I happened across this twitter exchange this morning. This is a not surprising response to personas, I’ve shared this response at times and have empathy for both points of view.
Here’s the thing… You don’t really want to use personas, do you? They are really a pretty cumbersome way of maintaining your customer’s active presence in the design & product management process.
What you really want is a small, tight team who get who your users are, what they value about your product/service and what is behaviourally significant about them. And you want regular access to them (if you or your boss are representative of your target audience this helps enormously).
Enter reality – the majority of us are not working in this kind of environment. We are working for large organisations who are focussing more on themselves than their users, with people who may not have seen or heard from a customer for years (if ever), whose attention is constantly being focussed on internal KPIs focussed on quantity not quality. Who resist making and decisions in preference to making a sub- optimal decision that can be traced back to them.
Sure, the likelihood of incredible design flourishing in this environment is significantly reduced, but what do we do? Give up?
We can’t all do that, can we? And neither we should.
Many of us have experienced that moment when a team transforms – when they realise what it is like to be their customer and how easy it would be to make that experience better. This most often happens during usability testing. (around the 3rd or 4th participant when the team acknowledges that perhaps we haven’t recruited a bunch of stupid users and maybe we do need to change the design a little).
Well made and well used personas are less able to create this transformation (watching real users will always trump personas) but they can help maintain that transformation and act as a tool to evangelise a customer focus through out the organisation and to create a common language around our users and – possibly my favourite thing – to allow us to reduce usage of the term ‘user’ (so abstract, inhuman and elastic) and replace it with our personas names.
Yes, this does make you feel like a bit of a hippy. I agree. But it helps, a lot, to transform focus from internal processes and priorities to what people actually do, need, want.
You don’t *have* to use personas to do good design. If you make bad personas (made up not researched, focused on demographics not relevant behaviours and attitudes), and if you use then poorly (make them and forget about them, or keep them hidden within the UX team) then you might as well not use them.
But well made personas in day to day use through out the organisation are incredibly useful when you need to gain and maintain focus on the (potential) customer.
Here’s the test:
- do you have personas for your project/product?
- are they made of data from real (potential) customers?
- do they have real names not segment names?
- do you have fewer than five personas?
- can you remember all the names of your personas and describe them?
- do you use them to guide, evaluate and/or explain design decisions?
- can your boss name your personas?
- can the developers on your team name your personas?
If you’re not answering yes to the majority of these, there are probably good reasons why personas aren’t really working out for you.
Don’t fret if you didn’t do so well here – most people don’t (out of a room of dozens of UXers last night only one lonely hand remained in the air at the end of this line of questioning last night).
I reckon personas are the best known but most misunderstood and misused tool in the UX toolkit. Don’t throw your personas out necessarily but see how you can incrementally improve how they’re made and communicated.
And if your fortunate enough to work in a project team who doesn’t need personas, well, lucky you – just don’t be too successful or you may find yourself large enough that you’ll windup needing personas after all! ;)