Co-experience: Understanding user experiences in social interaction
Co-experience: Understanding user experiences in social interaction
Co-experience: Understanding user experiences in social interaction
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tegé of Behrens, Walter Gropius. The 1925 world exhibition of Modern Decorative<br />
and Industrial Arts <strong>in</strong> Paris showcased many modernist designs, and <strong>in</strong> fact this<br />
exhibition transferred the idea of modern design to the United States. There it<br />
was soon taken up on a large scale, and consequently both Loewy, known for<br />
his streaml<strong>in</strong>e aesthetics, and Dreyfuss, known for his human factors and shopfloor<br />
production approach to design, opened their respective offices <strong>in</strong> 1929.<br />
Loewy later became known as the streaml<strong>in</strong>e stylist and Dreyfuss contributed<br />
to the development of a <strong>user</strong> centred and research driven approach to design.<br />
(Tamb<strong>in</strong>i 1996)<br />
In Design<strong>in</strong>g for People (1974, first edition <strong>in</strong> 1955) Dreyfuss describes his<br />
five pr<strong>in</strong>ciples for design: Utility and safety, Ma<strong>in</strong>tenance, <strong>Co</strong>st, Sales appeal<br />
and Appearance. Dreyfuss also describes his human factors (known on the European<br />
side as ergonomics) research, the use of anthropometric data as characters<br />
Joe and Joseph<strong>in</strong>e. He describes design cases and how good design practice<br />
is made to happen with sketches, visualisations and prototypes, through<br />
visits to factories, production plants and offices, and by tak<strong>in</strong>g courses <strong>in</strong> sew<strong>in</strong>g,<br />
apprentic<strong>in</strong>g with a telephone repair man and sell<strong>in</strong>g alarm clocks at the<br />
department store.<br />
“… if people are made safer, more comfortable, more eager to purchase,<br />
more efficient – or just pla<strong>in</strong> happier – by contact with the<br />
product, then the designer has succeeded.” (Dreyfuss: Design<strong>in</strong>g for<br />
People, 1974)<br />
18 1 INTRODUCTION<br />
The emergence of human factors can be traced to Taylor’s “scientific management”,<br />
practised <strong>in</strong> the early 1900s and published as a book <strong>in</strong> 1911. It advertises<br />
the detailed study of work broken down <strong>in</strong>to small tasks, analysed, timed<br />
and studied and re-organised for maximum efficiency. Accord<strong>in</strong>g to the philosophy,<br />
management is responsible for select<strong>in</strong>g and tra<strong>in</strong><strong>in</strong>g workers who<br />
are best suited to their tasks. In optimis<strong>in</strong>g efficiency, science was to replace<br />
rules of thumb: objective measurement and analysis provided <strong>in</strong>formation on<br />
the previously mysterious nature of work (see e.g. Modern History Sourcebook).<br />
Taylor’s stopwatch studies were used by human factors researchers well <strong>in</strong>to<br />
the 1960s (Tamb<strong>in</strong>i 1996). This is <strong>in</strong> l<strong>in</strong>e but also <strong>in</strong> stark contrast with for example<br />
Dreyfuss’ empathic and humane approach.<br />
1.2.2 DESIGNING PERCEPTIONS<br />
How did it happen that the mention of the word “apple” causes some computer<br />
<strong>user</strong>s to sneer and others to express great enthusiasm? Or that certa<strong>in</strong> types of