Professional Documents
Culture Documents
BY STEVE LEBEAU
THU, 2017-03-30 14:33
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the key here is placing either your service or your design object in the social
context of the user -- the consumer -- rather than entirely in the mind of the
designer. The design used to be that you had smart people who would sit
down and they'd say, "What can I create that would be nice?" Then they
make up something and then throw it against the wall and see whether it
sticks. That's how it was done without any real attention to the user. Even
now I must tell you that that design process is a little bit deficient on the
preliminary analysis that people need to do in order to be able to design
things that are going to be useful for people.
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the first thing people thought about was tubs of yogurt like you would find
in Greece or something. Yogurt was rapidly becoming something that people
wanted to take for lunch, so after having failed in the yogurt market, they
finally got around to analyzing what consumers really did, and then they
started to make these small packages of yogurt. Now how I think most yogurt
is sold in these little single container things.
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about their experience with using these colostomy bags. The solution was
so simple, and that is that people are different sizes. You can't produce one
colostomy bag that is going to fit everybody.
MNBIZ: Now, to use a qualitative method means you don't have the
numbers that a lot of business people rely on. The main metaphor out
of business the last 50 years is “the bottom line.” It means “the most
important thing.”
Bill Beeman: That's right. Or big data. The problem is that big data can be
very useful, and it gives you all kinds of patterns, but it does not explain
itself. That's the problem. You get a pattern that is generated from
quantitative data. By the way, anthropologists use quantitative data all the
time. It's very important. But once you have the quantitative data, all it does
is generate questions. People who are using big data first generate the data,
and then they guess what it means. Sometimes they're savvy and they've
been in business for a long time, so they might even make good guesses.
Generally, you can't answer the questions that the patterns in your big data
involve unless you go out and do the qualitative work. The qualitative work
is not absent of data. In fact, the qualitative work generates huge amounts
of data. You have diaries, you have notes, you have interviews, you have
direct observations of people's experience. Sometimes you have video. All
these things will support an analysis that gives you, in fact, an answer.
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MNBIZ: The data is qualitative. I'm trying to make sense of it. It's like
a different kind of logic where you look at life as a series of actions
rather than a series of numbers.
Bill Beeman: That's correct. The thing is that people think that they love
big data in the business world because it's so cheap to produce. Or at least
they think it's so cheap. It's not cheap in the long run because you make
terrible mistakes. I like to tell my class that you'll get a survey from an airline
and they'll say, "How many air trips did you take last year?" Stupid
questions like that. If you travel a lot, you actually don't know, and you don't
even know what they mean. Do they mean every single time you got on a
plane? Or how many round trips did you take? Or how many legs did you
fly during the year? You don't know, you don't have any idea what they
mean, so you just guess. That's completely inaccurate data off of a survey,
but it'll generate numbers, and people get very happy when they get
numbers. If you ask somebody, if you asked a traveler, to note down every
single time they got on a plane and where they were going, then you'd know
for sure.
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do you do deal with that," And the shop owner says, "I have 50 grams of
cornmeal already measured out every day to sell to Mrs. Hernandez because
I know she's coming in." "What if she doesn't come in?" "Then I'd worry. I
guess I'd send my son over to see whether she was sick." This is the kind of
data that you need in order to understand, the patterns of life and the
patterns of thinking.
MNBIZ: Are they trying to build new designers who have ethnographic
techniques in their toolbox?
Bill Beeman: Yes.
MNBIZ: It's like some people say they're a political expert even though
they don't know.
Bill Beeman: Exactly. They don't know anything. You can call them a
political activist or something.
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MNBIZ: Right.
Bill Beeman: We would like the designers to have the experience of actually
developing some skill in some of the techniques that we have. For example,
you're an interviewer. You do interviews in a journalistic frame. You don’t
ask leading questions unless you really want to get somebody on the record
saying something that you know already. If you prompt them properly, they
will say it, and then you run out and tweet it.
MNBIZ: No jargon?
Bill Beeman: Not only no jargon, but they can't get the idea that you're going
down a dedicated list of questions because they get defensive.
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their attitudes toward powder detergent and liquid detergent. Let's just say
that you had that in mind. What you want to do, though, is to not talk to
them about the liquid detergent versus the powder detergent. You want to
talk to them about laundry and you want to talk to them about washing
things and get them to tell you about how laundry works in their life. I said
this is a real study, and so what the people who did this study will tell you
is that what they learned was that washing clothes is not just washing
clothes. It's a replication of your relations with the rest of your family. When
you put things in a washing machine, you put in your daughter's dress and
your little boy's jeans and your husband's shirts, they all evoke memories.
If you're in a family where it's very tight-knit and very emotionally involved
with each person, then you want to be careful about how you actually wash
the clothes.
MNBIZ: Practice.
Bill Beeman: Practice.
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MNBIZ: Now the second area where anthropology can apply to business
is marketing. Did that touch on the laundry soap?
Bill Beeman: Very much so. Leo Burnett, a big ad agency guy in Chicago,
Leo Burnett Agency, was famous for this slogan: "Sell the sizzle and not the
steak." The point is, when you're marketing, you don't market a product,
really. You can, and you obviously have to market something that's going to
be functional, but the thing that will make people buy your product as
opposed to another product is because of the positive associations in
marketing that you can place on that product. Now, there's some people who
are very hard headed about that. They say, "The only thing that matters is
price," but I don't believe it for a minute.
MNBIZ: You don't get that ambience of being there, writing your novel...
Bill Beeman: That's absolutely our first exercise in our class. The first
exercise for the students is to actually go to a coffee shop and sit there for
two hours and observe what's going on. Then yesterday in our class we had
the students report on what they were doing. Not one time did they mention
the quality of the coffee, not once, because that's not what's going on. The
coffee shop, there are different flavors of coffee shop. Some of them had
people hanging around talking and some of them have a décor. Caribou
Coffee has a different ambience. Some of them are student hangouts, some
of them are corporate hangouts, but they really are gathering places and it
just happens that they sell coffee. Now, there are a couple of place that are
coffee snob places where you go in and you get this chemical and discourse
about this particular bean from Kenya has to be brewed at 183 degrees and
it has to be a pour over and not a dark roast. But’s that's also an ambience.
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Bill Beeman: Heavens, no. I take real umbrage at the economists who
believe that we're only operating according to rational decision-making. In
some ways we are, but the problem is that we've now developed this field of
behavioral economics, which is really anthropology, where they try to put
some kind of weighting or some kind of value on non-tangible aspects of
economic decision. That is anthropology, that's what we do, so that when
you try to decide how people are making their economic decisions or their
product decisions, then those factors have to be weighed into it. ATV, the
protection system, they have the ads going on where they're saying, "I have
this alarm system because I'm protecting my family and this is the line in
the sand to protect my family from those bad, evil things that are out there."
I said, "That's what you're selling. You're not selling the alarm system." They
don't even talk about whether the alarm system's any good.
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love then you love a Subaru because it cements your family's love for each
other.
MNBIZ: It's almost like the flat approach for finding laundry detergent.
Almost a business thing is one of the things that comes up in the midst
of all this.
Bill Beeman: What we have to understand is that the business practice is
actually a cultural practice. Every society has its own cultural practice. This
goes down to the next one, and that is that industries in the United States
have their own culture. You're in journalism. You know very well what I'm
talking about. Life as a journalist is not the same as life in a bank. It's just
not the same.
MNBIZ: I've heard from people involved in the startup. The idea of a
startup, you get a business going and then it's bought by a larger one.
The biggest problem is adapting to the culture. Here you have these
free thinking entrepreneurs trying to adapt into a more formalized
institution.
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Bill Beeman: A prime example was HP. When Carly Fiorina came into HP,
the corporate culture changed radically. The one thing that was sacrosanct
with HP was that they protected their employees at all costs so that, when
there was an economic downturn, they did everything within their employee
to retain the employees. They called it the HP way. Carly Fiorina came in,
fired how many tens of thousands of people, and many other people quit.
They just wouldn't stay on because she destroyed the culture that they
valued. They loved working for HP because it had that, even though it was
very large as a corporation, feel to it.
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seriously and then try to fix it.
Bill Beeman: They'd say, "There's an endemic problem in your organization,
and that is that people are not telling you about the problems with your
product because they're afraid." They might tell them about the specific
thing because they can do it without being harmed.
MNBIZ: The idea of user experience has become so popular that it's
almost become a cliché.
Bill Beeman: It's a real thing.
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the amount of information that they might need or want about particular
products or particular services. There's a gap between, I guess we'd call it
the self-diagnosis on the part of consumers and the manufacturers who are
not anticipating what people need. We're trying to, I guess, fill that gap by
helping people who are manufacturing things or who are trying to sell things
or who are trying to provide services, help them to design better so that they
anticipate people's needs before it gets to be a problem. It is a problem
because the failure rate on new products and new services is huge. It is
monstrous. At one point we found out that General Mills, when they
introduced new products, they had a 95% failure rate. It is really big.
MNBIZ: The kind of thinking among some progressive people and a lot
of new people is that profit is necessary, but it's not your goal anymore.
It's not your entire purpose.
Bill Beeman: That's right. We're talking about the B corporation.
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Bill Beeman: Yes. We hope so. The other thing about our work that makes
it valuable is that we deal beautifully with social change. Businesses do not
operate in a world that stands still. Things are continually changing and you
have to be able to move with the change. Just to give you an example: I don't
think you can sell a car these days without Bluetooth capability. Remember,
the iPhone is only 10 years old. The business landscape is continually
changing, and you need a way to deal with that
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