# Enjoyment as a Design Principle and Metric — Sakib Jalil — session 2026-08-27T03:00:00.000Z → 2026-08-27T03:30:00.000Z _474 transcript lines · 93 slides_ ## Transcript But what we remember are those moments that we enjoyed somehow. It was never the moments that were efficient. So I want you to close your eyes just for a few seconds and think about the last time you made a new friend. You or the last time you fell in love with an idea, with another being, another human being, and think of how much of that was planned how efficient was that, Alright. Alright. You can open your eyes now. So these moments don't really follow efficiency rules. Efficiency is somewhere there in the background for sure, but it's never the star. So in this talk, I'm going to go through three parts. First, I think the timer isn't working. So, Yeah. Okay. So so the first, we we are going to talk about that hour obsession with efficiency. Then I'm going to give you some examples of efficiency or not. Right? And then I'm going to talk to you about approaches to build enjoyment. So let's talk about the first part. You walk into an and you'll see dashboards everywhere, Now, of course, on screens, you'll see colored bars, KPIs, OKRs. Right? Green ticks. Saying, yes, we're on track. Okay? And they feel good, they are measurable, they feel manageable, and they are great because, you know, it's problematic. If we don't look at them. But it's also problematic if we only look at them. Let's talk about our kind of area, user research. Even user research has changed over time. From the last thirty years. We used to do so much ethnographic studies rapid ethnography, co design, diary studies, and we are trending towards more usability test or somehow adding in numbers Alright? So now we are more focused on faster response rates, task completion rates, and even I heard from my students and my ex colleagues that recruiters are asking, your resume doesn't look that you have anything actionable. Add something, add a metric, You want to add this and that. And one of my friends, Sophie, and she allowed me to use her name. She said Then she had to ask from the organization, which is very famous, she had to ask her business and product managers to see why did we make that decision. Because it's not in her domain. She was studying the people. She didn't know why we made that feature. I mean, she knew what it would achieve, so she had to put these things, and their resumes are now looking like product managers, and we are skipping the real work that we are actually known for. And this behavior is going from classrooms, that I teach now, and I also have seen this in the boardrooms. Where we look at the metrics, the numbers, and that's how we make decisions. So I want to say that we have normalized these things now, like Tikka closed. These are just examples. So I mean, of course, there there could be flaws if you look at them, but these are some examples. They are easy to measure, so we have normalized them. But they are not the norm. Many people think they are the norm, but we are also allowing them to be normalized. But the things on the right, enjoyment, feeling understood, a sense of control, a moment that gave you some joy, or connection with someone or something. These are not easy to prove, Also, because the environments we work in these days nobody pays attention, so sometimes we just give up. Right? We just don't know we can actually prove them. There's research out there. So these are not becoming norm, and these are not being used. Okay? So we have normalized things that are easy to measure. And implementation science calls this the tyranny of what's visible. Behavior scientists use that too, but that's not really my field so I won't talk about it. So this is what's happening, and of course, I generated this images with prompting AI. Alright? But I've worked through this. So by doing all these things, we are forgetting what's valuable. Right? Meaning, connections. And many things that are invisible, they are not making it to the boardroom, but they're cracking the whole product, even teams. Accidentally, when we are doing redundancies, sometimes we maybe even get getting rid of some people who are at the core of your teams. Or some features, or some services that doesn't really make profit, but that's the reason you actually had the customer base in the very first place. So if we are just measuring what's visible, we are missing out what's valuable. And as we are missing these out, these conversations and decisions in the boardrooms are no longer happening around what's valuable. Okay? So I also heard from people, even during promotions, they very very talented colleagues, they do great work and they have such great consulting and social skills, but during promotions they have to prove with numbers right, because their leaders don't have time. To see what impact they actually have. The organization. Right? And they feel frustrated, how do I prove this? You know, how do I prove that? So what I want us to remember is that in the last twenty six years, here's what technology technological developments have happened. We moved from worldwide web to mobile computing, to cloud computing, to automation, and we are living in the midst of AI, agentic AI. In terms of digital experience, what we have done with these technologies are mostly around moving people from a to b faster smoother, and also increasing their user experience. Aesthetically, which is great, making things beautiful, making things more emotionally connectable. And also from product perspective, adding the next feature. So even though those technological things changed, at core, in the digital experience, we are doing these kind of experience improvements. But I believe the next big breakthrough will be enjoyment because efficiency is no longer something we need to do anymore because we have AI to do that. And products that will that will be head and shoulders heads and shoulders above other products, they will focus on the enjoyment. Because that's where they will make the difference, because you won't be competing in efficiency in a year or two. So Alright. So I look at now some of the examples of efficiency or not. Starting with an old example of was one of my first research only to learn how to analyze perception. So I was a PhD student, but the project was from MS, I can't even pronounce properly, Netherlands. Is the Dutch train. They they are really, really fast. I was just a simple researcher trying to analyze the thematic codes and stuff. Right? So, what their problem at that point was that they would move really fast and people still complained. Right? Because they're on time, they have business meetings, Even if it was thirty seconds or one minute delayed, the rating was really really bad. Right? So there was a lot of frustration on the delay, and when they arrived at their destination, people felt, oh, it's such a relief. Just get out and you will even if you're on the train, you would also feel like, how fast can I get out? Because everybody is racing to get out. So an s did a collaboration with T Mobile in 2009, because they cannot change train speed anymore. It's so expensive, and they have to change their infrastructure. So could they do research with changing perception? Of being in the train? So, what they did was having at that point, at that moment, having good Internet was really important. Right? So you could do your work, and T Mobile provided that uninterrupted very good quality Internet so people could actually work in the train, When they arrived at their destination, they actually felt interrupted. So the, the distance or the speed didn't change, what changed was their perception? Right? So, it was it's not only that efficiency can change everything, we can play with other dimensions because we are still humans. The second example is my last consulting work before I went back to academia. This was for a local small bank in New South Wales, of course, I'm not I just I'm showing a mock up prototype that is not related to it. But what we did is we were really understanding what does safety and trust mean to the customers, existing customers, because this bank is very loyal to their customers. So we tried at least 12 different types of prototype with 12 different versions of delays, until we concluded that two to three seconds of delay when you're logging into your bank was the ideal for this customer base, for this bank, because they felt they were safer were safely logging in their banks. Right? If you just log in and the answer is right there, sorry, the bank transaction is right there, sometimes you don't feel as safe. So in this case, what happened was we didn't make it a efficient. Even though it could have logged in faster, we slowed it down. But it's not a deception. It's to give them a perception of safe because the bank really was following a very secured protocol. The third one is also from a long time old research that I was part of. At that point, this was called OnPoint app in California. It would trace a cancer patient's skin symptoms after they are doing chemotherapy, so they could upload their photos in the app, and they would get a feedback immediately or later from their doctor or nurses. They could also have medication reminders reminding them of what to do, how much water to drink, what else they could or could not do. So when we did the research, we used multiple methods. Usability wise, it was super good, super efficient. We also did a super quick, sessions of perception with them. So we couldn't do a full ethnographic study, but we gave them diaries to write down sentiments and share with us. So what happened was, the app to them functionally was great, but a lot of participants, and I'm just quoting once, person's pseudonym here. Her name was Pam. She was 68. She said the app took away her desire to live longer and fight with cancer because when she had cancer and she was going through chemotherapy, she was also looking forward to see her doctors, the nurses, because that would be her way to get out and she would look forward to that, oh, I have to be better, I have to dress up because on that day, I have an appointment. And her son used to drive her from Davis to Sacramento. And she had this one on one time with her son. It was thirty minutes drive. So she told us that you took away the time with my son. Alright? With this. So the app made the process very efficient, for the doctors, and maybe for certain parts of some patients, but it also took away the moments that gave her strength. And it was not just one person, it was many of them. Now, talking about efficiency, Excuse me. We also see so much research being cut in the digital industry right now, or if you're doing research, you're given a deadline. Oh, you do use a research, six weeks, five weeks, three weeks. Sadly, I was recently talking to a very good friend of mine, and she was a product owner. She sold her products. But she was saying, you know, the the discovery you did in your last organization for six weeks, AI can do it in six hours. And she she's a start up founder. So I spoke to some of the startup founders in the Sydney startup hub, and then UTS startup hub, and they don't even value Discovery anymore or user research because they said, what are you going to find out that AI cannot find out? Right? We need to build But the other industry like the pharmaceutical industry, has always been doing really good in spending money and time in r and d. Right? They give five years of funding at once because they know you cannot put KPIs and goals for innovation. Right? So they do research. And an example or two will be we know about Penicillin's discovery in 1928 It didn't happen overnight. Alexander Fleming went on a holiday. Right? And on his petri dish, he found the bacteria was not growing anymore like he predicted, and he found penicillin. Right? And it saves lives today. In the nineteen nineties, we know of the organization called Pfizer, They also did trial with cetinofil as a heart attack drug to help reduce symptoms of cardio, irregularities of heartbeat. Right? But after the trial, they found people weren't returning the pills, because they had other benefits. Right? So innovation cannot have a deadline or efficiency or KPIs. We need time if we want real innovation. And I think pharmaceutical need is doing that really well, but sadly, the digital industry isn't So I want to pause for a moment again with you. And the timer isn't working for me. So I just want you to think again, when is the last time you did something inefficient, but enjoyed it? Okay. And hold that thought with you. Alright. So let's move on to the last part, approaches to build enjoyment. We have been talking about why enjoyment will be, I believe, the next great breakthrough when we will be competing with super efficient apps everywhere. And I have used this as a modified model. You have seen different versions of it from Persuasive Tech Lab, but this has a different interpretation. So let's think of this and walk with me slowly The vertical axis is motivation. So when we use something or do something, we can have low motivation or high motivation. Right? How do we know it? We have to do user research. Right? We have to talk to our people because it's not always the same. An AI can do that as well. Okay. Then, in the horizontal axis, we have the ability. Okay? Ability to do something faster or ability to do something slower. The last twenty years are all those no matter what technology innovation we have, we are always playing along that because we can introduce a new feature And now every other app, even Miro, has an AI feature that comes there because we just want to add the ability to do something better for the user. Right? And the third dimension is the moment that both of those happen. So for example, the low low area is where we don't want to play because if you know there's low motivation, sometimes we can make the ability high, like Amazon's one click. Right? Sorry. Is it called one click? Just buy, like, one click and you can buy something. So sometimes, we can balance that out even though the user has low motivation. But this dimension is the moment So the moment here is the context, and it will depend on people to people. Alright? It could be a trigger, like a phone is ringing because it's a situation where it's an alarm. Right? And in the moment, people decide It could be for some people ritual, but we don't know. We cannot force a ritual on people. They will make meaning out of it if we have that trigger there. Some people will make it a ritual, some won't. It could be an unplanned event, a queue or some sort of. Thing. Let me show you something. Can I just check? 10. Okay. Sorry. So the screen timer has gone off, so I'm checking with them. So think of Apple's unboxing experience. A user who had bought Apple and they know it's coming, your Apple product is coming that day, And this is not about the ones who are going to the shop. Many of them actually go to the shop and go home and do it as a ritual, the unwrapping part. But anyway, you have the high motivation and Apple did do the research to make the ability to get your product a bit slower. You have to unpack, then unpack, and unpack, open the warranty guide. So slowly take out one piece at a time, And research shows that people love it. Right? People There's also some research showing that people has taken a leave from work or taken a couple of two hours off, to enjoy that moment of unwrapping. Okay? And it matters. Spotify, Spotify gives you an option of seeing, here's what you have been listening to this year, and you can get it in one click. And you will be surprised too that even though it's you are not motivated so much to know, or you are you'll feel, oh, why not? Let's have a look. Just one click. And it tells you this is what you have been listening to, and it gets adds color, it adds animation, and the best thing is that enjoyment is that surprise reveal. That the user has. Right? And it means something to that person. So So I want you to will compare two examples. I want you to think of you booking your next holiday. Alright? And in that next holiday, you have one destination planned, but you're just wondering if you could surprise your your friend or loved one by adding something else to that holiday, or if you can make better value for the money you pay. Okay? Because you do believe already. And how would you feel if a window suddenly pops out that you got twenty minutes to finish booking your ticket? This is not the right time to press people, to force to buy their ticket, and Singapore Airlines still does it. I hope no one's here from Singapore Airlines. They still do it. It's they put the timer and you just get stressed when you're planning a holiday. But if you change the scenario, like you're going for a business meeting, or UX Australia conference, which you'll enjoy, but you want to be home before the weekend. At this moment, you want to do your bookings a bit faster. Right? Because you want to go back and spend the weekend with your family. So at this context, the ticket price and all the things that we play with users, may work. Right? Because you want the efficiency. So I'm not saying that efficiency is useless. It's like we need to think beyond that to make our products compete against the new age that is coming. Alright. So now, I want you to think super quickly that if you could bring even one person enjoyment, whether for your business or your team, how could you do that? For your team, by that I mean, maybe it could be your next meeting your next, design sprint, your next catch up. When you do sprint planning, you're going to a new client, Even some of those things, so it doesn't need to be an interface design. It could be just something you change in the process. Right? So I can share something So just from last July when I started doing casual teaching, I just checked and I took help of Excel. And Gen AI to count the number of different students I taught was 1,407, right from July 2025. And I checked four assignments for each of them, that means I checked about 4,000 assignments. Right? And I got lots of feedback from the university systems, yeah, response times, how quickly I completed their assessments. Know, all these kind of things. But what mattered to me was I got 16 qualitative, feedback, and this is where the students told me that oh, at this point, I explored an idea with them. Okay? Because I spent some time with them. It didn't mean that I I didn't really solve it with them, but I spent some time with them. And they remember that. Okay? Then sometimes they had a challenge, and we had to think together because first, I didn't know how to solve it, and also, we are not supposed to help them. To do their thinking. We can only provoke them. So I see it and spend the time when they book it with me and have the conversation. So even though we didn't solve, they have given me super high ratings. There were also things that I don't even remember, but they remember conversations that helped them to feel just a little bit better. And these really worked for them and for me, other than those numbers, which I actually generated with Chad Jepeda, really just putting that how many different students did I teach. Right? So that's how I've been trying to apply it Okay. So we are at the end, and I just want to remind you again that I believe that our next biggest break through will be if we focus on enjoyment because if every product if you want some sort of efficiency or some sort of optimization, you can do it super easily with AI and agent tech AI. And what will set some products apart from others will be enjoyment. So not efficiency alone. So thank you so much There are some references that I used And and please use this presentation you have the permission, just cite those authors that I cited. And I hope you can make a difference in your organization with this. Thank you. So, while we change over, would anyone like to ask a question? Anyone have question for Sakeb? Down the front, can I get just behind you There we go? Sorry. Go. Hi. That was a great talk. Sorry. I hope this question I'm just here. Oh, yes. Sorry. I cannot see very well. Yeah. I hope this question doesn't run counter to your whole talk, but is there a metric for enjoyment? So that that's something I didn't share also. I'm so worried to create a metric because I believe each of us should create our metric using the three dimensions, or maybe you can evolve it. Because if you use one metric, people will try to repeat it. And I have an example of this. Remember the NPS scores? Many years ago? You know, the the researchers forwarded to use, like, you cannot use a score of aviation to compare it with a score of health but we constantly keep doing it We can compare aviation with aviation, but not aviation with health. So once we become that, it becomes another efficiency checkbox. So there's none there. I would love you to create your own. Sounds like I shouldn't. Only for your product. And don't give it to others. Thank you very much. Well done. I'll just take a moment. So in came across this which is delightful, and I thought I'd share it just for the hell of it. So researchers in Switzerland at the University of Zurich published a paper and they were trying to understand and map soil health around the country. So they came up with a they came up with an experiment where a thousand volunteers around the country buried a pair of cotton underpants in the soil. For two months and then dug them up photograph them alongside a new pair of underpants, and sent those along with a sample of the soil back to the research and they use that to devise a map of soil health around the country. And I find that awesome. I love science. I love scientists. Especially when they come up with stuff like that. It's just beautiful. Anyway, absolutely nothing to do with the next talk, but it is it is a little bit delightful, I find, and it and anyway, please join me in welcoming Rachel and Sarah to the stage to talk to us about how they've built a culture of UX, Deakin University tied their role trying to please join me in welcoming Sarah and Rachel to the stage. Thanks everyone for having us today, here and virtually. Rachel and I are really excited to share this opportunity to share with you all project that we think is valuable in growing UX maturity and capability within any organization. So whether you have a huge team of dedicated UXX experts or if you're a lone UX wolf. So let's start with a quick show of hands. How many of you here today actually know what we do in academic libraries? Can I get an idea? Like, couple four or five. Okay. To make sure we're all starting from the same place, I'll begin with a bit of an overview about what I academics lie libraries do and the role that they play. So we're not just about books on shelves nor shushing people that is something that those days are long gone. So Deakin Library has around a 140 staff dealing with everything from at answering day to day questions from students through to liaising with the world's biggest ## Slides ### 00:00:14 # We remember That which **builds enjoyment** [Illustration of a human brain with glowing neural connections] ### 00:00:37 # We remember That which **builds enjoyment** [Illustration of a human brain with glowing neural connections] ### 00:01:02 1. We're obsessed with efficiency 2. Examples of Efficiency... 3. Approaches to build enjoyment... ### 00:01:25 ## We got into a trend of efficiency about what's visible... NOT what's valuable [Dashboard screenshot displaying website performance metrics, including bounce rate and start render time distributions with line overlays, and trend lines for page views, bounce rate, sessions, and session length.] ### 00:01:47 # Research these days... - 47% Faster response times - 89% Task completion rate - 23% Time saved per user The numbers look brilliant. But how do people feel? [Image of a person working at a desk with two computer monitors and a laptop, displaying data and a website] ### 00:02:10 ## Research these days... - **47%** Faster response times - **89%** Task completion rate - **23%** Time saved per user The numbers look brilliant. But how do people feel!? [Image of a person working at a desk with two monitors, one displaying a dashboard with charts and data, and a laptop open next to it.] ### 00:02:32 ## Research these days... - 47% Faster response times - 89% Task completion rate - 23% Time saved per user The numbers look brilliant. But how do people feel!? [Image of a person working at a desk with two monitors and a laptop, displaying data dashboards] ### 00:02:48 ## Research these days... - **47%** Faster response times - **89%** Task completion rate - **23%** Time saved per user The numbers look brilliant. But how do people feel? [Image of a person working at a desk with two computer monitors and a laptop, displaying data dashboards] ### 00:02:52 ## Research these days... - **47%** Faster response times - **89%** Task completion rate - **23%** Time saved per user The numbers look brilliant. But how do people feel? [Image of a person working at a desk with two computer monitors and a laptop, displaying data dashboards] ### 00:03:13 # Research these days... - 47% Faster response times - 89% Task completion rate - 23% Time saved per user The numbers look brilliant. But how do people feel!? [Image of a person working at a desk with two monitors, one displaying data visualizations and the other a website] ### 00:03:35 ### Easy to measure | "norm" - Tickets closed - Time saved - Steps reduced - Clicks eliminated - Speed increased ### Needs a bit work | not "norm" - Enjoyment - Feeling understood - Sense of control - Moments of joy - Connection with something or someone ### 00:03:47 ### Easy to measure | "norm" - Tickets closed - Time saved - Steps reduced - Clicks eliminated - Speed increased ### Needs a bit work | not "norm" - Enjoyment - Feeling understood - Sense of control - Moments of joy - Connection with something or someone ### 00:04:07 ## Easy to measure | "norm" - Tickets closed - Time saved - Steps reduced - Clicks eliminated - Speed increased ## Needs a bit work | not "norm" - Enjoyment - Feeling understood - Sense of control - Moments of joy - Connection with something or someone ### 00:04:28 ### Easy to measure | "norm" - Tickets closed - Time saved - Steps reduced - Clicks eliminated - Speed increased ### Needs a bit work | not "norm" - Enjoyment - Feeling understood - Sense of control - Moments of joy - Connection with something or someone ### 00:04:48 We chase what's easy to measure and overlook what truly matters. [Illustration showing a grid of nine perfectly square, green grass patches on a concrete surface, with a large, deep, cracked hole in the concrete below, and a ruler near the grass.] ### 00:05:10 We chase what's easy to measure and overlook what truly matters. [Illustration showing a grid of neatly maintained green squares in concrete next to a large, deep, cracked hole in the ground, with a ruler nearby.] ### 00:05:31 We chase what's easy to measure and overlook what truly matters. [Illustration showing a grid of nine neatly manicured grass squares on a paved surface, with a large, deep, cracked hole in the ground below them, and a ruler nearby] ### 00:05:46 We chase what's easy to measure and overlook what truly matters. [Illustration of a grid of nine square grass patches on a concrete surface, with a large, deep, cracked hole in the foreground, and a ruler lying near the edge of the hole.] ### 00:06:07 # This is where we're today ## The last 26 years ### Technology and Digital - WWW -> Mobile -> Cloud -> - Automation -> **AI** ### Digital Experience - Move people from A->B faster - Make things aesthetically beautiful - Add the next feature ### 00:06:28 # This is where we're today ## The last 26 years ### Technology and Digital - WWW -> Mobile -> Cloud -> - Automation -> **AI** ### Digital Experience - Move people from A->B faster - Make things aesthetically beautiful - Add the next feature ### 00:06:47 # This is where we're today ## The last 26 years ### Technology and Digital - WWW -> Mobile -> Cloud -> - Automation -> **AI** ### Digital Experience - Move people from A->B faster - Make things aesthetically beautiful - Add the next feature ### 00:07:08 # The Next Breakthrough ## The last 25 years ### Technology and Digital - WWW → Mobile → Cloud → - Automation → **AI** ### Digital Experience - Move people from A→B faster - Make things look prettier - Add the next feature ### The Next Breakthrough - **Enjoyment** – the missing dimension. - Efficiency is not enough. [Illustration of a human brain with glowing neural connections] ### 00:07:30 # The Next Breakthrough The last 25 years - **Technology and Digital** - WWW → Mobile → Cloud → - Automation → AI - **Digital Experience** - Move people from A→B faster - Make things look prettier - Add the next feature - **The Next Breakthrough** - **Enjoyment** – the missing dimension. - Efficiency is not enough. [Image of a human brain with glowing neural connections] ### 00:07:46 #2 Examples of Efficiency... ### 00:07:50 #2 Examples of Efficiency... ### 00:08:10 ### Nederlandse Spoorwegen = NS **Before Wi-Fi** - Frustration at delay - Arrival = relief **After Wi-Fi** - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photo of the interior of a train carriage with passengers seated] ### 00:08:31 ## Nederlandse Spoorwegen = NS ### Before Wi-Fi - Frustration at delay - Arrival = relief ### After Wi-Fi - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photo of the interior of a train carriage with passengers seated] ### 00:08:48 ### Nederlandse Spoorwegen = NS **Before Wi-Fi** - Frustration at delay - Arrival = relief **After Wi-Fi** - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photograph of the interior of a train carriage with passengers] ### 00:08:50 ### Nederlandse Spoorwegen = NS **Before Wi-Fi** - Frustration at delay - Arrival = relief **After Wi-Fi** - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photograph of the interior of a train carriage with passengers] ### 00:09:14 ## Nederlandse Spoorwegen = NS ### Before Wi-Fi - Frustration at delay - Arrival = relief ### After Wi-Fi - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photo of the interior of a train car with passengers seated] ### 00:09:36 # Nederlandse Spoorwegen = NS ## Before Wi-Fi - Frustration at delay - Arrival = relief ## After Wi-Fi - Delay becomes opportunity - Arrival = interruption In collab with T-mobile in 2009 [Photo of the interior of a train carriage with passengers seated] ### 00:10:02 # Safety over speed A bank service where we increased the perception of safety with 12 versions of delay, the sweet spot was 2-3 seconds. [Screenshot of a hand holding a smartphone displaying a dashboard app with metrics like weather, air quality, water quality, noise pollution, and traffic, along with charts. A note states: "NOTE this is not the real bank app we tested"] ### 00:10:25 # Safety over speed A bank service where we increased the perception of safety with 12 versions of delay, the sweet spot was 2-3 seconds. NOTE this is not the real bank app we tested [Screenshot of a mobile app interface displaying various data points like weather, air quality, water quality, noise pollution, and traffic] ### 00:10:47 # Safety over speed A bank service where we increased the perception of safety with 12 versions of delay, the sweet spot was 2-3 seconds. [Screenshot of a mobile app interface, held in a hand, displaying various data metrics such as weather, air quality, water quality, noise pollution, and traffic. A note states: "this is not the real bank app we tested".] ### 00:11:09 # Safety over speed A bank service where we increased the perception of safety with 12 versions of delay, the sweet spot was 2-3 seconds. [Screenshot of a smartphone app displaying various data points like weather, air quality, water quality, noise pollution, and traffic, with a note stating "this is not the real bank app we tested"] ### 00:11:30 ### Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Two hands reaching towards each other, set against a background of tall, grey, rectangular structures] ### 00:11:48 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Two hands reaching out to touch fingertips, set against a background of tall, rectangular concrete structures] ### 00:11:49 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Two hands reaching out to touch fingertips, set against a background of tall, rectangular concrete structures] ### 00:12:10 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Image of two hands reaching towards each other, with a background of tall concrete blocks] ### 00:12:33 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Two hands reaching out to touch fingertips, set against a background of tall, grey, rectangular structures] ### 00:12:47 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Two hands reaching out to touch fingertips, set against a background of tall, grey, rectangular structures] ### 00:13:10 # Efficiency removed Pam's will. On Point app research at Sacramento, California (2017) [Image of two hands reaching out to touch fingertips, set against a background of tall, grey, rectangular structures] ### 00:13:32 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of scientists working in a laboratory with various vials and medical packaging in the foreground] ### 00:13:48 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sidenafil -> Viagra [Image of a pharmaceutical laboratory with scientists and vials of medicine on a counter] ### 00:13:51 ## Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sidenafil -> Viagra [Image of a pharmaceutical laboratory with scientists and various drug vials and equipment] ### 00:14:13 # Pharmaceutical industry doesn't chase efficiency like Digital industry. Penicillin Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists working and vials of medicine on a counter] ### 00:14:34 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists in lab coats and various equipment and vials on a table] ### 00:14:49 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists working and various medication vials on a table] ### 00:15:10 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists in lab coats and various drug vials and packaging on a table in the foreground] ### 00:15:30 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists in lab coats and various drug vials and equipment on a counter] ### 00:15:48 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists working and various medicine vials and packaging on a table] ### 00:15:51 # Pharmaceutical industry doesn't chase efficiency like Digital industry. - Penicillin - Sildenafil -> Viagra [Image of a pharmaceutical laboratory with scientists working and various medicine vials and packaging on a table] ### 00:16:12 When did you last enjoy something inefficient? [Image of a tabby cat sitting in front of an open book, with an empty thought bubble above its head] ### 00:16:33 #3 Approaches to build enjoyment... ### 00:16:48 # Enjoyment - **Motivation** - reason for doing varies upon the individual - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue - **Ability to do something**: this is where we usually play through Technologies & UX design Enjoyment is a combination of the three [2x2 matrix graph with 'Motivation' on the Y-axis (Low to High) and 'Ability to do something' on the X-axis (Low to High). A diagonal dotted line runs from the origin to the top-right, and a square is drawn in the top-left quadrant.] ### 00:16:51 # Enjoyment - **Motivation** - reason for doing varies upon the individual - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue - **Ability to do something**: this is where we usually play through - Technologies & UX design Enjoyment is a combination of the three [2x2 matrix chart with "Motivation" on the Y-axis (Low to High) and "Ability to do something" on the X-axis (Low to High), featuring a dotted diagonal line representing "Moment"] ### 00:17:13 # Enjoyment Motivation - reason for doing varies upon the individual Moment = the context: a trigger, a ritual, an unplanned event, an incident, a cue Ability to do something: this is where we usually play through Technologies & UX design Enjoyment is a combination of the three [A 2x2 quadrant chart with x and y axes labeled "Low" to "High". A diagonal dotted line runs from the bottom-left to the top-right, and a square is drawn in the bottom-left quadrant.] ### 00:17:36 # Enjoyment Enjoyment is a combination of the three - **Motivation** - reason for doing varies upon the individual (Y-axis, from Low to High) - **Ability to do something** - this is where we usually play through Technologies & UX design (X-axis, from Low to High) - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue [2x2 grid chart with Motivation on the Y-axis and Ability to do something on the X-axis, both ranging from Low to High. A diagonal dotted line runs from the bottom-left (Low Motivation, Low Ability) towards the top-right, representing "Moment".] ### 00:17:49 # Enjoyment Enjoyment is a combination of the three - **Motivation** - reason for doing varies upon the individual - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue - **Ability to do something**: this is where we usually play through - Technologies & UX design [A 2x2 grid diagram with X and Y axes labeled "Low" and "High". The Y-axis is labeled "Motivation" and the X-axis is labeled "Ability to do something". A diagonal dotted line runs from the origin to the top-right corner. A square is drawn in the bottom-right quadrant.] ### 00:18:11 # Enjoyment Enjoyment is a combination of the three - **Motivation** - reason for doing varies upon the individual - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue - **Ability to do something**: this is where we usually play through Technologies & UX design [2x2 matrix diagram with "Motivation" on the Y-axis (Low to High) and "Ability to do something" on the X-axis (Low to High), featuring a diagonal line representing "Moment"] ### 00:18:33 # Enjoyment Enjoyment is a combination of the three - **Motivation** - reason for doing varies upon the individual - **Ability to do something**: this is where we usually play through Technologies & UX design - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue [2D graph with "Motivation" on the Y-axis (labeled Low to High) and "Ability to do something" on the X-axis (labeled Low to High). A diagonal dotted line labeled "Moment" runs from the origin. A square box is drawn in the middle of the graph.] ### 00:18:47 # Enjoyment Enjoyment is a combination of the three - **Motivation** - reason for doing varies upon the individual - **Moment** = the context: a trigger, a ritual, an unplanned event, an incident, a cue - **Ability to do something**: this is where we usually play through Technologies & UX design [2D graph with 'Motivation' on the Y-axis (Low to High) and 'Ability to do something' on the X-axis (Low to High). A diagonal dotted line represents 'Moment', and a square highlights a region of high motivation and high ability.] ### 00:18:54 # Enjoyment Enjoyment is a combination of the three Motivation - reason for doing varies upon the individual Moment = the context: a trigger, a ritual, an unplanned event, an incident, a cue Ability to do something: this is where we usually play through Technologies & UX design [2D graph with Y-axis "Motivation" (Low to High) and X-axis "Ability to do something" (Low to High), showing a diagonal line labeled "Moment" and a square region] ### 00:19:15 # Apple [Graph showing Motivation (Y-axis) versus Ability to take action (X-axis), with a diagonal dotted line labeled "Moment - the context" and "= Enjoyment"] [Close-up image of hands opening a white Apple product box, revealing the Apple logo] ### 00:19:36 # Apple [2x2 matrix diagram with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High). A dotted diagonal line from Low/Low to High/High represents "Moment - the context". The diagram is equated to "Enjoyment".] [Close-up image of hands opening a small white box with an Apple logo on it.] ### 00:19:48 # Apple [Graph showing "Motivation - reason for doing" on the Y-axis (Low to High) and "Ability to take action" on the X-axis (Low to High). A diagonal dotted line represents "Moment - the context", leading to "= Enjoyment".] [Close-up image of an Apple product box being opened, revealing the Apple logo on the lid.] ### 00:20:11 # Spotify - Motivation - reason for doing (Y-axis, Low to High) - Ability to take action (X-axis, Low to High) - Moment - the context (diagonal line) - = Enjoyment While it's not a competition... Your top songs 1. Shingapiya (The Bear Star) - Colter Wall 2. Jett - Alright 3. Phoebe Bridgers - Motion Sickness 4. Chad VanGaalen - Pine and Clover 5. Debbie Jones - Say you will [A 2x2 matrix diagram illustrating the relationship between Motivation and Ability to take action, with a diagonal line indicating "Moment - the context" and labeled "= Enjoyment"] [A screenshot of a music streaming app interface showing a "Your top songs" list and a panel with text "While it's not a competition..."] ### 00:20:34 # Spotify [2x2 matrix graph showing "Motivation - reason for doing" on the Y-axis (Low to High) and "Ability to take action" on the X-axis (Low to High). A diagonal line from Low/Low to High/High is labeled "Moment - the context". The entire concept is equated to "Enjoyment".] [Screenshot of a Spotify mobile app showing two screens. The left screen has a yellow background with text "While it's not a competition... This is a listener record." The right screen shows "Your top songs" with a numbered list: 1. Shingapiya (The Warrior) - Cochise, 2. Jocelyn - Jocelyn, 3. Praise Waiting - Bishop G.E. Patterson, 4. Good Mama Made Me - Chris Stapleton, 5. Debbie Jones - Try Me Again.] ### 00:20:47 # Scenario 1 You're booking a holiday. One of your destination is known, but you would like to explore if you can add in a few more. Compare the best experience for $ spent. [2x2 matrix diagram with axes "Motivation - reason for doing" (Y-axis, Low to High) and "Ability to take action" (X-axis, Low to High). A dotted diagonal line from bottom-left to top-right represents "Moment - the context", which is equated to "Enjoyment". A square is drawn in the top-right quadrant.] ### 00:21:10 # Scenario 1 You're booking a holiday. One of your destination is known, but you would like to explore if you can add in a few more. Compare the best experience for $ spent. [2x2 matrix diagram with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High), showing a diagonal line labeled "Moment - the context" which is equated to "Enjoyment"] ### 00:21:31 ## Scenario 2 You're booking a ticket for next Thursday to go to Brisbane for a half-day meeting and workshop. You need to be there before 9 am. [2x2 matrix diagram plotting "Motivation - reason for doing" (Y-axis, from Low to High) against "Ability to take action" (X-axis, from Low to High). A diagonal line from bottom-left to top-right represents "Moment - the context" and is labeled "Enjoyment".] ### 00:21:47 ## Scenario 2 You're booking a ticket for next Thursday to go to Brisbane for a half-day meeting and workshop. You need to be there before 9 am. [Quadrant chart with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High). A diagonal dotted line from low-low to high-high is labeled "Moment - the context" and "= Enjoyment".] ### 00:22:09 # Scenario 2 You're booking a ticket for next Thursday to go to Brisbane for a half-day meeting and workshop. You need to be there before 9 am. [2x2 matrix diagram with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High). A diagonal dotted line from Low/Low to High/High is labeled "Moment - the context". The diagram is equated to "Enjoyment".] ### 00:22:30 # If you could bring even 1% enjoyment whether for your business or your team, how could you do that? = Enjoyment [A 2x2 matrix graph with "Motivation - reason for doing" on the Y-axis (Low to High) and "Ability to take action" on the X-axis (Low to High). A dotted diagonal line from Low/Low to High/High is labeled "Moment - the context".] ### 00:22:47 # If you could bring even 1% enjoyment whether for your business or your team, how could you do that? [Quadrant graph with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High). A dotted diagonal line from Low/Low to High/High is labeled "Moment - the context" and "= Enjoyment".] ### 00:22:50 # If you could bring even 1% enjoyment whether for your business or your team, how could you do that? [2x2 matrix graph with "Motivation - reason for doing" on the Y-axis (Low to High) and "Ability to take action" on the X-axis (Low to High). A dotted diagonal line represents "Enjoyment" and points towards "Moment - the context".] ### 00:23:12 ### What I could measure easily - I taught 1,407 students from July 2025 - 4 assignments each ~ 4,000 assignments marked - The teaching system tells me Response times - Completion ### What students remembered and I got 16 feedback - An idea explained properly with time - A challenge where I sat with them to think together, even though I couldn't solve it for them - Conversations that helped them feel a bit better [2x2 matrix diagram with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High), showing a diagonal line labeled "Moment - the context" and an area labeled "Enjoyment".] ### 00:23:35 ### What I could measure easily - I taught 1,407 students from July 2025 - 4 assignments each ~ 4,000 assignments marked - The teaching system tells me Response times - Completion ### What students remembered and I got 16 feedback - An idea explained properly with time - A challenge where I sat with them to think together, even though I couldn't solve it for them - Conversations that helped them feel a bit better [2x2 matrix graph with axes "Motivation - reason for doing" (Y) and "Ability to take action" (X), both labeled Low to High. A diagonal line represents "Moment - the context", and the area above the line is labeled "= Enjoyment".] ### 00:23:48 ### What I could measure easily - I taught 1,407 students from July 2025 - 4 assignments each ~ 4,000 assignments marked - The teaching system tells me Response times - Completion ### What students remembered and I got 16 feedback - An idea explained properly with time - A challenge where I sat with them to think together, even though I couldn't solve it for them - Conversations that helped them feel a bit better [2x2 matrix chart with Y-axis "Motivation - reason for doing" (Low to High) and X-axis "Ability to take action" (Low to High). A diagonal line from low-low to high-high is labeled "Moment - the context" and "= Enjoyment". A square highlights the high motivation and high ability quadrant.] ### 00:24:11 ### What I could measure easily - I taught 1,407 students from July 2025 - 4 assignments each ~ 4,000 assignments marked - The teaching system tells me Response times Completion ### What students remembered and I got 16 feedback - An idea explained properly with time - A challenge where I sat with them to think together, even though I couldn't solve it for them - Conversations that helped them feel a bit better [2x2 matrix diagram with X-axis "Ability to take action" (Low to High) and Y-axis "Motivation - reason for doing" (Low to High). A diagonal dashed line represents "Moment - the context". The upper-right quadrant (high motivation, high ability) is associated with "= Enjoyment".] ### 00:24:34 ### What I could measure easily - I taught 1,407 students from July 2025 - 4 assignments each ~ 4,000 assignments marked - The teaching system tells me Response times - Completion ### What students remembered and I got 16 feedback - An idea explained properly with time - A challenge where I sat with them to think together, even though I couldn't solve it for them - Conversations that helped them feel a bit better [2x2 matrix graph with "Motivation - reason for doing" on the Y-axis and "Ability to take action" on the X-axis, showing a diagonal line labeled "Moment - the context" and "= Enjoyment"] ### 00:24:48 # The Next Breakthrough ## The last 26 years ### Technology and Digital WWW -> Mobile -> Cloud -> Automation -> **AI** ### Digital Experience - Move people from A->B faster - Make things look prettier - Add the next feature ### The Next Breakthrough - **Enjoyment** – the missing dimension. - Efficiency is not enough. [Illustration of a human brain with glowing neural connections] ### 00:25:10 # The Next Breakthrough ## The last 26 years ### Technology and Digital WWW → Mobile → Cloud → Automation → **AI** ### Digital Experience - Move people from A→B faster - Make things look prettier - Add the next feature ### The Next Breakthrough **Enjoyment** – the missing dimension. Efficiency is not enough. [Illustration of a human brain with glowing neural connections] ### 00:25:32 Please retain citations to the research that informed it. ### Dr Sakib Jalil Researcher • Educator • Consultant [QR code] ### 00:25:47 Please retain citations to the research that informed it. Dr Sakib Jalil Researcher • Educator • Consultant [QR code] ### 00:27:34 [Adobe logo centered on a white slide] ### 00:27:47 [A small, faint, stylized triangular logo in the center of a white slide] ### 00:28:08 [A dark triangular logo with a lighter triangle inside, next to unreadable text, likely a company name or title.] ### 00:28:33 [Adobe logo on a white background] ### 00:28:47 [Adobe logo centered on a white screen] ### 00:29:07 WELCOME TO # BEYOND DESIGNERS BUILDING A CULTURE OF UX THROUGH A PLAYBOOK SARAH FENNELLY AND RACHAEL WILSON Deakin University | Deakin Library Deakin University CRICOS Provider Code: 00113B ### 00:29:28 ## INSTITUTIONAL BACKGROUND - 61,000+ students - 6 campuses (Australia, India, Indonesia) - 140 Library staff [Icon of a graduate cap] [Icon of buildings] [Icon of three people] ### 00:29:47 # INSTITUTIONAL BACKGROUND - 61,000+ students - 6 campuses (Australia, India, Indonesia) - 140 Library staff [Icon of a graduate cap representing students] [Icon of buildings representing campuses] [Icon of three people representing staff]