Inaugural online book | Application Concepting Series No. 1



100 Ideas for Envisioning Powerful, Engaging, and Productive User Experiences in Knowledge Work

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Application Envisioning idea
M3.
Application User Communities



The social networks and collective focus of user communities can provide valuable support to knowledge workers who are trying to make the most of computing tools in their own organizations and personal practices. Product teams can envision concepts for fostering and reaching out to these communities, opening up channels to discuss issues and gather feedback.






Examples from three knowledge work domains:
(Illustrated above) A scientist posts a question to an online forum about her analysis application and receives suggestions from other users, as well as a detailed answer from the vendor firm that created the tool.

An architect attends an annual convention where the user group for her building modeling application is hosting a panel discussion on different methods of applying the tool to real world projects. Since her firm is relatively new to using the product, she learns a lot from hearing about how other architectural studios approach their projects within it.

A financial trader regularly meets with other traders working in the same market specialty. In addition to building business relationships, one of the usual topics of discussion is how to make better use of the industry standard applications that most firms use.
User communities can connect knowledge workers in a particular organization to a larger pool of people who are using computing tools in similar activities. Interactive applications with entrenched user bases can have large, active, and formalized user groups, whose members answer each other’s questions and collectively lobby product firms. Alternately, domain specific communities, such as a group researching malaria cures, may discuss related computing applications as one part of a much larger conversation about their specialties.

Product teams can envision concepts for fostering the creation of user communities and supporting groups that arise organically. Once a community is established, teams can make responsive contributions, providing answers and technical support (M2), addressing concerns in a constructive manner, and soliciting input on new design concepts and prototypes.

Product firms and members of user communities can communicate through email lists (J1), centralized forums (J6), longer term knowledge bases (E1, G6, I7, J5), and face to face events. Workers may experience these channels as key touch points with a vendor, connectively extending outward from the tool itself into a larger, service oriented system. A user community’s influence can extend into product strategy and development, brand reputation, purchasing behavior, the adoption process (K), and ongoing use (K12).

When product teams do not actively consider potential support for user communities in their application concepts, opportunities to scaffold adoption and gain new sources of valuable insights (M1) may remain overlooked. More concretely, application support costs may be higher without robust user communities responding to individual workers’ many complex yet day to day problems.

See also: G3, G5, J2, M




Application Envisioning questions:

How could your firm be more than a “distant provider” to the larger communities that will eventually discuss and converge around your computing tool? What inputs might related communities contribute to your application envisioning efforts? How might interactive touchpoints and human support for certain communities eventually lead to positive impacts on product adoption, workers’ outcomes, brand reputation, and other factors?

More specific questions for product teams to consider:
How active are targeted individuals in various communities that are related to their professional practices?

Which existing, domain specific communities might be interested in mutually beneficial conversations about the formative direction of your product?

How might you connect with certain trusted and influential communities to gather insights, ideas, and feedback? What technologies and events do these groups congregate around and communicate through?

What larger design, technology, and market trends could impact your ideas about supporting user communities? Do contemporary collectives expect to have active conversations with related product vendors?

What new user communities might ideally form around the use of your envisioned product? How might the identities and segmentations of these groups reflect targeted domains and market segments?

How could your team foster the creation of one or more of these communities as part of actively releasing your technology?

What functionality concepts might your team envision to strongly tie the activities of certain user communities to your computing tool?

How could integral touch points, along with community action outside of your onscreen offerings, create opportunities for your firm to meaningfully connect with and support your user base?

How might your team’s approaches for supporting application user communities relate to your other functionality concepts for supporting cooperation, collaboration, and workspace awareness?

What implications could connection with user communities have on the brand of your sketched application concepts? On your marketing methods and messaging?

Do you have enough information to usefully answer these and other envisioning questions? What additional research, problem space models, and design concepting could valuably inform your team’s application envisioning efforts?


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All original contents of Working through Screens online book are subject to
the creative commons license (Attribution-NonCommercial- ShareAlike http://creativecommons.org/licenses/by-nc-sa/3.0/) unless otherwise noted.
Please attribute the work to “Jacob Burghardt / FLASHBULB INTERACTION Consultancy.”