The design of everyday EMS

Many years ago, I heard about “The Design of Everyday things” by Don Norman, and I finally read it.  I wasn’t sure exactly what was the point of the book; I kept waiting for the “aha!” takeaway.  Mr. Norman talked about a thing’s affordances (how it can be used) and mappings (the relationship between actions and controls (think of your car seat adjustments—the forward and back is a horizontal bar, while the seatback is vertical)).  The importance of signifiers (where the action should take place) and discoverability (what actions are possible in the current state). 

As I type this, I remember being part of a project to build a new AED—we had discussions on the location, color, and shape of the button used to shock; we even discussed the tone and sex of the voice used for the prompts. But I digress…

The “science” of design is fascinating stuff and my mind was spinning despite not grabbing the main point that I was seeking.

Then, deep in the book, I had my moment “We arrange things so that we do not need to have complete knowledge or we rely upon the knowledge of the people around us, copying their behavior or getting them to do the required behavior or actions”

Our workplaces are products.  They are designed.  They have functions, fit, form.

Think of a favorite thing:  A sweater, a knife, a tool, a skillet—why do you love it?  Because it’s cozy and flattering, it’s balanced, ergonomic, substantial and effective.  Whatever the reason, you feel the experience.  You and the thing meld.

Why not our workplaces?

No, I’m not talking about warm fuzzies.  It’s something more complex than that.

For what function is your workplace designed?  What user experience do you desire?

Are you Walmart selling a $100 suit off the rack or a tailor with a $2,000 suit and two month lead time?  Both stores have a value in the marketplace, both have desired customer experiences but, they're different. 

The foundation of your organization matters. Who are you and why do you exist?  What are the core values of your agency?  What actually makes your foundation?

With those lenses, look at your building.  Does the outward appearance say anything in support of your Why?  Open the door—what does the first impression convey?  Walk the steps of an applicant or of a citizen (taxpayer).  What’s the feel?  Cozy and enveloping?  Cheap and meh?  Bleh?

How’s the paint and flooring?  Signage? Lighting?  Smells and sounds?

I interviewed at a place with black walls in their ambulance bay; they weren’t painted black…

Go back to the quote: “We arrange things so that we do not need to have complete knowledge or we rely upon the knowledge of the people around us, copying their behavior or getting them to do the required behavior or actions”

Think about the last thing you bought—did you read the instruction manual first or did you try to use it using implicit knowledge?  “The red switch turns it on”

Can our employees use our system without first reading the instruction manual?  Can they make decisions without first consulting the policy manual?  What is the implicit understanding?  A new hire who asks, “How many times can I be late before I get fired?” probably has some user needs that should be addressed before they try to “use” your product.

If community engagement is a core value, I should feel it whenever I touch your agency.  Excellence? It should be in the air. If continuous improvement is important, I should see it, literally. 

What made former Phoenix Fire Chief Alan Brunacini so remarkable with his push for customer service was that it was exactly what we should have been doing, but we got wrapped up in the politics of the job.  We should help the homeowner who just lost everything to secure temporary housing, a shirt on their back, and a meal in their stomach.  Packing up our hose and leaving betrays our Why. It doesn't fit. One-star rating.

For what purpose is your agency (and its product) designed?  Who is your ideal customer?  Are you meeting their needs?  Can they use your product to get the results they want?