Project 5
Play Concept Usability Rapid Research
@ The LEGO Group
Project Background
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Before I joined Project Acorn, the team had a tendency to conduct large validations before major milestone meetings. The issue with these large-scale validations was that they often presented too many prototypes, or 'play concepts', to children at once, which was overwhelming and made it difficult to extract clear feedback for each individual concept.
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Therefore, as a two-person research team, we aimed to foster a culture of incremental learning by isolating each play concept into a 'vertical slice' for testing. This approach allowed us to meet with children for quick feedback sessions, enabling prompt responses that fostered a culture of continuous learning within the project team. It also ensured that the team remained in regular contact with children, our end users.
Methods
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Over a period of three months, we conducted four continuous testing sprints with children. Each sprint involved eight children participating in four sessions.
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We employed qualitative testing methods based on behavioral observation and qualitative interviewing. The testing was moderated and took place in LEGO's usability lab.
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Each sprint, one "vertical slice" of the play concept were tested and we were be able to see the engagement (playability) of that vertical slice of the play concept, which served as a foundation for gauging longevity.
Findings*
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When we tested each modular play concept individually, we were quickly able to gauge their playability. Rather than focusing on the cool technology, children tended to engage in a form of play loop, creating their own courses, rules, etc.
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Repetition is key! Since we were introducing an interactive toy, it was essential to maintain consistency in terms of patterns and behaviours to avoid confusing the children.
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The novelty factor wears off very quickly. Children initially tried interactions for the sake of novelty, but we need to develop toys that encourage storytelling and imagination. This will help sustain longevity beyond the initial novelty factors.
The findings are summarised at an aggregate level to adhere to confidentiality guidelines.
Research Impact
Strategic Impact
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Foster a culture of continuous learning through rapid feedback instead of conducting larger validations before gate meetings.
Stakeholder Collaboration Impact
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When specific play concepts were tested, designers flew into London to observe in person, witnessing first-hand how children interacted with the products. We would then have a quick debrief meeting. Working across different countries, these meetings provided an opportunity to strengthen connections within the team, united by shared research insights.
Product Impact
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This round of rapid testing provided designers with immediate feedback on what aspects of a concept were effective or needed improvement. This led to faster feedback loops and iterations, allowing for more agile development and a refined final product that better met the needs and expectations of our young users.
My Learnings
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As part of the innovation process, we introduced a new technology that was often the focal point of discussions. However, in reality, it was the 'Jobs to Be Done' (JTBD) that mattered most. Rarely did children comment on how cool the technology was; instead, they tried to implicitly figure out how this new toy would fit into their play needs.
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Research with children comes with many unpredictabilities. I had drafted a loose discussion guide, but with children, it’s never strictly adhered to as different children can take the session in various directions. As a researcher working with children, it’s crucial to be flexible and adaptable, maintaining a balance between allowing the children freedom to explore and gathering the necessary insights.
Disclaimer: Please note that the content presented here has been adjusted in accordance with confidentiality protocols.