The Design of Everyday Things (12 page)

Visceral responses are fast and completely subconscious. They are sensitive only to the current state of things. Most scientists do not call these emotions: they are precursors to emotion. Stand at the edge of a cliff and you will experience a visceral response. Or bask in the warm, comforting glow after a pleasant experience, perhaps a nice meal.

For designers, the visceral response is about immediate perception: the pleasantness of a mellow, harmonious sound or the jarring, irritating scratch of fingernails on a rough surface. Here is where the style matters: appearances, whether sound or sight, touch or smell, drive the visceral response. This has nothing to do with how usable, effective, or understandable the product is. It is all about attraction or repulsion. Great designers use their aesthetic sensibilities to drive these visceral responses.

Engineers and other logical people tend to dismiss the visceral response as irrelevant. Engineers are proud of the inherent quality of their work and dismayed when inferior products sell better “just because they look better.” But all of us make these kinds of judgments, even those very logical engineers. That's why they love some of their tools and dislike others. Visceral responses matter.

THE BEHAVIORAL LEVEL

The
behavioral
level is the home of learned skills, triggered by situations that match the appropriate patterns. Actions and analyses at this level are largely subconscious. Even though we are usually aware of our actions, we are often unaware of the details. When we speak, we often do not know what we are about to say until our conscious mind (the reflective part of the mind) hears ourselves uttering the words. When we play a sport, we are prepared for action, but our responses occur far too quickly for conscious control: it is the behavioral level that takes control.

When we perform a well-learned action, all we have to do is think of the goal and the behavioral level handles all the details: the conscious mind has little or no awareness beyond creating the
desire to act. It's actually interesting to keep trying it. Move the left hand, then the right. Stick out your tongue, or open your mouth. What did you do? You don't know. All you know is that you “willed” the action and the correct thing happened. You can even make the actions more complex. Pick up a cup, and then with the same hand, pick up several more items. You automatically adjust the fingers and the hand's orientation to make the task possible. You only need to pay conscious attention if the cup holds some liquid that you wish to avoid spilling. But even in that case, the actual control of the muscles is beneath conscious perception: concentrate on not spilling and the hands automatically adjust.

For designers, the most critical aspect of the behavioral level is that every action is associated with an expectation. Expect a positive outcome and the result is a positive affective response (a “positive valence,” in the scientific literature). Expect a negative outcome and the result is a negative affective response (a negative valence): dread and hope, anxiety and anticipation. The information in the feedback loop of evaluation confirms or disconfirms the expectations, resulting in satisfaction or relief, disappointment or frustration.

Behavioral states are learned. They give rise to a feeling of control when there is good understanding and knowledge of results, and frustration and anger when things do not go as planned, and especially when neither the reason nor the possible remedies are known. Feedback provides reassurance, even when it indicates a negative result. A lack of feedback creates a feeling of lack of control, which can be unsettling. Feedback is critical to managing expectations, and good design provides this. Feedback—knowledge of results—is how expectations are resolved and is critical to learning and the development of skilled behavior.

Expectations play an important role in our emotional lives. This is why drivers tense when trying to get through an intersection before the light turns red, or students become highly anxious before an exam. The release of the tension of expectation creates a sense of relief. The emotional system is especially responsive to changes in states—so an upward change is interpreted positively even if it is only from a very bad state to a not-so-bad state, just as a change is
interpreted negatively even if it is from an extremely positive state to one only somewhat less positive.

THE REFLECTIVE LEVEL

The
reflective
level is the home of conscious cognition. As a consequence, this is where deep understanding develops, where reasoning and conscious decision-making take place. The visceral and behavioral levels are subconscious and, as a result, they respond rapidly, but without much analysis. Reflection is cognitive, deep, and slow. It often occurs after the events have happened. It is a reflection or looking back over them, evaluating the circumstances, actions, and outcomes, often assessing blame or responsibility. The highest levels of emotions come from the reflective level, for it is here that causes are assigned and where predictions of the future take place. Adding causal elements to experienced events leads to such emotional states as guilt and pride (when we assume ourselves to be the cause) and blame and praise (when others are thought to be the cause). Most of us have probably experienced the extreme highs and lows of anticipated future events, all imagined by a runaway reflective cognitive system but intense enough to create the physiological responses associated with extreme anger or pleasure. Emotion and cognition are tightly intertwined.

DESIGN MUST TAKE PLACE AT ALL LEVELS: VISCERAL, BEHAVIORAL, AND REFLECTIVE

To the designer, reflection is perhaps the most important of the levels of processing. Reflection is conscious, and the emotions produced at this level are the most protracted: those that assign agency and cause, such as guilt and blame or praise and pride. Reflective responses are part of our memory of events. Memories last far longer than the immediate experience or the period of usage, which are the domains of the visceral and behavioral levels. It is reflection that drives us to recommend a product, to recommend that others use it—or perhaps to avoid it.

Reflective memories are often more important than reality. If we have a strongly positive visceral response but disappointing
usability problems at the behavioral level, when we reflect back upon the product, the reflective level might very well weigh the positive response strongly enough to overlook the severe behavioral difficulties (hence the phrase, “Attractive things work better”). Similarly, too much frustration, especially toward the ending stage of use, and our reflections about the experience might overlook the positive visceral qualities. Advertisers hope that the strong reflective value associated with a well-known, highly prestigious brand might overwhelm our judgment, despite a frustrating experience in using the product. Vacations are often remembered with fondness, despite the evidence from diaries of repeated discomfort and anguish.

All three levels of processing work together. All play essential roles in determining a person's like or dislike of a product or service. One nasty experience with a service provider can spoil all future experiences. One superb experience can make up for past deficiencies. The behavioral level, which is the home of interaction, is also the home of all expectation-based emotions, of hope and joy, frustration and anger. Understanding arises at a combination of the behavioral and reflective levels. Enjoyment requires all three. Designing at all three levels is so important that I devote an entire book to the topic,
Emotional Design
.

In psychology, there has been a long debate about which happens first: emotion or cognition. Do we run and flee because some event happened that made us afraid? Or are we afraid because our conscious, reflective mind notices that we are running? The three-level analysis shows that both of these ideas can be correct. Sometimes the emotion comes first. An unexpected loud noise can cause automatic visceral and behavioral responses that make us flee. Then, the reflective system observes itself fleeing and deduces that it is afraid. The actions of running and fleeing occur first and set off the interpretation of fear.

But sometimes cognition occurs first. Suppose the street where we are walking leads to a dark and narrow section. Our reflective system might conjure numerous imagined threats that await us. At some point, the imagined depiction of potential harm is large
enough to trigger the behavioral system, causing us to turn, run, and flee. Here is where the cognition sets off the fear and the action.

Most products do not cause fear, running, or fleeing, but badly designed devices can induce frustration and anger, a feeling of helplessness and despair, and possibly even hate. Well-designed devices can induce pride and enjoyment, a feeling of being in control and pleasure—possibly even love and attachment. Amusement parks are experts at balancing the conflicting responses of the emotional stages, providing rides and fun houses that trigger fear responses from the visceral and behavioral levels, while all the time providing reassurance at the reflective level that the park would never subject anyone to real danger.

All three levels of processing work together to determine a person's cognitive and emotional state. High-level reflective cognition can trigger lower-level emotions. Lower-level emotions can trigger higher-level reflective cognition.

The Seven Stages of Action and the Three Levels of Processing

The stages of action can readily be associated with the three different levels of processing, as shown in
Figure 2.4.
At the lowest level are the visceral levels of calmness or anxiety when approaching a task or evaluating the state of the world. Then, in the middle level, are the behavioral ones driven by expectations on the execution side—for example, hope and fear—and emotions driven by the confirmation of those expectations on the evaluation side—for example, relief or despair. At the highest level are the reflective emotions, ones that assess the results in terms of the presumed causal agents and the consequences, both immediate and long-term. Here is where satisfaction and pride occur, or perhaps blame and anger.

One important emotional state is the one that accompanies complete immersion into an activity, a state that the social scientist Mihaly Csikszentmihalyi has labeled “flow.” Csikszentmihalyi has long studied how people interact with their work and play, and how their lives reflect this intermix of activities. When in the flow state, people lose track of time and the outside environment.
They are at one with the task they are performing. The task, moreover, is at just the proper level of difficulty: difficult enough to provide a challenge and require continued attention, but not so difficult that it invokes frustration and anxiety.

Csikszentmihalyi's work shows how the behavioral level creates a powerful set of emotional responses. Here, the subconscious expectations established by the execution side of the action cycle set up emotional states dependent upon those expectations. When the results of our actions are evaluated against expectations, the resulting emotions affect our feelings as we continue through the many cycles of action. An easy task, far below our skill level, makes it so easy to meet expectations that there is no challenge. Very little or no processing effort is required, which leads to apathy or boredom. A difficult task, far above our skill, leads to so many failed expectations that it causes frustration, anxiety, and helplessness. The flow state occurs when the challenge of the activity just slightly exceeds our skill level, so full attention is continually required. Flow requires that the activity be neither too easy nor too difficult relative to our level of skill. The constant tension coupled with continual progress and success can be an engaging, immersive experience sometimes lasting for hours.

FIGURE 2.4.
   
Levels of Processing and the Stages of the Action Cycle.
Visceral response is at the lowest level: the control of simple muscles and sensing the state of the world and body. The behavioral level is about expectations, so it is sensitive to the expectations of the action sequence and then the interpretations of the feedback. The reflective level is a part of the goal- and plan-setting activity as well as affected by the comparison of expectations with what has actually happened.

People as Storytellers

Now that we have explored the way that actions get done and the three different levels of processing that integrate cognition and emotion, we are ready to look at some of the implications.

People are innately disposed to look for causes of events, to form explanations and stories. That is one reason storytelling is such a persuasive medium. Stories resonate with our experiences and provide examples of new instances. From our experiences and the stories of others we tend to form generalizations about the way people behave and things work. We attribute causes to events, and as long as these cause-and-effect pairings make sense, we accept them and use them for understanding future events. Yet these causal attributions are often erroneous. Sometimes they implicate the wrong causes, and for some things that happen, there is no single cause; rather, a complex chain of events that all contribute to the result: if any one of the events would not have occurred, the result would be different. But even when there is no single causal act, that doesn't stop people from assigning one.