Engaging, Syndicated Content Collections

Sometimes providing someone with a simple list of choices is not effective because they'll find it boring. Users may have been spoiled by the newer, more immersive online experiences. You need to create a more engaging experience.

At other times you want to package up content you have in source or original repository and provide it to users through some other website, wiki or blog.

These two scenarios are common ones that the OpenText Widget Services (OTWS) solution was designed to address. It also gives control of where the content is used, and more importantly, you don't have to renounce ownership rights based on an agreement with service provider.

A small code snippet is created to be embedded anywhere - much as users have learned for videos with YouTube (and Open Text Video Services) and  presentations with SlideShare. But OTWS supports many formats of content, even in one collection assembled from more than one repository if required. In some ways it is like a dynamic, immersive portal.

There's nothing like an example, so here is a collection of four keynote presentations given at last year's Content World 2010 - the OpenText global users' conference. The original files happen to be in PDF converted from PowerPoint, but a wide variety of formats are supported by OTWS as I mentioned. There are a number of different style widget templates - I picked a simple one here.





If you've never seen this before, here are a few instructions:

For the Player

1. Scroll through the presentation collection using the arrow tabs on the left and right of the player frame
2. You can go to full screen mode in the widget through the icon on the lower right of the player. Frankly it's much better when you do that as I only put a small player here
3. Also on the lower right is a share icon (two heads) to download the embed code to be used elsewhere

For a Presentation in the Player

1. If you click on a presentation you can open it in your browser
• There are then controls on the bottom to advance slides/pages, as well as to change the size and fit on your screen
2. You can download a specific presentation by clicking on the 'down-arrow' icon
3. You can see metadata of that presentation by clicking on the 'circling arrow' icon at the top left of the initial view

Next week there will be another Content World event. I'll be providing presentations from that event through widgets to supplement the traditional channel OpenText has provided. I'll use another widget template as well as a thumbnail feature to provide more easily read slide titles.

The player here is based on Flash, but HTML5 is supported in the OTWS version to be released in a few weeks.

The Future of Work

"The world is full of people whose notion of a satisfactory future is,
in fact, a return to the idealised past."
Robertson Davies, "A Voice from the Attic", 1960

I've been thinking about the nature of work. Can there be any doubt that:

• The nature of WORK is changing rapidly
• WHERE you do it
• WHEN you do it
• HOW you do it
• WITH whom you do it
• The SPEED at which you do it
• What you have to KNOW
• What you have to do
• And the DECISIONS you have to make

...all the while working to meet the demands and expectations of your organization.

So it has been interesting to review some of the recent future workplace concepts from RIM and Microsoft. The technology and interfaces are certainly very cool. But in large measure most of the depicted activities are things we already do.

• I think I could have predicted the developments in mobility we see today 10 years ago. I've been wanting the ability to link my smartphone to local devices and to create virtual interfaces exactly as shown in these videos for some time.

What is missing are new styles of work. Those things are much harder to predict and they are what will matter far more.

• I would not have been able to predict social networking as we know it now 10 years ago. Especially as it has affected B2C and B2B activities.

This customer service concept from RIM shows how an idealized version of today's social networking can be used to detect power outages:




BlackBerry Future Visions 1 from Evan Blass on Vimeo.


There are many elements in this Microsoft Office conceptual video, but there is a certain irony that one of these (near the end of the video) is how to use a computer to manage cooking recipes - this was one of the first proposed uses for home computers in the 60's when people could not conceive of the uses we have since discovered.

Playing to its strengths in security RIM demonstrates in this video how automated provisioning and de-provisioning could work:



BlackBerry Future Visions 2 from Evan Blass on Vimeo

I must admit that omniscient IT guy is a little scary. Maybe that's just my perception although I do like how he can provision personal devices to work in an enterprise.

So while I like these concepts, I'm pretty sure they are missing the killer application that will be the biggest driver of change. I don't know what that will be, but I'm confident there will be one.

So I'll close with another quotation:


"The best way to predict the future is to invent it." Alan Kay

It still comes down to user adoption

Recently our business process management group (OpenText Global 360) released a survey of SharePoint adoption. It's actually the third in a series and so some very interesting and clear trends have emerged (see the SlideShare presentation below). It's worth a look whether you use SharePoint or not, as the results are very similar for other ECM systems.

The importance of business process management solutions to add to many of these SharePoint sites is documented (slide 29).

But what caught my eye are the results of the `What are the challenges question - the largest single challenge is user adoption (slide 16; 25% of respondents) closely followed by strategy (16%), and yet 44% of respondents have no training program! It should come as no surprise then that 63% describe the user experience as only `Somewhat adequate - requires in-house redesign` (slide 25). To me that sounds like a technologists response - if users are having trouble, then redesign the interface rather than training them! That said, most respondents describe their systems as being in the early stages of maturation (slide 49), although I suspect they believe that maturity will come with customization not user training or strategy.

ECM veterans will not be surprised by this - it is true of most implementations, irrespective of the underlying software. But one does wonder why we never seem to learn.

Fall 2011 SharePoint Survey Results

View more presentations from OpenText Global 360

You can read more on the finding of this survey here 

Content Decision Fatigue

If something of value is in short supply you will tend to conserve it. That turns out to be true of your capacity to deal with alternatives, make decisions and even to sustain your efforts at tasks.These finding have profound implications for enterprise content management (ECM).

Psychologists have recently described the phenomenon of Decision Fatigue. A recent New York Times article by John Tierney titled, "Do You Suffer From Decision Fatigue?" gave an excellent overview which I will quote extensively here.

The more you make decisions, the less capacity you have to make additional ones in a given period. And these decisions do not have to be hard to deplete your capacity — in fact they can be quite trivial. Once you have depleted that capacity, you generally respond in one of two ways: you make impulsive decisions or pick the default; or you delay making any decision.

The biology behind this process is beginning to be understood. It turns out that making decisions takes energy; in fact regions of your brain actually use glucose to fuel decision making. If the glucose becomes depleted it needs to be restored — typically by taking a break and having a snack. Until that happens, these brain regions, especially those involved in impulse control, have lowered activity.

However, overall use of glucose by the brain does not change, because other regions of the brain, including those involved in seeking reward, become more active.

An increased tendency to make impulsive decisions is also associated with a reduction in willpower. People become more easily distracted and less likely to complete tasks, including completing a series of decisions required of them. Alternatively, they make take the easy way out by picking a default.

What does this have to do with enterprise content management? I think it is very important. Let's consider two examples:

1. Consumer behaviour on a business website — a web content management (WCM) example
2. Staff execution of work — a business process management (BPM) example

Website Consumers

One of the studies cited in the New York Times article compared the degree of decision-making required of online consumers and the consequences:

"...Kathleen Vohs, ...now at the University of Minnesota, performed an experiment using the self-service Web site of Dell Computers. One group in the experiment carefully studied the advantages and disadvantages of various features available for a computer — the type of screen, the size of the hard drive, etc. — without actually making a final decision on which ones to choose. A second group was given a list of predetermined specifications and told to configure a computer by going through the laborious, step-by-step process of locating the specified features among the arrays of options and then clicking on the right ones. The purpose of this was to duplicate everything that happens in the postdecisional phase, when the choice is implemented. The third group had to figure out for themselves which features they wanted on their computers and go through the process of choosing them; they didn’t simply ponder options (like the first group) or implement others’ choices (like the second group). They had to cast the die, and that turned out to be the most fatiguing task of all. When self-control was measured, they were the one who were most depleted, by far."

Very clearly then the online purchasing process required a series of decisions that online consumers found fatiguing, and which reduced their motivation or self control.

The tiresome nature of the process could cause some consumers to abandon the website without purchasing the computer, defeating Dell's aim of selling a computer.

But those consumers who complete the process became more susceptible to impulse purchases. This is illustrated in another study:

"Levav... put the experience to use in a pair of experiments conducted with Mark Heitmann, then at Christian-Albrechts University in Germany; Andreas Herrmann, at the University of St. Gallen in Switzerland; and Sheena Iyengar, of Columbia. One involved asking M.B.A. students in Switzerland to choose a bespoke suit; the other was conducted at German car dealerships, where customers ordered options for their new sedans. The car buyers — and these were real customers spending their own money — had to choose, for instance, among 4 styles of gearshift knobs, 13 kinds of wheel rims, 25 configurations of the engine and gearbox and a palette of 56 colors for the interior.

As they started picking features, customers would carefully weigh the choices, but as decision fatigue set in, they would start settling for whatever the default option was. And the more tough choices they encountered early in the process — like going through those 56 colors to choose the precise shade of gray or brown — the quicker people became fatigued and settled for the path of least resistance by taking the default option. By manipulating the order of the car buyers’ choices, the researchers found that the customers would end up settling for different kinds of options, and the average difference totaled more than 1,500 euros per car (about $2,000 at the time). Whether the customers paid a little extra for fancy wheel rims or a lot extra for a more powerful engine depended on when the choice was offered and how much willpower was left in the customer."

These findings could be used to improve the effectiveness of a website to help consumers make the best decisions to meet their needs, or to make the most lucrative, near-term decisions to the benefit of the vendor.

They also point to the importance of reducing the number of decisions that are being asked, asking the most important ones first, and providing default options that ideally are matched to the specific, expected needs of a given online consumer.

Business Processes

Many business processes are quire automated, but typically depend on staff to provide input. This input usually takes the form of decisions, whether those are to interpret handwriting entries on faxes or to approve a purchase order.

A design goal for most automated business processes is to process more items while employing fewer staff. Little consideration is usually given to the decision-making capacities of the staff, or the consequences of decision fatigue that will lead to poorer or delayed decisions.

A study of Israeli judges reviewing parole application cited in the NT Times article illustrate this very clearly:

"Prisoners who appeared early in the morning received parole about 70 percent of the time, while those who appeared late in the day were paroled less than 10 percent of the time."

Those are astounding numbers. The effects of glucose were clearly illustrated:

"In midmorning, usually a little before 10:30, the parole board would take a break, and the judges would be served a sandwich and a piece of fruit. The prisoners who appeared just before the break had only about a 20 percent chance of getting parole, but the ones appearing right after had around a 65 percent chance."

The safest, default decision for a judge is clearly to not grant parole. They take the 'easy way out' when decision fatigued.

Summary

In my last post I talked about the 'disjunction effect' and how users may fail to correctly use the categorizations you designed in your content management system. In a similar manner, the elucidation of 'decision fatigue' has clear implications on the potential for success of a wide range of content management solutions.

Fuzzy Content for Fuzzy People

Suppose you asked someone to classify some objects such as an ashtray, a painting and a sink, as either "furniture" or "home furnishing". That would seem to be a straightforward task.

If you also asked them whether the same objects belong in a single group comprised of both "furniture and home furnishings," you would expect that any object that they classified as either one or the other would belong in the combined or parent group. A logical disjunction.

Such assignment tasks are very much like those that we require of enterprise content management system (ECM) users to assign metadata about a content (i.e. digital files) they are adding. Such metadata helps subsequent retrieval through searching and browsing, and potentially supporting dependent business processes (e.g. a triggered workflow).

There's a problem though. Often people will not make the classification you expect. They may place an object in one of the original categories, but not the larger or parent one if it is the only choice they have! There is a tendency for people to delay making a decision if there might be an outcome they don't know. Apparently this phenomenon has been documented over two decades by psychologists and is referred to as the 'disjunction effect'.

I learned about this in a New Scientist article posted yesterday (5 September 2011): Quantum minds: Why we think like quarks.

 

The article describes one of the first observations of the disjunction effect:

"In the early 1990s, for example, psychologists Amos Tversky and Eldar Shafir of Princeton University tested the idea in a simple gambling experiment. Players were told they had an even chance of winning $200 or losing $100, and were then asked to choose whether or not to play the same gamble a second time. When told they had won the first gamble (situation A), 69 per cent of the participants chose to play again. If told they had lost (situation B), only 59 per cent wanted to play again. That's not surprising. But when they were not told the outcome of the first gamble (situation A or B), only 36 per cent wanted to play again."

Traditionally in ECM we have held that it is difficult to get users to add metadata to describe the content they are adding; in essence that users are lazy. We have not considered that the choices presented to users, and any concurrent information presented, will actually change whether they provide the necessary data, when they provide the data, or indeed the actual values they choose.

ECM taxonomies are built on the assumption that users can make logical decisions to correctly describe content. Typically we present mutually exclusive choices, often organized in hierarchical (parent-child) fashion. But as the New Scientist article notes, people employ a kind of quantum logic that allows for something to be a bit of two exclusive alternatives, and for the context of the classification (the measurement in quantum terms) to affect the outcome. As a result their content classifications are fuzzier then we expect or perhaps need.

Content is often described as unstructured information. Metadata schemes are commonly applied to impart a structured framework to manage that unstructured content, but the fuzziness of human logic may make this doomed to failure.