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Intelligent Content

Are UI Cards good for content?

A user interface format known as cards is gaining popularity with mobile and web designers, and is being used in a variety of contexts.  UI cards can simplify screen design, but they don’t always promote good practices for content.   It helps to know when using cards supports content, and when cards can result in problems for audiences.

What are UI cards?

UI cards are boxes of a fixed width that are containers for content.  They may or may not have a fixed height. They can be placed beneath one another, or beside one another, and occasionally, stacked on top of each other.  The metaphor informing the design of UI cards is the index card or the flash card.  Unlike with physical cards, it is rare that one shuffles UI cards: the position of the card is normally determined by the application.

The recent interest in cards echoes a similar interest in the index card metaphor in the early days of personal computing 25 or 30 years ago.  Apple developed an index-card based tool called Hypercard.  The novelist Robin Sloan considers the Hypercard design as “pretty cool” but notes the negative complaints it created: “It squeezes information into screen-sized ‘cards’ and doesn’t allow scrolling through long documents. The academics agree: cards are too limited. Cards are lame.”  Around the same time, Microsoft released a product called PowerPoint that was also based on the index card metaphor.  It too spawned complaints about how well slides present information.

Today, many leading digital brands use UI cards.   Unlike the earlier card-based software, today’s UI cards only take up a piece of the screen, instead of the entire screen. UI cards have quickly become a common interaction design pattern, and some UX designers even refer to a “card architecture” design concept.

Examples of UI cards

Designers tend to use UI cards in one of two ways: to hold a piece of information from a stream of messages, or to showcase items that are part of a collection.

Streams of messages and notifications are generally not related to one another.  Cards help to separate distinct messages from one another, and provide a focal point for users to see updates.  Streamed content can be either summaries or previews.  Google Now uses cards to show summary information, such as sports scores for a team one follows.  Both Facebook and Twitter use cards that show a preview of content available elsewhere, such as an article.

screenshots of Google Now
Examples of cards for Google Now showing updates for user’s stream

Collections are another major use of UI cards.  Whereas UI cards for streams work well on mobile platforms, UI cards for collections work better on tablets or laptops.  Each card is like a small poster that provides a teaser for content.  These cards often highlight visual content with limited substantive information, and provide a way to scan content, but users must navigate elsewhere to get details.  Pinterest is the best-known example of this kind of card, though many other sites use the card collection concept.  The cards aren’t necessarily intrinsically related to one another: the relationship between cards in a collection is defined by their curator — either the user collecting them, or a brand that is displaying the group.

Why are UI cards suddenly popular?

Cards mesh with current sensibilities about digital content: they package content into bite-sized pieces that work on mobile and social networks.  From a front-end perspective, using cards provides an easy-to-apply layout for a responsive web design (RWD) framework.  With their fixed width, cards can be used in one, two or three column layouts, allowing the same card designs to be used on smartphone, tablet, and laptop screens.   Fixed width cards are well suited to the flexible grids used in RWD.  Visual designers seem to like cards.  When using a fixed length, cards form a perfect grid; when using variable lengths, cards form a masonry layout that looks like a vertically oriented brick wall.

Cards are also popular because they seem to tame content.  Cards are modular, so different content items can be stacked together without calling attention to their differences.  Cards minify content, by forcing content to adapt to the constraints of the card boundary and card visual layout.  Designers like that cards allow different content to be mixed and matched without worrying that the design will become cluttered.

Interaction designers like cards as well.  Cards can break down content into digestible bits that allow users to interact with it.  By offering a container for content, cards provide the suggestion that the content is tangible and personal to the user.  Like a Rolodex card, UI cards can contain personal details, such as one’s flight info.  Like baseball cards, UI cards can be collected, and displayed on a virtual corkboard.  They can be traded as well, or more accurately, shared, through social media.  And cards provide containers to break down sequences of interaction, such as Google recommends for its Google Glasses.

screenshot of google glass cards
Sequence of cards for Google Glass. Source: Google

UI Cards as Interaction Design

Most of the impetus for UI cards has come from the interaction design (IxD) community, rather than the content strategy community.  IxD has various goals for promoting UI cards, but these goals are separate from the goals of content strategists.  When IxD refers to UI cards as “content cards” they rarely are focused on the details of the content inside the cards.

UI cards offer appealing aesthetics: they are well behaved on a grid, and provide fluid behavior during interaction transitions.  Cards present an illusion that everything one needs to know is right there in from of them.  They mimic a bulletin board that can be scanned quickly.  When a user wants to engage with the card, many interaction possibilities are available.  The card can be animated, swiped, or flipped. In contrast to the tedium of scrolling, UI cards allow a range of interaction possibilities.

While offering some fun possibilities, UI cards can privilege interaction over the substance of the content on the cards.  IxD’s approach to content is to design it from the outside in: start with the desired layout and behavior, and then expect the content to fit.  By focusing on the container for content rather than the content itself, interaction design can create problems for content.  The size of the container can dictate the size of the content, rather than the other way around.  The tyranny of form over substance is most acute with fixed height designs that follow a precise grid layout.  Such layouts can sometimes cause content to get dumbed down, much the way PowerPoint presentations can squeeze meaning and break flow from narratives because the format limits how much text can comfortably be placed on a slide.   One application called Citia tries to summarize books on square shaped cards, but the pacing of information on the cards is uneven: some cards are dense with information, others less so.

UI cards can contribute to content usability problems that may not be immediately evident.  Users often like UI cards when they encounter them, and don’t notice their limitations.  They see tidy cards often with colorful thumbnail images.  The cards seem optimized to make good first impressions.  But often, the cards end up squashing the content that must go in them, or omitting content details that don’t fit the layout vision.  The most common problems are truncating content, or hiding content below a hidden fold on the card that’s not visually obvious.  Paradoxically, while cards are meant to provide all needed content with a quick glance, they may have vertical scrolling behaviors within them.  Occasionally, they will even have a line of text or icons within the card that requires horizontal scrolling.  Users don’t know if tapping for more information when content is truncated will result in a hover state bubble, or take them away from the card.  Some content cards hide information by placing content on the backside of the card, requiring the user to tap the flip the card — if the user knows to do that.  So for all the talk about cards being a design pattern and architecture, there seems to be a lack of convention for how to design them.   Users can’t confidently predict how any new card they encounter will behave.

screenshot of cards on a recipe site
Collection of cards from a recipe site. Note that the title on one card is truncated, as are the ingredients on many cards. To see the non-visible ingredients, the user must tap the “and more” text. This is an example of content being squeezed into available space.

Another issue with UI cards is their lack of hierarchy.  When all cards are the same size, all cards look equally important, whether they have detailed information, time sensitive information, sparse information, or optional information.  Visual designers like to feature photo thumbnails on cards to help users scan content for items of interest.  That approach can work well, provided the photo conveys real information and is not simply decoration.  Cards about movies might show images from the movie or pictures of the actor.  But if all the cards are about the same topic, say articles about running pinned on Pinterest, and all the cards show clichéd stock photos of a person running intensely, then the photos provide no information to help the user scan many similar looking cards.  Instead, the user must look at every card individually and try to determine relevance based on limited text descriptions.

Cards as content units

An alternative way to look at cars is as units of content, rather than containers for content.  By focusing on units of content, we can ask: what does the card represent?

Content for cards can be pulled from 3rd parties not related to the card publisher, or content can be provided by the card publisher directly.  With 3rd party content, the card publisher often has limited control over the content.  They may capture the first 30 characters of the title, a thumbnail of the first image provided, or the first four lines of the article.  In many cases the card is simply a preview of another unit of content: a full article available elsewhere.

When brands use cards to present their own content, they should be able to choose content elements more carefully. But having control over the content does not assure that the right content is selected for a card.  Suppose the idea is to provide a card to show the weather forecast.  While simple in concept, it still requires choices about what specific information to show, and how that information is accessed.  When the form is already fixed, the choices for the content are restricted.  A severe weather alert is issued, perhaps an impeding hurricane, but there is no space on the card to show that information.  The card becomes a blob that can’t be enriched with new content elements, because the format prevents such additions.  Brands try to work out what content relating to a topic they can fit on a card, rather than ask what content they want to present, and how might cards help them do that.

Too often, content is simply chopped up to fit on cards.   For cards to be useful, the content on them should have meaning outside of the card container.   This requires designing cards for content from the inside out, starting with the content.

Two recent content applications are pointing to how cards can represent meaningful chunks of content.  The field of journalism is under enormous pressure to become more relevant to audiences, and to increase the speed and efficiency of providing updates.  Cards are being embraced by a new journalistic genre called explanatory news that has emerged to address these challenges.  The news sites Vox and Circa are showing how cards can represent meaningful chunks of content that can be combined to form larger units of meaning.

screenshot of cards from Vox
Example of Vox cards used to explain background content.

Vox uses cards that are attached to yellow-highlighted words “to offer deeper explanations of key concepts.”  Stacks of cards “combine into detailed — and continually updated — guides to online news stories.”    Vox cards are topics, focused around a question, and answer why the topic and question matter.  Vox’s idea is that while news developments relating to a topic are always happening, some core material will be relevant context for any developments about a topic.  The cards signal: this is not breaking news, but it is important.   The linking of the cards provides a way for users to navigate through related topics.

Circa uses a concept similar to cards it calls atoms.  Circa is also working to provide more context for news, and decided to use atoms as a way to structure the information relating to a story, so that the atoms link together to form an ongoing narrative.  Each atom is a unit of content, “a fact, quote, statistic, event or image” and each unit is tagged with metadata.  The tagging of atoms allows readers to identify what’s new relating to a developing story, and to follow specific topics of interest.

Screenshot of Circa atoms
Examples of Circa’s ‘atoms’ which are similar to cards. Each atom represents a different unit of content.

Unlike other card examples,  Vox and Circa are using card-like structures to re-imagine the creation and delivery of narrative content.  The separation of content between updates and background information can be applied to other content genres.  Gartner analyst Todd Berkowitz notes the potential use of cards for content marketing: “I like the notion of being able to update stacks. From a content creator’s standpoint, this is easier than trying to update a whitepaper or eBook. The individual cards also offer re-usability. The Vox Cards can be tweeted, shared on Facebook and with Google+ circles, but providers would also want to add a button to share on LinkedIn. So when you add a new card, a provider could blog about it and also tweet it.”

Cards don’t mean updates are now trivial.  While it is easy to add a new card with new information to the stack, brands need to make sure the information on previous stacks is still current.  For some topics, the background information can be changing as well, even if less frequently than the updates.

Emerging best practices

It’s best to consider cards an interesting experiment, rather than a design pattern that reflects the distilled wisdom of many years of practice.  Still, cards hold great promise, and implemented intelligently, can provide benefits for both audiences and authors.

The value of cards comes from their ability to break apart larger clumps of content into more meaningful units that can be managed and recombined more easily.   As Circa has shown, cards can represent different kinds of information, as well as different topics.  Cards can offer an alternative to conventional articles.  Cards can promote a new workflow for content that is more focused on revising only what is necessary.  Ideally, cards could drive wider adoption of structured modular content.

For cards to realize their potential, designers and authors should stop thinking about UI cards as being like index cards, flash cards, or playing cards. UI cards will often need to be elastic to accommodate content intended for them, and they need to be intelligent, not just animated.  In recent years IxD has become critical of skeuomorphism in design — the reliance on physical metaphors in digital design.  UI cards aren’t made of paper stock, shouldn’t look or behave as if they were.

– Michael Andrews

Categories
Storytelling

Why your brand may need more than one voice

Conventional wisdom says that brands need to speak with one voice.  I think that advice is incomplete, and can be sometimes counterproductive.

Content strategists often talk about the importance of the voice and tone of content.  The words a writer uses convey more than literal meaning.  Perhaps as you read these words you are wondering who wrote them.  You may be asking yourself who the author is, and whether you should pay attention.

Voice and tone are about the broader meaning of words.  Voice is the implied persona of the author. Tone is “the attitude of the speaker to what he is speaking about,”  said I.A. Richards,  the moral philosopher and literary critic who first developed the concept in 1929.  I like to think about tone as the emotional intelligence the author reveals.

Voice is how you speak in general, and tone is how you talk in specific situations.  Voice is your general attitude, while tone is your attitude in specific circumstances.  For example, someone talks with the detached casualness of a hipster (voice), and reacts with irony to discussions about politics (tone).  The attitude you infer shapes how much you like the author.

There are two aspects to likeability: the extent we self-identify with the category of person we perceive someone as being, and the extent to which we judge their behavior as compatible with our own standards.  Voice addresses the self-identification aspect, while tone addresses the moral judgment aspect.

The concept of literary voice has been co-opted by the commercial world for some time now.  First, companies seeking to shore up their corporate identity adopted the idea of a “brand voice,” which applied to short form content used in advertising.  More recently, companies have started embracing the notion of a “content voice” to cover all their content.  But as the notion of voice has stretched to serve new purposes, its assumptions may need revisiting.

His_Master's_Voice
His Master’s Voice. Image of Nipper from wikipedia

The corporate takeover of voice as a concept has been motivated by a desire to inject personality into organizations.  By having a distinct voice, brands hope to be seen as people, not as faceless corporations.  They reason: “People don’t want to read some corporate blah-blah talk.  We need a distinct voice that differentiates us from everyone else.”

Personifying organizations is tricky. When a prominent American politician argued that “corporations are people,” he was mocked.  People rarely expect corporations to be their personal friends, even if they don’t want the organizations they deal with to be robotic.   Corporations aren’t people, except when people decide to act like corporations, as in the case of celebrities. One can run into trouble buying into the myth that brands are just like your next-door neighbor, or your favorite novelist.  Brands in many respects are more complex than individuals, and equating a brand persona with a human creates confusion.

Consistency advice

One widely offered bit of advice concerns the need for a consistent voice.  Nearly everyone who addresses the topic of brand voice or content voice repeats the recommendation to keep one’s voice consistent.  The recommendation rests on two assumptions: 1. that consumers expect brands to have a consistent voice, else they will be confused, and 2. that brands are more impactful when they use a consistent voice.

The advice for content strategists is well captured by the folks at MailChimp, who have been at the forefront of promoting voice and tone guidelines for content.  “You have the same voice all the time, but your tone changes.”

There is indeed value in having a consistent voice for an audience, but that does not imply brands should have the same voice for everyone.  And while brands should have a unifying purpose, it doesn’t follow brand should have a single voice to express that purpose.

Even when drive by a common purpose, brands can have diverse missions, and as a result, different groups notice and relate to a brand’s purpose in different ways.  Brands should not come across as being one-dimensional by having a voice that’s too narrow.

Individuals have a single, recognizable personality largely because the attitudes we express unconsciously reflect both our personal history and our organic make up.  We have limited capacity to be all things to all people; our attention can’t be spread everywhere.  Even so, people aren’t one-dimensional; we can have many sides to our personality, sometimes even contradictory. Our cohesion comes naturally, without seeming robotic.

Voice and identity

Organizations are artificial entities, and need to be purposeful in how they coordinate their activities and communicate them.  Without coordination, they seem chaotic; with too much coordination, they can appear robotic or artificial.

A voice helps us answer who the speaker is: their intent and their perspective.   A voice is not simply what is signaled, but how it is perceived.  Often, brands spend too much effort worrying about what they are signaling at the expense of considering how it is perceived.  For perception is a matter of individual interpretation.  Perceptions, by definition, will vary.

To date, advice about content voice has largely assumed that people will perceive the voice in the same way.  The assumption is: the more consistent you are in your voice, the more likely people will see you as you want to be seen.  Tone should be dynamic, modulating according to different circumstances, but voice should be the same always.

This preoccupation with consistency of voice can risk freezing out audiences a brand may wish to reach.

Dynamic branding

The proscriptive character of voice guidelines can resemble the corporate identity guidelines used by big brands in the past.  Branding teams became known as “logo police” because of their preoccupation with the sanctity of the logo.  The logo was the symbol of the unity of the corporation, and minor inconsistencies and deviations were thought to harm the brand.

Visual and service branding has since evolved beyond assuming that consistency is the highest priority.  Many corporations are developing “dynamic brands” that morph to adapt to different contexts and audiences.  Even the logos change.  The goal is to present an impression on customers that seems living, not rigid.

Many brands still maintain tight controls and lay down explicit guidance.  But growing numbers of brands rely on implicit guidance based on example rather than rules, and allow a looser and more dynamic interpretation by operating units for how to express the brand.

If voice is meant to reflect the brand, but it’s no longer axiomatic that the brand must be rigidly fixed, then perhaps content voice should be flexible as well.

The limits of fixed voices

Ideally, the goal of a content voice should be for audiences to know who you are, and what you stand for.  Voice tells audiences what they can assume about you based on the way you communicate.

The goal of consistency can result in bland advice.  Voice guidelines may tell writers to sound “smart but not elitist.”  Such guidelines may be sound and be applicable to all audiences, but not provide the patina of personality desired.

The alternative is to develop voice guidelines with a strong personality.  MailChimp is recognized as a well-developed example of a content voice with a strong personality. With its lighthearted voice and cartoon avatar, MailChimp embodies a voice personality the Japanese would describe as kawaii — teeming with cuteness.  It embodies the firm’s culture, informal and friendly.  It’s different from most IT voices; it’s quirky and has its fans.

MailChimp voice and tone guidelines. screenshot from voiceandtone.com
MailChimp voice and tone guidelines. Screenshot from voiceandtone.com

The danger with an approach like MailChimp’s is to offer too much personality.  Sounding different and appearing unique may be a goal of the brand, but is not necessarily a goal of consumers.  Consumers are primarily seeking the actual product, not the content supporting the product.  The benefits of voice differentiation are limited: the more successful a brand is at attracting certain audiences, the more likely it is to alienate other audiences.

MailChimp is apparently successful with how its content is perceived by customers in its target markets.  But no matter how good their service, some potential customers may be put off by their voice, and by Freddie-the-Chimp’s jokes.  Fun and informal doesn’t necessarily convey gravitas, or imply serious standards compliance or fault-free reliability of delivery performance to a dour corporate IT procurement officer.  The tone of their contractual information may be more serious, but the general impression given through their voice overall is one of fun.  As long as their voice is both fixed and iconic, they are defined by what audience segment is willing to self-identify with their voice.

Brands don’t need to act monolithically

Brands don’t necessarily mean the same thing to all people, even when the brand is driven by a common business strategy and purpose.  When brands mean different things to different people, they shouldn’t try to act the same to everyone.

Let’s consider some common situations.  Many organizations have divergent stakeholders who are attracted to a common offering but expect different things from it.  Health organizations deal with patients, doctors, and researchers.  All are interested in health, but in different ways.  Countless businesses sell similar or even identical products to both businesses and consumers.  How the B2B customer uses and evaluates products can be very different from a B2C customer.  Finally, nonprofits focus on an issue or service but have widely different stakeholders.  The concerns of large foundations that are donors will be different from small organizations or individuals that are recipients of grants or services offered by the nonprofit.

When brands serve very different constituencies, they need to talk to them with different voices.  It is not enough to simply change the tone according to different situations.  Different constituencies will need to perceive the brand as reliable according to the values that most matter to them.  The brand’s voice needs to reflect that.

An example of a brand that serves different constituencies with different voices is Oxfam.  The charity has a mission of being a “practical visionary.”  According to Wolff Olins, Oxfam’s branding agency, the charity uses two voices:  simple direct language to talk about practical topics such as emergencies, and a rich language to talk about visions for solving problems.  These different languages correspond to the different constituencies: practical support is sought by people and groups in need, while visions are developed to attract interest by funders and large donors.

When to use one voice, when to use two

A single consistent voice is appropriate in some cases, but not others.  To illustrate, we can divide brands into two types.

The first type of brand is confident they have one audience that all wants the same thing from them.  The brand may offer many products or address many topics, but does so in a consistent way. The brand’s advantage is about its process: how they do things is special, rather than what they address.  Whatever it does or sells, it delivers it in a consistent way, emphasizing some particular brand value such as efficiency, convenience, selection, price, or value.  Walmart, Amazon and Gilt will all have different voices even though all sell a range of products.  But each brand will use a consistent voice regardless of product it is selling.

The second type of brand is more defined by the specialty they address than their process.   What they chose to address is notable, and they are experts about that specialty.  They attract interest from a range of people who have different concerns and levels of understanding.   Each different constituency has particular needs.  They need to be addressed in different ways, according to their interests and level of understanding.  The voice needs to speak to what’s at stake for the constituency.  We can imagine such a brand having two distinct voices.  Perhaps one is a caring voice, aimed at non-specialists who rely on the services of the brand.  These people already are sold on the brand’s expertise: they just want to be assured they can take advantage of it easily.  Another voice might be an expert voice, competent and efficient, aimed at proving to other experts they really are the best at what they do.  Such a constituency of peers might include investors, hiring candidates, business partners, or the trade press.

Conclusions

Voice and tone guidelines are helpful tools — without them content effectiveness is hampered.  But the guidelines need to reflect not only the brand’s goals for how they wish to be seen, but also consider how audiences need to hear things. Voice and tone guidelines for content have evolved from the practice of branding guidelines, and accordingly often have a brand-centric orientation, rather than a truly audience centric one.  There rarely is there much audience input into the development of voice and tone guidelines.

Rather than rush to implement guidelines for staff to follow, brands should first test content with likely users to see how it is perceived, and learn the expectations of users.  I like how MailChimp has done a lot of work with tone to make sure that it adapts to different user situations.  The tone is emotionally intelligent, taking into consideration the user’s likely frame of mind in a given situation.  Other brands should considered user needs for tone the way that MailChimp has.

User needs are important not just for tone, but for voice as well.  Users can’t define your voice, but your voice needs to work for them.  Voice can help brands relate more effectively to their audiences, but it’s important brands don’t come across as  a tribe that some feel excluded from.

— Michael Andrews