sight alignment as the gun is rising, as I start to exhale I settle the gun so the sight picture is aligned to the target at which point my breathing pauses. I confirm that my middle and ring-fingers are putting pressure straight back into the grip while my thumb is lined up parallel to the barrel towards the target. At the pause in breath, I continue maintaining solid sight alignment to the slow count of 1-2-3 as I’m applying smooth, straight-back pressure to the trigger. I don’t get to 3 because the gun has fired and I know it is a good shot.
  6. Then I open my eyes at the end of an exhalation and act out what I just visualized. (If I get to three, I put the gun down and start that shot over.)

So, my process goal is to do that for every shot. It’s an easy-to-do goal that I control, and it is up to me to do it each time. When I do, the results are unmistakable.

That’s the key. When I have the discipline to do that process goal for every shot, my overall performance goes way up. It’s a behavior that I can control that produces a result. This past summer I shot my best 50 yard slow-fire score ever, a 97 out of 100, doing that.

What if I can use that kind of process goal at work?

I was re-reading Bassham’s book as I was mulling over these ideas, and came across a section where he writes:

A habit that separates the top five percent of competitors who win from the other 95 percent who just play is the practice of carefully setting goals. Most people never set them. No surprise there. However, every major corporation sets goals. Every government sets goals. Every builder who builds has a blueprint. Every banker has a written contract on how the borrower is going to pay back the loan. But among individuals, normally only the super successful ever bother to set personal goals and plan their work. (“With Winning in Mind,” Lanny Bassham, pp. 65-66.)

So I wondered to myself, “You’re doing alright professionally, do you set goals?” And it dawned on me that I do, all the time.

I just never think of them as goals. This was the Ah-ha! moment.

So, for illustration, here’s what I already do.

My 2013 Strategic Objectives

Near the end of the year, I review my own annual strategic objectives and identify those that I have for the coming year. I do this in order to maintain a clear head about work.

  • UX: Mature the UX team’s expertise
  • UX: Improve the sustainability of UX @ CE
  • Company: Ship (That one word to me means delivering valuable updates to our services for the benefit of our members. But in notes to myself, I just write “ship.”)
  • Company: Learn to manage the business better
  • Company: Prepare CE for future growth

I know these are not attainable on my own, but I expect of myself to influence our corporate progress towards those objectives more than one might imagine. They are generic enough to leave the tactics open, but clear enough to me that I can look at any period of time and tell if I’ve seen the rate of improvement that I’m okay with.

I’ve done this same thing for 2011 and 2012, and I’ve seen the benefits for the company, although from the outside it must be difficult to see the connections.

These annual objectives provide me some needed focus and an ability to feel like I’ve actually made a difference. Without that, I’d be pretty grouchy.

My Process Goals

When I read that section in Bassham, I suddenly realized that I already have process goals, but I’ve never thought of them as goals. I just know to do them in order to be effective at the level I expect of myself.

Photo of my notebook showing a prioritized daily list.
Using a daily 6-item list is one of my process goals. A simple, thin, pocket-sized notebook is extremely handy for this. I’ve found it better than using apps on my iPhone.

My most frequently used process goal is this:

  • Every day write in my small notebook the top 6 things that I will get done that day.
  • Prioritize them, 1–6.
  • Think of how and when I need to prepare for each item.
  • Keep that notebook on me and refer to it as a guide for my day.
  • Check the items off as I do them.

I use another process goal when I’m sitting in a meeting and I know the presenter will ask for feedback at the end. This too is easy: I use my notebook to jot down reminders of the feedback I want to provide. It’s basic, but effective. Here are two benefits.

  • I can say “I have three concerns.” When conversation ensues over point 1, others already know to bring it back around for point 2 and 3.
  • I don’t waste others’ time as I stumble over my words and try to remember what I was going to say. My memory is frail, and this technique overcomes that.

Are process goals SMART?

If you’ve ever talked with an HR person about goals, no doubt you’ve heard of the SMART acronym. SMART goals are:

  • specific
  • measurable
  • achievable
  • relevant
  • timely

My process goal of using the daily list may, in fact, be the most SMART goal I’ve ever had at work. It is specific, measurable (just flip through my notebook to see the success rate), achievable (it is easy…I just need to have the daily discipline to do it), it is definitely relevant, and by its very nature it is timely.

Whoa. Now that acronym actually makes sense.

And while it isn’t on the SMART checklist, these process goals are activities that I don’t have to rely on anyone else for. If I don’t do them, it’s nobody’s fault but mine.

What if goals can be expressed instead as habits?

So, like thousands of others, I’ve been through BJ Fogg’s 3 Tiny Habits program, and I actually use that lesson on how to form habits. The daily list is one thing I’ve used the 3 Tiny Habits program to help me do better. So, before I considered these to be process goals, I just considered them to be habits. These process goals are also habits.

If you haven’t yet, go through Fogg’s program. Process goals may make a whole lot more sense and you will have the knowledge to actually train yourself to do them. I’m going to predict that most good process goals, which are probably better as daily processes, could be implemented as though they are habits you are trying to form.

So, given this insight, how have I applied this?

I’ve talked with my staff about this approach, and we’ve updated some of their goals to follow this pattern.

Here’s what amazed me: In the very first week I saw improvements in performance and morale. For example, one of my staff wrote this process goal, “Every day, write down one thing I’m proud of.” I believe this simple goal improved this employee’s morale and it has spilled over to others, myself included.

But has the quality of work gone up? Difficult problems are solved by people who can easily think laterally as well as vertically, and a person’s emotional state has an effect on this. More stress means less lateral thinking. So, yes, I’m sure the quality of work has gone up.

Further, this kind of attitude can be trained over time and will help others want to work with this employee. Who wants to work with someone who doesn’t appreciate the chance to do quality work? I know I don’t.

How can you implement this change in setting goals?

Write process goals for yourself. If you are a manager, have your staff do this.

Process goals are:

  • Easy to do
  • Quick to do
  • Done frequently (e.g., daily)
  • About how you work or think of your work, not about the outcome
  • Done by you alone, so that you alone are responsible for doing them

I’ve listed a few examples in this post. Have others? Feel free to share them in the comments on this post.

I’ll close with another quote from Bassham: “The BEST years of the BEST players are rarely foreseen in advance. Why? I believe it is because the elite are not thinking about outcome. They are thinking about process.” (62)

Categories
Davin

This blog is 10 years old

Hey, I just realized that I’ve been blogging for ten years now. That’s some kind of milestone.

From hand-crafted to Blogger to MovableType to WordPress

Back when I started in 2003, it was really a learning experiment on my part. I was a consultant at the time, and felt that I needed to get first hand experience with blogging as a medium in order to really advise my clients when they would bring it up.

So, the options in 2003 were fewer. I started with just writing raw web code. Then I went with Blogger. After a couple of months, I switched over to MovableType and stayed on that platform until the very end of 2008. Really, MovableType was great, and I only reluctantly left it for WordPress, which I’m still on.

Why did I leave MT? Because the upgrade process was a pain. I often had to allocate an entire morning to upgrading the core MT software on my web server, and WordPress allowed me to upgrade in under 1 hour.

Today upgrading WordPress is even faster, typically taking only the click of a button. (I have automated daily database backups, so my content is safe if the install should fail.)

Now, on each platform migration, my blog posts suffered. I have yet to see a clean content export and import, and if you were to look at some of my really old blog posts, you may wonder if you’re not seeing the whole post. You’re not.

So, what are the most viewed posts?

At this time, here are the top 5 blog posts on my site, by views over the past 30 days.

  1. How to Write Release Notes (1577 views, published in March of 2010)
  2. How to Aim with Iron Sights (1379 views, published in October of 2009)
  3. How I use utm_source, utm_medium, utm_campaign from Google Analytics (812 views, published in November of 2011)
  4. Signing and Encrypting E-mail on Mac OS X 10.6 Using Self-Signed Certificates (310 views, published in December of 2010)
  5. Small-caps, web text, and CSS (175 views, published in April of 2011)

One observation: “how to” articles get read more than personal anecdotes. Not surprising, right?

Will there be a 20-year anniversary for this blog?

Presuming I’m still alive and that blogs are still a real medium, probably. Now I probably won’t be posting with any more regularity than I have been for years, and the quality of the posts will continue to be hit-and-miss. And a theme for the blog? Not likely. This is just a personal blog, and remains a bit of an experimental place for me.

What has been my biggest challenge? Not being able to write about what I do at work as openly as I would like. I would have some great material, but the risks of disclosing proprietary information and upsetting my colleagues have stopped me, and will probably continue to do so. Oh well.

Categories
Davin

1st try at the LCP challenge

My friend Adam has issued a challenge to me. With my Ruger LCP, can I have all but 5 of 50 shots score a 10, firing at 7 yards? Here was my first try on a very cold January day.
My friend Adam has issued a challenge to me. With my Ruger LCP, can I have all but 5 of 50 shots score a 10, firing at 7 yards? Here was my first try on a very cold January day. Not quite: 7 or 8 shots outside the 10-ring (if it touches the ring, it counts!).
Categories
User experience, web, technology

Thinking: Taxonomy of shooting ranges

I’ve been overwhelmed by feedback from a side project of mine, rangelistings.com, and am working on upgrading it so that site visitors can make some updates on their own without having to go through me.

It’s great how even seemingly little projects like this raise information architecture questions so promptly.

Wait…what the heck does “access” mean?

When I started this project a while ago, I didn’t question much of the data I was harvesting. I just wanted some data to test a theory about the utility of a geographic perspective on shooting ranges. It was just an experiment, done as a bit of a hobby over the course of some weekends. One piece of data for each shooting range was labeled “access” and the data was primarily either “public” or “private.”

Well, upon actually using this information, I find the public access or private access to be too ambiguous. Does “public” mean state-run, paid for by tax dollars? If a range is in a gun store, which is itself a private enterprise, is the range private or is it public because anyone can use it? And besides, what do we mean by “access” in the first place?

The useful data can be more clearly represented by asking “What sort of requirement is there for access to the shooting facilities?” When I state it that way to represent what I mean instead of simply “access,” then I realize more clearly how “private” and “public” are inadequate words.

Looking over the data and thinking about my own experiences at various types of ranges, this is what I’ve come up with.

  • Membership required (like at many Sportsmen’s or Conservation Clubs)
  • Pay a fee for range time (like at some gun stores or commercial shooting facilities)
  • Free (like at some state-run shooting ranges)
  • Unknown (because right now I only have private/public values)

The exact wording can be tweaked, but the notion is in there and is far more useful than the current private vs public value.

Gah! What a mess of a labeling system.

Meaning and words overlap. Case in point: when I list shooting facilities, many of them resemble shooting sports (like “trap” which can describe a range as well as a shotgun sport).

Which should I list? How do I tell the difference between a sport and facility? How do I prompt the user community to stay with the right taxonomy? (And what do I mean by “right taxonomy?”)

Which words describe the possible shooting/firing ranges themselves at any sportsmen’s club, gun store, or other shooting facility? Those are the words I need.

Why not list the shooting sports themselves as a primary organizational scheme? Here’s why. Because very often people just want to grab their gear and head to a range to shoot. That isn’t organized into a predefined shooting sport, like trap shooting or action pistol. No, that’s just heading to the range to shoot. That’s pretty normal.

However, many shooters also want to know if they can do a specific kind of sport, and a description of the range itself can help answer that question. For instance, I’m a bullseye pistol competitor, so if I see “Outdoor pistol, 15 feet” as a description for a shooting range, I know that won’t do for my sport. If I wanted to practice some defensive pistol shooting, it would be okay. However, if I see “Outdoor pistol, 50 yards,” than I’m going to be pretty confident that I can practice my sport at that range.

The point is, some decent descriptions of the physical ranges themselves should provide an appropriate amount of information to be useful for a wide variety of shooters’ interests.

So, it should be easy to come up with that list of terms, right?

As an initial audit, as of today, Oct 28, 2012, this is what I have in the rangelistings.com website.

  • Airgun
  • Archery
  • Indoor Pistol
  • Indoor Rifle
  • Muzzleloading
  • Outdoor Pistol
  • Outdoor Rifle
  • Pistol Silhouette
  • Rifle Silhouette
  • Skeet
  • Sporting Clays
  • Trap

And any specific range listed can add a note. The most common note indicates the distance and the second most common type of note indicates the number of firing positions. For instance, “Outdoor Rifle (500 yards, 10 firing points).” For someone looking for a place to shoot, that bit of information is quite informative.

But I’m not really settled on that, despite the fact that I have data on close to four thousand ranges already using that taxonomy.

My primary concern with that set of terms is that it may not be complete. For instance, I don’t see Cowboy Action as an option. Nor do I see Five Stand for shotgun. Both of those are, to my knowledge, specialized range designs.

But is that getting too specific?

I’m also concerned that some people may want to check off a bunch of those options with the thought of “Well we have an outdoor rifle range, and a person could set up some silhouette targets on it, so I guess I should check Rifle Silhouette too.” But that isn’t how I’d prefer people to think of it. My thought is that the range should already be set up for silhouette shooting, with metallic silhouettes already set up and/or available, and possibly with a target reset cord.

Perhaps there should be a general purpose outdoor pistol and a general purpose outdoor rifle. Then if a range has more specialized facilities, a person could choose to list those.

I’m a member of the Saginaw Field & Stream Club in Michigan, and we have a pretty cool Cowboy Action range, which is used only for that sport. We also have a standard 50 yard pistol range and a defensive pistol range. Given the current taxonomy, we could list it like “Outdoor Pistol (50 and 25 yard covered firing points, Cowboy Action course, and 15 foot defensive pistol range).” That’s informative and flexible. Perhaps there’s nothing wrong with that.

However, if I go with that notion, doesn’t the same thinking apply to the shotgun sports? If so, then it seems like I might not have separate items for Skeet, Sporting Clays, and Trap like I do now. Instead, I would just say something like “Shotgun (trap, 5-stand, and sporting clays).”

The conundrum here is that there very well may be value in having itemized those types of ranges. The point is that I’d prefer to have a consistent granularity in terms, and it seems to me that right now I have a mixture.

Which level of specificity is the most useful in light of the purpose of this data set?

And now I put my thinking on pause, the taxonomy questions unresolved.

Categories
Davin

My new .22 target pistol, Marvel and Springfield Range Officer

Over the past couple months I’ve worked out the kinks on a new .22 target pistol, and I figured I’d share the details.

The new gun: Marvel Unit 1 conversion on a Springfield Armory Range Officer frame

.22 target pistol: Marvel Precision Unit 1, Springfield Armory Range Officer 1911 frame, and an UltraDot red dot scope.
My new .22 target pistol: Marvel Precision Unit 1, Springfield Armory Range Officer 1911 frame, and an UltraDot red dot scope.

After much consideration, I decided to go with a Marvel Precision Unit 1. That is a conversion unit that you use to turn a 1911 into a .22 pistol by replacing the slide and using different magazines.

The Marvel has a good reputation, it is known to function reliably, and is getting to be famous for its accuracy. Mine came with a 5-shot test target fired at 50 yards. The test group measured 0.81 inches. That really is excellent, considering that to my eye the X-ring on the 50 yard slow fire target looks to be 1 & 11/16 inches. Bottom line: it’ll hold a group tighter than I need it to hold.

I ordered the Marvel unit with an extra magazine, the iron sights, and a scope mount rib. Altogether, including shipping, I paid about $600.

Speaking of shipping, it took a long time for them to get me the unit. I placed the order online on April 5, 2012 and it shipped to me on June 12, 2012. I was definitely not thrilled with waiting that long, but I understand they’re busy.

So, between then and now, here is what I ended up doing.

I shot the gun first with the iron sights. They are good target sights, and I shot fine. However, I’ve been curious about shooting a red dot, so I picked up an UltraDot and put that on top. My 25 yard Timed and Rapid Fire scores didn’t change, but my 50 yard Slow Fire scores seem to have improved. I’ll stick with the dot a little longer and see how it goes (although I’ll continue to shoot iron sights on my .45).

For the lower I’m using a Springfield Armory Range Officer 1911 .45 ACP that I purchased very late in June. Since then I’ve put in a short match trigger from Cylinder and Slide (required some hand-fitting), a reduced-power hammer spring (24 pound ILS spring from Wolff), and tuned the sear spring. The hammer and sear already looked really good.

The stock trigger on the Range Officer was not great. It started at around 5.5 lbs, and had a little bit of creep in it. The break was crisp, which I like. After fitting a new trigger that has a better length for my hand and carefully filing the trigger and a little bit of the trigger channel, the trigger movement is now quite smooth, and down to a nice 2 lbs. I also set the over-travel stop so the trigger won’t move any more than it must.

At Camp Perry during the second week of July I asked at the Marvel table for any tips on reliability and the response was that it should all work fine, but a lighter hammer spring may help if there are issues with loading new cartridges. I did in fact have a few of those issues, and so I put in a lower-powered ILS hammer spring. I fired 80 rounds this afternoon after replacing the spring, and had not a single problem.

So, what’s left? Well, I have a pair of Nill grips on my Clark Heavy Slide 1911, and I like the feel. I may get a pair for this gun too.

Also, I need to pick up another 1911 sear spring so I can tune it to 3.5 lbs for when I put the Range Officer slide back on the gun for shooting .45 ACP. Two pounds is too light for a gun with that kind of recoil, in my opinion.

All-in-all, I’m quite pleased with this set up, and I’m looking forward to competing with it.

Props to my old gun, a Ruger Mk II .22 pistol

I’ve been competing in Bullseye Pistol matches since 1990, and have used the same Ruger Mk II pistol for that entire time. Over half a dozen national pistol matches and many local, state, and regional competitions, not to mention countless hours of practice, I estimate that I’ve put a quarter of a million rounds through the gun.

The Ruger still functions, but after 22 years of heavy use, it’s pretty worn out. I’ve had to replace numerous parts over the years, including two firing pins, a firing pin stop pin, and the recoil spring. The gun is loose, and it feels loose. Could it be tightened? Maybe. Regardless, it’s time for a new gun, and I’ll keep this Ruger as a back up.

The gun has been re-blued, and it is high time for another re-blueing. It is down to bare metal where my fingers and the heel of my hand grip the gun.

Props to the old Ruger though, it will still shoot clean targets (clean means 100 out of 100 points). I’m impressed that it still maintains that precision.

Categories
Davin

Excluding a site in a Google search

The minus sign in "-site" is the trick to excluding a website from Google search results.
The minus sign in "-site" is the trick to excluding a website from Google search results.

This morning I found myself thinking about that perennial question of the reliability of Wikipedia. This time it is because my older daughter (she’s in junior high) is forbidden to use Wikipedia articles in papers for school, but she wasn’t given any other recommended suggestions from her teacher. So my observation is that she is now more likely to use online sources that are actually less reliable than Wikipedia.

Teacher: Your bias against crowd-sourced and curated knowledge has driven your students to find non-curated “knowledge.” Grade: F.

Better idea? Teach students to evaluate the credibility of online sources, and allow them to use Wikipedia articles if they are deemed sufficiently trustworthy. Mark down the grade if untrustworthy articles are referenced. This would teach a real research skill, and be more educational than just pointing to the Google search box.

But that’s a rant, and not what I learned.

I first did a Google search for “reliability of wikipedia,” and found a whole bunch of results. But they were mostly from Wikipedia. I looked at a few interesting Wikipedia articles on the topic, but wanted to see what websites other than Wikipedia had to say about this.

And there was my challenge. How do I do that same search but exclude results from wikipedia.org?

Well, I already knew that you can type site:domain.com into the search field to just search a specific website, so I tried site:-wikipedia.org. That didn’t return any results. So I tried another approach that did work, putting the minus sign to the left of “site,” and it worked like a charm.

reliability of wikipedia -site:wikipedia.org

There. I learned something new today.

Categories
User experience, web, technology

LinkedIn UX groups, data and questions

Doesn’t it seem like there are a lot of user experience groups on LinkedIn? I’ve joined a few of them in hopes of staying up-to-date on topics, but after joining a couple groups, I quickly realized there were many more possible groups, and they all started looking pretty similar to me.

Why would I join this group versus that one?

Some are tied to specific organizations, like the Information Architecture Institute, the Interaction Design Association, or the Usability Professionals Association. Or like the Boxes and Arrows group, related to a specific industry publication. If you are a member of such an organization, joining the matching LinkedIn group probably makes sense in some way.

Some are focused on narrower subjects, like the Agile Experience group or mobileUX. If you have a narrower interest and find a group that fits, perfect.

Some differentiate by being localized. The UPA Israel, for instance, or London User Experience Professionals. Cadius is a group for UX people who speak Spanish. I think that’s fantastic.

But then we have all those other groups that ooze together, subject-wise. I’ll bet each has its own creation story, but at this point, the differentiation is slim.

Don’t these top 5 UX LinkedIn groups sound similar?

  1. User Experience
  2. Interaction Design Association
  3. UX Professionals
  4. UX Professionals Network
  5. User Experience Group

The second item is the group for members of IxDA, but the rest are simply professional groups for UX people. I’ll bet if you mixed together all the content and members of those groups you would first see a lot of repetition in members and topics, and second, I’ll bet you couldn’t separate them back into their original groups without a key. What does that say about these groups?

Some data on these groups

For what it’s worth, I’ll post some data I harvested while trawling LinkedIn this afternoon. (Why did I do this? Am I mad? No, but I’ve been sick all weekend, and in my addled state, cataloging some LinkedIn groups was the most obvious thing to do.)

The following data is merely what I found this afternoon. It is not comprehensive.

Chart showing membership rates of about 40 user experience groups on LinkedIn.
Chart showing membership rates of about 40 user experience groups on LinkedIn as of March 11, 2012.

Want a little more information? You can download an Excel spreadsheet I used while gathering this information. The worksheet includes columns for ID, Title, Membership, Parent Group, Created date, Type (e.g., Professional Group), Owner, Coverage (e.g., Earth, Greater London, UK, etc.), Language (didn’t fill that in), and Organization (e.g., IxDA).

Here’s the Excel file: User Experience (UX) groups on LinkedIn, March 2012 (.xslx)

Too many groups!

In closing, I think it would be easier and less time consuming to stay up-to-date in the field if there weren’t so many overlapping groups. What if some of these groups merged? Would people get too upset about that?

(Now for more tea and expectorants.)