Here are the things that I think are worth reading and checking out this week:
Clicking Fast and Slow
Through social psychology and cognitive science, we now know a great deal about our own frailties in the way that we seek, use, and understand information and data. On the web, user interface design may work to either exacerbate or counteract these biases. This article will give a brief overview of the science then look at possible ways that design and implementation can be employed to support better judgements. Read the article here.
How The Simpsons Brand Took Over The World
Just this week, the crowdsourced design site Threadless released a new line of officially licensed The Simpsons T-shirts. The shirts are all designed by fans which is a first for Fox but in line with what Peter Leeb, VP of Global Brand Management and Strategy for Fox Consumer Products, calls a more interactive Simpsons brand. This article is an interview with Mr. Leeb and a look at how the Simpsons brand has grown and stayed relevant all these years. Read the article here.
How Square Register’s UI Guilts You Into Leaving Tips
A few weeks ago, a young couple walked into New York City’s popular Big Gay Ice Cream shop and ordered a shake. One of the customers handed the cashier his credit card, and after swiping it through Square Register, the cashier turned her countertop iPad in the direction of the customer, prompting him for a tip. Without hesitation, the customer tapped the 20% button and the couple went on their way. This article is a really interesting look into how Square use the power of user interface design to create this behavior. Read the article here.
Simon Sinek: Leadership Is Not a Rank, It’s a Decision.
I’ve written and posted before about Simon Sinek’s and his book Start With Why: How Great Leaders Inspire Everyone to Take Action which I love and make everyone I know read. This is a really interesting in-depth talk that reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.” Watch the video here.