How to Design for Trust in Digital Services by TheodorHenriksen.com

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BETWEEN THE THREE OF US

A DIPLOMA ON HOW TO DESIGN FOR TRUST

I N D I G I TA L S E RV I C E S

BY T H E O D O R H E N R I KS E N

T H E O D O R H E N R I KS E N CANDIDATE Master thesis in Interaction Design The Oslo School of Architecture and Design Spring 2015

EINAR SNEVE MARTINUSSEN MAIN SUPERVISOR M O S S E S JA AS TA D SUPERVISOR

ÂŠ 2015 Theodor Henriksen For any questions or requests regarding the project, please write to the address listed below. All external references are listed. post@theodorhenriksen.com www.theodorhenriksen.com

INTRODUCTION

BACKGROUND

PROCESS

TEST OF VALUE

REFLECTIONS

REFERENCES

h n e y

[A]

BET WEEN THE THREE OF US

INTRODUCTION

ABSTRACT

CONTEXT

WHY

HOW

CONTRIBUTION

STRUCTURE OF THE REPORT

A B S T R AC T

Between the three of us is an interaction design diploma that explores how trust affects digital services. The project focuses on the relationship between the user and the service provider. The project is done with a theoretical approach while using design methods to reach an outcome. The research consists of findings from a wide range of fields such as psychology, management and economy. The outcome has become a five-principle-model. The five principles are competence, transparency, control, expectation and appearance. The model suggests elements that need to be present in order to obtain trust from the users. In addition to the principles there is an elaboration on a set of structural levels in which the principles can be applied. The principles are used as an evaluation tool of existing services, in analysis, workshops and are presented to various established design professionals.

CONTEXT

WHY

This project is set in the context of the digital market

On the backdrop of the digitization of our day-to-

economy of today. The focus is on new, developing

day routines, I feel like this project is important in the

markets and digital marketplaces. The project

matter of addressing the emotional aspect of digital

is relevant for the expantion of internet enabled

design. I have focused on is trust in this project.

services, which influence our society, economy and

There is a strong economical factor in this

relationships on many levels. Services have a major

development. The new emerging services capture

impact on the economy, and these disruptive new

enormous amounts of the market, and this keeps

ways of doing business have created whole new types

growing. Online groceries shopping such as Godt

of economy. Take for instance Airbnb, who have had

Levert, or car services such as Uber are just a few

over 20 million guests since 20091. These new types

examples of services that use trust to their benefit,

of social structures generate high values, not only

and make millions. The same will affect changes

economically, but culturally as well. The basis of this

in public services. Digital health journals are only

project is set to western culture, and Scandinavian

one of many examples. I feel that there is a need to

culture in particular.

se the importance of, and being aware of trust as a

It seems crucial for designers to understand how

influential factor. The designersâ&#x20AC;&#x2122; responsibility in this

users experience a digital service, what makes them

is to comprehend the dos and donâ&#x20AC;&#x2122;ts of how to design

want to use them, and why they keep coming back.

trustworthy services.

This accounts for both private and state-governed sectors and services.

H OW

CONTRIBUTION

This project is an exploratory, theoretical process

My contribution to the field of interaction design

consisting of research and case studies supported by

through this project is hopefully a thorough

multiple analyses of digital services as well as theories

understanding of the topic of trust, and how it can

regarding trust. I have worked towards understanding

be useful to others.

the value of trust in various services and business

In addition to the report I want to be able to spread

fields. I have looked into different disciplines such as

the knowledge, and let others in on what I know. I

relational psychology, behavioral studies, philosophy

have been presenting the project, published reports

and management throughout the research. Since

on www.designingfortrust.tumblr.com, Medium

there are surprisingly few theories about trust in the

and twitter, with the username @TheodorHe

design field, I have seen it as a very interesting task

throughout the process. My goal in this project

to work with. I have translated my findings, research

has been to synthesize my findings into something

and analysis in to a set of guidelines, concisting of five

concrete that could possibly be helpful to others

principles and three levels of application.

working within digital service design.

STRUCTURE OF REPORT

= Personal ref lections

The report starts out with a summery and abstract, as well as setting the project in a context and the structure of the report. Then follows a part of

Complimentary facts

User interface

User experience

Strategic level

letter is taken or illustrated by me.

Content level

To the right is a description of symbols and

Surface level

background material, then process and then the part of testing and outcome. In the back of the report there is reflections, acknowledgements and references. References are listed by numbers, and are fully disclosed in the reference chapter on page 94 and 95. Pictures and illustrations are marked by a letter in the bottom left corner, and referenced in the back. Any picture or illustration not marked by a

abbreviations used in the report.

I started out by wanting to do this project to create awareness around the topic of trust within my professional field. I am not experienced and there are a lot of people who know much more than me about this. Still, I find it too interesting to not be working on it. To that extent that I could not constrain myself from diving into this fluffy matter. I am not doing this diploma for a specific end user. I write this as a collection of different works for those who work with digital services. I am hoping that this might be useful as a tool in analysis and concept development. With that being said, I will probably not end up with one solution that is applicable to every situation regarding trust. As my process went along, I discovered this; trust is contextual, so it might be that not all of my findings will be applicable to every situation.

[B]

BET WEEN THE THREE OF US

BACKGROUND 14

TIMELINE

AT THE BEGINNING

ACROSS FIELDS

RESEARCH MAP

THE IMPORTANCE OF TRUST

TRUST IN THE NORWEGIAN SOCIETY

JUST A DIGITAL HANDSHAKE AWAY

COMPARING STUDIES

KEY FINDINGS

TI M ELI N E O F TR ANSACTI O N M ECHAN IS MS

1200 BC Currency. Portable currency developsâ&#x20AC;&#x201D;first as shells, then as coinsâ&#x20AC;&#x201D;and becomes a shared medium of exchange, replacing barter.

1950s Person-to-world. People buy goods from multi national corpora tions.

50.000 BC Friend-to-Friend. Buyers and sellers mainly barter and trust only friends. Trading is based on reciprocity and reputation; cheaters are shunned.

8000 BC Neighbor-to-Neighbor. Small villages form; people begin trading with neighbors. Itâ&#x20AC;&#x2122;s easier to trust someone when you know where he or she lives.

1000 AD Stranger-to-Stranger. Buyers and sellers begin to trade with strangers through trusted intermediaries who bring goods to market.

Watchdog groups,

Present

along with global

Intimate. New

regulations and

mechanisms emerge to secure

banks, secure these

in- person transactions that

interactions.

are brokered through digital

1800s Person-to- company. As corporations replace local stores and markets, trust comes from regulations, insurers, banks, and law firms.

650 AD Paper Money. Cash with no inherent value is popularized for the first time. People trust that bits of paper can be exchanged for real goods.

T E X T O F T I M E L I N E BY J A S O N TA N Z 2

marketplaces.

1990s Networked. Products are purchased through websites built by companies that provide a centralized marketplace and trust infrastructure.

AT TH E B EGI N N I N G we have fewer senses to rely on in our communication with other people? Instead of looking at the negative aspect of communication I am trying to look at what happens when the Internet enables us to connect through, and some times even use our senses to help each other. I volunteer at the Red Cross, in a section called Cross Your Neck. It is an Internet enabled service, where children, teens or young adults can talk to us about anything they want, from acne to suicidal thoughts, where both they and we who work there are completely anonymous7. They can call, chat or e-mail us, and we will reply. There is also another function the service provides; the forum. Here the teens can post questions or thoughts, and request answers from peers. This is actually quite touching as the replies are in the lines of «You deserve the best», «you have no idea how strong and beautiful you are», and «I believe in you». Posts like these are signed by nicknames like Waterbottle1221, Scream, or Aww. Anonymity let the users ask us, and each other what ever they want, without the fear of being judged or laughed at. Another example is BeMyEyes8, which is an app where sighted and blind people sign up. The seeing helps the impaired with trivia, for instance if the milk has expired, or what color the tie is through video chat and feedback systems. The app has, by March 2015, 163.000 sighted members, and 16.300 blind users.

The trust between people, the public, the government and private companies varies to such a degree between countries and cultures that it is very hard to fi nd a universal answer to it. There are few certainties when it comes to who to trust, and who not to trust. I have tried try to explore what happens when the relationship between the actors who are supposed to trust each other is no longer physical. We have entered a new era of Internet enabled intimacy3 , as Jazon Tanz from Wired calls it. What kind of changes have occurred in order for us to start inviting strangers to sleep in our house, get into a car driven by someone unlicenced and unknown to us, or get people we don’t know to come to our house and pick up a coffeable? There is a somewhat ambivalent attitude towards how technology impacts our everyday life. All this generates a lot of discussion on whether or not this makes us emotionally reticent; a common question when talking about the next generation. One example is a blogpost4 on anniemurphypaul.com, posted April 4th, 2013. Clifford Nass, a Stanford professor, published a study on teenage girls, and how their emotional development are being challenged by having less face-to-face interactions. Another blog post 5 by Cathrine Movold at Making Waves in Oslo, states this: « Children have a need for trust and responsibility, not cellphones. I want my sons to learn how to honor a commitment without me calling. To walk home from school, taking detours, exploring a new hill to sled down in the winter. (...). In short term, I hope that is how we create independent children, and in the long term conscious adults.»

From this, I believe that there is a shift in both tradaitional markets and in how we communicate. The generation growing up now, now called the digital native, will probably be even more ACCEPTING when it comes to digital services. This attitude towards the digital emerging CULTURE seems to be of great importance.

The question continues to appear in various fields of reseach6 is this; Are we getting deprived of our natural communication while using technology? If it is so, what effect does it have? What happens when 15

ACROS S FI ELDS bank in person. The institution of banks have a high standing, at least in the Norwegian society. So based on culture one can therefore assume that the banks are quite safe, even online. Microsoft performed a study, where it showed that the average American have about 25 online accounts11 in 2007, so it is fair to assume that those numbers have increased by now. It is also fair to assume that they have so many accounts because it replaces an action to meet a need that they reviously had. To give an example; at Webdagene (a conference about Information Technology and Design) Nir Eyal12 gave a speach stating that using online services does not only cover a specific need or action as for instance shopping. He took it further by stating that it also helps us cope with emotions. He claimed that when we are feeling lonely, we go to Facebook. When we are bored we go to YouTube, or if we feel unsure of something we simply Google it.

Do you get a sense of what your online service is trying to do? Onora Oâ&#x20AC;&#x2122;neill 9, a British philosopher says that trust is a statement which we as humas respond with once we fi nd a company, person or institution trustworthy. Oâ&#x20AC;&#x2122;neill states that trust is concrete and is relying on context. She claims that our aim should not be to trust more services, but to place our trust correctly. We need to judge whether or not a service is competent, reliable and honest, and look for the simple, adequate evidence of trustworthiness. If we are giving such an impression it could lead us to trust the service. Lets say for now that we trust one service in particular. Before we made that decision, conscious or not we must have a need in order to see the benefits of using it. When it is digital, we need to fi nd it convenient; it needs to do something for us, that simplify tasks or makes transactions less of a hassle. According to Jessica Slijpen, a Dutch entrepreneur and co-creator of ShareNL (A multi network organization that works towards interlinking the sharing economy with the Dutch society), there are three questions to ask when it comes to engage in a transaction of any kind; What is the benefit of this transaction? What is the risk in this transaction? What are the guarantees in this transaction? 10

Based on the research until now, I figure that the user need to understand the advantage of using a service. Is the service COMPETENT to perform the task? Do they have the skills and knowledge? The user must evaluate if the possible gain trumps the possible disadvantage. In this case, the user must feel that the service is CAPABLE to handle regular use, as well as handle disruptions.

The online access to your bank account is a good example. The benefits are that you can access your account without having to travel, get in line or make an appointment within a specific time at your local bank. With an online bank you can access the bank when ever you feel like it. The risk is that someone might hack your account, you might have a password leak, or you might not be able to do every possible action in the online bank that you would get if you went to the

You have zero privacy Scott McNealy wired.com Quote

PHILOSOPHY

R ES E ARCH MAP

On social media paradox Use, mistrust, no option datatilsynet.no Rapport Survailed childhood Cathrine Movold Making Waves Blogpost

“Internet enabled intimacy”

Jason Tanz

Trustworthyness Onora O’neill ted.com Ted Talk

Wired

Norway biggest forum kvinneguiden.no Published at klikk.no Website / Forum

Preventing suicides Samaritan Radar Samaraitanradar.org Charity / Application

COMPANIES A Girl Called Facebook Arabic Spring dailymail.co.uk Article

Cellphones at birth NRK and midwifes NRK.no Article

Quote

BeMyEyes Be my eyes organization bemyeyes.com Organization

RELATIONS

Kors på halsen The Red Cross korspahalsen.no Charity / Organisation

Longer relationship, bigger trust Mimi Onuoha mimionuoha.com

Expectation from others Wollebæk Forskning.no Interview

Cellphones providing light Women giving birth in light World Wild Life fond Article

STORIES

NSA betrayed the world Mikko Hypponen ted.com Ted Talk

Clearify what to expect from others

Clay Shirkey Here comes everybody Quote from chapter

MECHANISMS

Social capital: Network and Trust More Active, More Trust SSB Research

A digital handshake away Micha Kaufman Forbes.com Article

BEHAVIOR

Trust in Shareeconomy Julia Greenberg Wired Article

Expectation from others Wollebæk Forskning.no Interview

Improving the efficiancy

Putnam via helsedirektoratet.no Quote

Trust: Issue of the decade

Tom Peters Unknown Source Quote

Expectation from others Wollebæk Forskning.no Interview

Stopping suicide app Samaritan Radar The Guardian Article

People tell how they feel Margareth Morris ted.com Ted Talk

CASES Privacy or convenience Niels Ole Zinnerman pewInternet.org Quote

Lavabit shuts down Founder of Lavabit The Guardian University Research

Loss of 35 billion dollars Based on NSA reveal www2.itif.org Rapport

Three levels of trust Doctorate / Article

Expectation drives emotion Rosalind Picard affect.media.mit University Research

People tell how they feel Margareth Morris ted.com Ted Talk

Hans-Werner Bierhoff and Bernd Vornefeld

The Social Psychology of Trust Reveals military secrets Whisper Application theguardian.com Article

Cultural breakthrough Jason Tanz Wired.com Article

PSYCHOLOGY Different Kind of Risks Jessica Slijpen slideshare.com Slideshow

Women trust more than men

Rich in Social Capital Forskning.no Research

Different stages of life Rich in Social Capital Forskning.no Reseach

Trust in people in general More active, more trust SSB Research

TH E I M PO RTAN CE O F TR U ST We make up small trust-agreements everyday. We trust the store clerk not to skim our credit card. We trust the bus driver to take us to the correct place at a fair price. Trust is essential to our society and to our economic structure. These are the mechanisms that should be transfered to digital services. To understand the backdrop of this, we need to look at the numbers beyond the one-to-one transactions. After the revelations in 2011, where it was shown that NSAs PRISM program collects, process and surveillance data from American companies, the companies started to move their server parks to other countries with stricter privacy legislations. Businesses, such as the American e-mail service Lavabit, shut down right after Snowden revealed the program, and the founder stated that «…he would not be complicit in ‘crimes against the American people»13. As a direct result of the revelations regarding the PRISM program, the U.S cloud computing industry alone is estimated to lose up to 35 billion dollars over the course of three years14. Trust, or the lack of trust in this case is solely responsible for this big black hole in the American economy.

on how the survey Internet Security and Trust 17, commissioned by The Centre for International Governance Innovation (CIGI) is presented through the media. Among the over 23.000 participants, 60% have heard of Edward Snowden, and 39% of those did take steps to protect their online privacy and security as a result of the revelations. Schneier points out that the media often writes “merely 39 percent” or similar, undermining the numbers. He puts up a mathematical example to prove his point: There are 250 million people living in Indonesia. 17% of the Indonesian people use the Internet, that is about 43 million people. If about 39% of them have taken steps to protect their privacy online, that equals 17 million people. Schneier makes in his words a conservative assumption saying that if 20% of the rest of the world use the Internet and 40% of the users have taken measures regarding their privacy, that would equal 400 million people. He further writes that probably not everyone have acted on it, but the fact that 400 million people says that they are willing to change their behaviour is extraordinary.

The absence of trust might have some benefits. Accodring to David DeSteno, a PhD in social psychology at Northeastern University, trust is crucial to our social interactions and that distrust can be equally important15. He claims that no matter how polite we are, how nice the community is, or how well designed a website is; ulterior motives and sketchy behaviors are everywhere, and we should be able to detect them.

“Name another news story that has caused over ten percent of the world’s population to change their behavior in the past year?” (From Bruce Schneiers blogpost, 2012) Cory Doctorow writes an entry on boingboing.net where he states that we are on the peak of indifference to surveillance18 . The Danish director of Netlab, Niels Ole Finnemann states that citizens will be divided between those who prefer convenience and those who prefer privacy16 in the future. Whether you agree with Schneier, Doctorow or Finneman; the fact that 10% of the world’s population is willing to change their behavior because they do not trust what a system says quite a bit on how important it is to handle trust as a key asset in Internet enabled services.

The NSA surveillance revelations have not only affected the ICT industry. It highly affects personal online behavior as well, according to a blogpost13 by Bruce Schneier, an American writer and chief technology officer at Resilient Systems, and fellow at Harvard’s Berkman Center. He looks with skepticism

[C]

To me it looks like some trust-structures are fi rst put to the test once they are violated. When disruptions occur, that is the time when the provider of a service needs to step in and show of their RELIABILITY. The user should understand how the transaction works and feel SECURE while using the service. Before an error occurs, it could be beneficial to inform users on how the system handles confl icts, mistakes or glitches. The provider can prove this by being TRANSPARENT.

AN I LLUSTR ATI O N O F TR UST I N TH E N O RWEGIAN SOCI ET Y Compared to the rest of the world, Scandinavia, and perhaps specially Norway, has a high standing when it comes to trusting both the government and businesses. The columns below represent all the participants of the survey. It was conducted by Datatilsynet 20and it was done over the phone. The survey has norwegian responders only. The graphs are shown by the amount of answers saying â&#x20AC;&#x153;Yes I trust thisâ&#x20AC;?. From left to right: 1. Social media, 15% 2. Private Companies, 51% 3. Public Services, 76% 4. Police and Healthcare Systems, 85%

Actually, 15% of Norwegians saying that they trust social media is very high, compared to other countries. Having 85% of the respondents saying that they trust the Norwegian police is amongst the highest declaration of trust in the world.

“ E VERY TH I N G IS J U ST A D I GITAL HAN DS HAKE AWAY ” The quote in the heading is from a Forbes article21 by Micha Kaufman, writer for Wired, Forbes and Inc, and founder of Fiverr. He claims that the meaning of

have one unhappy customer, you have ten unhappy customers. If a customer is unhappy with the service, he or she will tell all of his or her friends. This still goes for today, but with social media in the picture you no longer have ten unhappy customers, you have thousands. This reputational currency is of great importance for todays markets. See for instance what Yelp or TripAdvisor and have done to revolutionize retail reputations and travel tips for restaurants, hotels and attractions around the world. It is not that reputation is something new. The thing that is new is that the reputation is accessible to everyone everywhere. This persisting presence and reputation does affect economical revenue. Imagine a seller on eBay, if he or she has a high rating from previous customers, you are probably more likely see the seller as trustworthy. You might feel more secure in placing an order from that seller. The same goes for what Barbara Gray calls intangible assets 23 , which perhaps are the most prominent trade objects of these new Internet enabled transactions. Examples of these intangible assets are for instance Uber, Airbnb and Lyft.

common words is changing because of the Internet. Local does no longer only mean your neighborhood. It means on your computer (locally stored) or perhaps your country (server not outsorced). He writes that we are no longer limited to physical boundaries. One could even say that interconnected societies have become the new norm. Further Kaufman states that: “We begin to understand that the Internet Revolution is in fact the Industrial Revolution of our time.” Kaufman claims that this causes social disruption, it generates breakthroughs in science, and is reforming the way we work. Just like the industrial revolution did back at the middle of the eighteen-century. According to Clay Shirkey we need we need to be able to clarify what the service expects from the customer, and what a user can expect from the service. Shirkey defi nes this as a bargin 22 , in his book “Here comes everybody” (2008). The service provider needs to be clear so that users never questions the fundamental functionality of the service. If the user doubts one of these functions, the reliability, impression and capability of the service collapses. In other words, if the user expects something and gets something that does not match the mental model, the customer perceived quality is dissatisfactory, which could negatively influence the perception of the service as a whole.

As I see it, we need to see the importance of communication, use of language, and appropriate APPEARANCE in order to match the EXPECTATIONS of the user. If the service does not live up to this, it may cause a lot of distress for the user, and in our interconnected society this is a major risk factor for a service. It is more important now than ever to know how to handle the users, and to be able to please and exceed the users expectations. A good REPUTATION is possible to transform into economic revenue.

In retail there is a saying that if you have one happy customer, you have one happy customer, but if you

CO M PAR I N G STU D I ES In the fi rst study, by Trustedadvisor, there are a lot of nicely portrayed thoughts. Focus on the other part, creating mutual relationships, long-term perspective and transparency. According to their website, Trustedadvisor does this in order to create higher sales, and leans more towards management consulting than digital design. I do not see the long term realtionships as necessarily beneficial to every service. Often, the service is only one of several others in the users life. Having a long term relationship with a bus ticket vending machine might not be goal for the service. The forth principle they suggest is transparency, which keeps reoccurring in different fields so I’ve decided to bring that one forward.

There are a few publications on designing for trust. Some are short, some are goofy, some are based on experience, and some are based on opinions. These are a few examples. Listed are the main fi ndings from the others, and my relfections around them.

F R O M T R U S TA DV I S O R .C O M 24

1. A focus on the other for the other’s sake. not just as a means to one’s own ends. 2. A collaborative approach to relationships. 3. A medium to long-term relationship perspective, not a short-term transactional focus. 4. A habit of being transparent in all one’s dealings.

Webtrust.org have a lot of principles, and they are all quite elaborated in the paper. According to themselves Webtrust provides “...guidance to a practitioner providing attestation services, advisory services, or both that address IT-enabled systems including electronic commerce (e-commerce) systems and privacy programs.” so in theory, this would be right up my alley. The bottom four principles, policies, communication, procedures and monitoring are, according to Webtrust, the broader scope of the former five principles. To me, separating security, confidentiality and privacy seems a bit redundant. On the other hand, security is very important in many digital services, especially those dealing with trade, cash flows or personal data.

F R O M W E B T R U S T.O R G 2 5

a. Security b. Availability c. Processing integrity d. Confidentiality e. Privacy f. Policies g. Communication h. Procedures i. Monitoring

The last study is from a Slideshare presentation done by the Australian company HuTrust. According to them, they work with brand-, employee-, leadershipand service trust. Some of the presented principles are sort of fuzzy. For instance, I understand that vision and benef it are both important, but I’m just not sure how connected they are in creating trust. Still, I take some of these with me in the process of developing my own set of principles.

F R O M M E X T C O N C U LT I N G.O R G 2 6

1. Stability 2. Development 3. Relationship 4. Benefit 5. Vision 6. Competence

[D]

KEY FI N D I N GS O F TH E R ES E ARCH The key findings is a synthesis of the theoretichal research presented in this chapter.

If you can prove to your user that you are skilled, knowledgeable and secure, it will influence the users willingness to trust you.

Yo u should avoid misleading the users into something that they are not aware of, or something that they do not feel in control of. Being clear and open, providing control to the users, and by behaving in line with the service and brand seems to possibly take you a long way when it comes to generate trust.

From the research, it seems to be important to understand where the users are coming from. This is key in order to design an appropriate ser vice. Their culture could vary depending on age, nationality or even educational background. That being said, it might not always be an issue. Being too narrow in the design could limit it and cause unwanted use or disapproval.

Meeting the expectations of the user is a good way to avoid unpleasant surprises and disappointments. If you can prime the user, and create the expectations you want them to have before and during the interaction with the service, you can influence them to a higher degree or manage their experience.

It might be that there should be a continous evaluation process during the design of a service. By blindly following principles, culture or g uidel ines, without the possibility of change or adaption, you put yourself at risk of becoming outdated, insuff icient or narrow.

Only one principle can probably not harness trust by itself. There should be a combination of multiple. That in turn depends on the service. Competence might be more important when choosing a bank, and a sense of control is important while buying something online. It is t he combi nat ion a nd appropriateness of the factors, as well as context that in the end will drive the users towards trusting the service.

Based upon the background material presented in the previous chapter I decided to combine the findings and make a model, containing the key findings. After working with these for a while I understood that they were not all equal. It all started out once I realized that some of them tended to be all surrounding. It was for instance very difficult to decide whether or not something was important to the user or important for the user in order to trust the service. Sometimes it even went as far as being a question of whether or not using the service is appropriate and in line with a persons social status. I felt the need to explore if some of the findings were more important in the timing of service. If some were important prior to use, or after completion. Other questions such as how the use might affect the way he or she interacts with others and how well she or he will do using it. The model has been in continuous development. I found that not all of the findings were present in every service, and some were not present all the time, also I discovered that that they might shift or change during the course of a user journey.

[E]

BET WEEN THE THREE OF US

PROCESS 28 PROJECT DEVELOPMENT 29 SCOPE 30 EVOLUTION OF THE MODEL 31 THE TRUST MODEL 32 THE FIVE PRINCIPLES SUMMARIZED 33 LEVELS OF APPLICATION 34 COMPETENCE 40 TRANSPARANCY 46 CONTROL 52 EXPECTATION 58 APPEARANCE 66 SUMMARY AND REFLECTIONS

S TA R T

RESEARCH

SCOPE

PROCESS

E VA LU AT I O N

I T E R AT I O N

TESTING

ADAPTION

COMPLETION

FINISH

PRO J ECT DE VELO PM ENT When I look back, the development of this project has been an exploration of theory and iterations. Iâ&#x20AC;&#x2122;ve been back and forth between evaluation and adoption through the entire process.

28 28

SCO PE example does not necessarily count for only one of the principles. In the analysis, Iâ&#x20AC;&#x2122;ve performed teardowns and short evaluations of elements from various services. The examples are color coded. The positive comments are highlighted in red and the negative in gray .

The project focuses on the relationship between the digital service and the possible user. By digital service, I mean a service that trades different kinds of goods both digital, physical and immaterial to a customer via the Internet. By possible user I mean the private person who enters the digital interface of a service. This relationship between a service provider and a user is the basis for further development, in which it is possible to facilitate trust based services, also called the sharing economy. The relationship between strangers online through Internet enabled services, which trades in immaterial assets is a rapidly developing industry, which makes billions every year. Trust plays a crucial role in this economy. The main goal for me during this project has been to make something that would be useful for professionals working with digital services. For designers and developers, but also for project owners, project leaders, and entrepreneurs.

I started out with a much wider area that I wanted to cover, and I really did try to cover it all, but eventually I understood what my supervisors had been telling me all along. So I moved away from looking at everything from micro interactions to the full aspect of holistic thinking around how and why we use and trust the Internet. I feel like I have been able to narrow it down, and make it more comprehensible. Iâ&#x20AC;&#x2122;ve been able to use both interaction and service design methods during this process.

The result of my process has become five principles of trust. Iâ&#x20AC;&#x2122;ve analyzed, tested and iterated them throughout the process. This chapter contains a brief description of the evolution of the principles and an illustrated model. There is also a thorough review of the five principles, and a summary of further development and usability. Please note that the analysis in this chapter is solely based on the aspect of trust within the three different levels described on the next page. It is not an evaluation of the graphic design or the service itself. Also, many of the examples are overlapping, meaning that the

Even though there has been a lot back and fourth, I feel proud of being able to let things go by admitting my errors and start over.

E VO LUTI O N O F TH E PR I N CI PLES

The start outpoint was to research trust in general, from the trust in self to market and society. This proved very difficult, and perhaps not as relevant for design.

JA N UA RY

Self Relationships Market Societal

TRANSPARENCY

SELF

RELATIONSHIPS

SOCIETAL

F E B R UA RY

TRANSPARENCY

CONVENIENCE

SECURITY

NEED

EXPECTATIONS

REPUTATION

I decided to remove Market, and to focus on micro interactions, relations between buyer and seller and how society looks at emerging trade systems. Eventually it all boiled down to need.

I decided to try to transfer the principles of trust over to a honeycomb model. I placed need in the middle as I felt that was the most prominent.

EXPECTATIONS

SECURITY

CONVENIENCE

REPUTATION

NEED

I realized that emotions and behavior were important, and decided to explore that.

MARCH

I wanted the model to be read in a specific way, and the middle comb should be affecting all the others.

CULTURE

BEFORE USE

CULTURE We are moving from a business to user way of thinking when it comes to economy. What is happening is that the new internet marketplaces allows us to connect and exhange what we offer and what we need or desire, between peers, from user to user sort of thing, where we understand the risks and expect a gain.

SECURITY Reliable provide who is responsible for your transaction

NEED

CONVENIENCE Is the benefits of using the service so satisfying that it is better to use it that not to use it?

TRANSPARENCY

CONVENIENCE The possible advantage of using the service, trumps the possible disadvantage

REPUTATION

After a while I figured that need was not as important. My trust model is supposed to be applied later in the process, after the need of the user is determined.

As a contextual currency that can be traded for higher revenue for the user

CULTURE

Integrity of the provider, privacy, full disclosure of motive, and usage of data

The grounds for use. A common understanding of risks, gains and expectations

SECURITY To be able to use these markets, the user need to feel a sense of security towards the ones who is facilitation the transaction. They need to trust the capability of the provider to get things done the way they said they would do. TRANSPARANCY Being on the same page, feeling a mutual bond of respect between eachother, and being able to comprehend the motive of the provider of a service, as well as the rules of privacy in terms of agreement. The user also need to fully understand why and how their collected data will be put in to use, and whow this will benefit them, or if it will benefit the provider only.

CONFIDENCIALITY

Handeling, protection and handeling of data as agreed

TRANSPARENCY

REPUTATION

COMPETENCY The user need to belive and trust that the provider is able to preform what is promised. What makes the service the best and why should the user choose this over another.

EXPECTATIONS Disclose and reveal expectations both of the user and the provider

COMPETENCY

DECIDES TO USE

ONCE IN USE

CULTURE

EXPECTATION There need to be a communication on what the provider offers, and that is expected of the user. Clarifying the roles. REPUTATION Reputations means either good or bad, which will urge you to do thing in order to enhance your self compared to others. It can be ratings, comments or feedback from previous costumers. A good reputation equals a higher value

ASSESMENT

EXPECTATION

I added culture and tried organize the principles according to occurance.

SECURITY

Competence Appearance

COMPETENCY

Transparency

Culture Expectation

Control

I moved culture to the center. C o m p e t e n c y were added. Competency includes quality and safety, which are significant factor for people to be able to trust anything. Assessment is added for the users continuous evaluation whether or not to trust the service.

TRANSPARENCY APPEARANCE

CULTURE

EVALUATION EXPECTATIONS

APRIL

Reputation is changed to appearance. Control is added

CONTROL

Assessment needs to be applied to the remaining five principles, but it is done by the user, and is not determined by the designer. Therefore it is not a principle, it is a practice.

for the users sense of influence.

COMPETENCE TRANSPARENCY CONTROL EXPECTATION APPEARANCE

The larger circle in the model to the left represent the area where the five principles of trust could be applied. The different principles might be evaluated differently, and they have various degree of importance within different fields.

SURFACE

CONTENT

STRATEGY

Iâ&#x20AC;&#x2122;ve added levels of application, as I realized that trust is impacting the service across many levels.

Combining it into one model, and where in the process the trust principles are applicable.

COMPETENCE TRANSPARENCY CONTROL EXPECTATION APPEARANCE

THE GENERIC DESIGN PROCESS PRINCIPLES OF TRUST AND WHERE IN THE PROCESS THEY CAN BE APPLIED

S TA R T

RESEARCH

CONCEPT

P R OTOT Y P E

COMPETENCE T R A N S PA R E N CY CONTROL E X P E C TAT I O N S APPEARANCE

PRODUCTION

FINISH

THE FIVE PRINCIPLES OF TRUST

Below there is a brief summary of the essense of the five principles. All of the principles are described thoroughly in the following chapter.

COMPETENCE

Giving the users proof of your capability. Ensure them that you are able to perform what you have promised.

T R A N S PA R E N CY

Giving the user an appropriate amount of clarity and openness. Be clear on the things you ask, and why you are asking for it.

CONTROL

Giving the user reasonable tools to manage their actions. Allow them to get a sense of control in the situation.

E X P E C TAT I O N

Giving the user an expectation of how the service works and what the user will gain by using the service.

APPEARANCE

Giving the user a desired impression of the service by avoiding errors and consider how the service is perceived in public.

T H E L E V E L S O F A P P L I C AT I O N

To be able to create trust between the service and the user, trust should be applied throughout the production chain and across levels. In order to exploit the full potential of my project, I figured after doing some redesigns that I needed to separate the levels of where the principles have an impact. For instance does the business model affect the content, and content can in turn impact the the visual outcome. I have listed icons and descriptions below.

S T R AT E G I C L E V E L

Meaning the executive level, the business model. The decisions of how a service should work, who it is for, and why it is made.

CONTENT LEVEL

Meaning the editorial level. What it shows of, what is displays and what it doesnâ&#x20AC;&#x2122;t. Flow, navigation and information architecture plays a big part.

S U R FAC E L E V E L

Meaning the experience touch point for the end user. UI design, fonts, colors, use of images and graphics.

CO M PETEN CE When it comes do digital services, there should be some proof that the service is capable to perform what they set out to do. If the service is offering something, they need to have the proper personnel and goods to be able to cope with the demand. If the service is facilitating a transaction it should be able to secure the transaction properly, so the user will get what they have paid for, and the provider should get the money promised. Security is an important factor when it comes to competence. Competence is reliant on context, and varies according to application level. It should be displayed in the UI, but competence is also built though experiences, strategy and brand reputation. The users have different needs of competency in different situations. For instance will probably Coca Cola and Pepsi both have the competency to make decent sodas, so we might evaluate professionalism based on the brand. But if you are going to have some electrical work done, the evaluation process of getting a competent electrician is very important. To give another example; You could choose a convenient store based on location, but your surgeon or eye doctor would probably be decided based on competence or perhaps reputation. To be able to know whether or not a surgeon is good, you probably do some assessment. Experience, previous work, expertise, education, capability and maybe age. There is a continuous evaluation of what matters, and if it is important.

FINN.NO - FINN SMÅJOBBER

Finn småjobber is a service where you post small tasks, and people apply to your add. Very concrete competence in this might not be the most important thing. I need to know that the worker is reliant, that he or she is able to perform what I ask, and in a good and satisfactory way. How long the performer have been active, how many jobs he has done creates a great impression and value.

Rating 0 - 5. This worker has gotten all 5 stars probably, but it could be hard to see, since there is do differentiation between “full” stars, and empty ones. The platform here makes me uncertain on whether or not Cihan actually is good or not. If I were to evaluate this, I guess I would say “well, yes, he probably is really good, since he have done 104 jobs!”

About me Perform simple tasks at the set time and price. Quick and efficient. Call me, I’m ready!

This is a good example of a service that facilitates the connection between someone who needs something, and someone who is able to help out. In addition to these content and surface examples, Finn.no is a highly established brand in the Norwegian society, so the competence is also present is the sense of the brand.

Months active

Tasks

at Småjobber

done!

posted

E BAY

1. The gray fields states that â&#x20AC;&#x153;the image is not available in my locationâ&#x20AC;?. It is these kinds of errors that triggers a sense of uncertainty amongst the possible buyers. A service that relies on display and selling of goods online should not be able to afford error like these.

Ebay is an online market and auction platform founded as early as 1995. Ebay is an established brand, yet this example comes to show that even the big actors make mistakes, which challenges the user, gives a bad impression of competence and decreases the brands trustworthiness.

2. Also the placement of two TVs, who ranges from 1.200 NOK to 28.000 NOK placed next to each other is also an indication of not understanding the users need.

Ebay as a brand is very strong in itself. It was one of the pioneers within Internet retail, and have laid the foundation of online trading.

3 4

P O L A R N O. PY R E T

Polarn O. Pyret is one of Scandinavia’s leading retail companies, specializing in children’s clothing. The example is from their tips & tricks page. I have used this example to show one possible way of CSR (Corporate social responsibility), and how that affects their appearance, and proves their competence in order to look beyond their own products.

3. “Green is good” - This shows concern both for the children and for sustainability.

4. By stating that “children’s clothing is not the same thing as miniature adult clothing”, Polarn O. Pyret once again shows that they make suitable clothing for children appealing to the responsible decision maker; the adult.

1. By adding content that involve activities suitable for durable, high quality clothing, Polarn O. Pyret states that they understand children’s needs .

This example is actually a good example of that there usually is a combination of the five principles. There has clearly been a decition on the strategic level on how the service should appear and communicate.

2. “Swimming techniques and water safety” - This shows Polarn O. Pyrets serious concern for the good of the children.

GJENSIDIGE INSURANCE

Live updates on the stock value of the company. This is very glitchy, and they seem to appear all over the site. This influences the impression of both the appearance, and the competency.

Gjensidige is one of Norway most established insurance agencies. This example is a part of the analysis as it represents an industry that sometimes struggles with the issue of trust.

With so much at stake, I fi nd it weird that Gjensidige can afford errors like this. Glitches and errors affect the users willingness to trust a company. The playful design might also not appeal to a large part of the potential user segment.

Competence here lies a lot in the history and reputation of the company. The trust might be placed towards the brand , rather than service.

2. By having a sign in that are verified by a third party, secure actor, DNB proves their competence and gives a sense of high security.

DNB

DNB is one of the largest banks in Norway. This screen dump is from their sign in process.

Both brand and conduct is done in a nice way. This is, for now, an example of best practice in the banking industry. Especially now that Java is no longer a part of the login.

1. DNB as a brand has a high standing, and generally does not struggle to obtain trust amongst the users.

TR ANS PAR EN CY As Rachel Troye, pro rector at The Oslo School of Architecture and Design told the diploma students of spring 2015 at the second midterm review; â&#x20AC;&#x153;Nothing is obviousâ&#x20AC;?. This applies to strategy, communication and UI of digital service design as well. Transparency can be similar to being honest or straightforward. You could say that transparency is to be open about the fi ne prints of the user agreement. In order to be transparent, the service could be clear on the things they ask, and why they ask for it. Being honest towards the users, and be clear on how the service operates and how the service handles the users. If they collect user data, and how they use that are examples of how to be transparent. Also being open about people, customers, pricing and motives could also be beneficial, depending on business model and if it is appropriate to be open about it. This varies from different services, and different sectors. If the service does something that is seen as important to their customers, it could increase the servicesâ&#x20AC;&#x2122; reputation. The design and communication should not make users ask fundamental question. It should be clear what the service offers, where functions can be found and how things are done. If a user needs to go looking for where to purchase tickets, decide on a date, or if there is additional costs, it might be perceived as trickery, which could lead decreasing sense of trust.

S TO R E N V Y

Storenvy is an online retailer which sells crafts and goods made by skilled people. It is often unique objects, or a limited production. Personally, I bought a tote bag from here, and the phase of purchase was very easy to follow, and very transparent. I loved it!

3. This button states that you can save your card, and continue in the process of the transaction. Nicely done.

4. The tiny amount of fi ne print says that the transaction will be performed by a 128 -bit encryption and that Storenvy will not store any of the information.

1. Having an oversight of where in the process the user is, gives a certainty and sense of security of how it works, and when the transaction will be completed.

This process was very clear the entire way. They show the user what to do, and how they can do it. Storenvy is very transparent, and has a language that is easy to understand, and seems friendly.

2. By displaying the possible payment options , the user already knows if his or her desired payment method is available.

PAY PA L

PayPal is a fast, safe way to send money, make a payment or receive money online. PayPal often has the role of third party actor, and is often used by online retailers.

Pay pa l has a st rong st and ing e-commerce market. As third party actor, PayPal works as a neutral part, which is responsible for the transaction. PayPal has high liability as a brand.

I received this E-mail a while back. It translates into “Didn’t you receive your order? You can have your money back.” The problem was that I couldn’t remember I had ordered something! Then it hit me; I never did. This is a commercial. They probably wanted to increase my trust towards them, by saying that “hey, we’ll give you money if something goes wrong!”. This made me feel uncertain and doubtful. This example shows a misuse of transparency on a strategic level.

The communication is important in every service, and also throughout the five trust principles. This kind of miscommunication is damaging when it comes to obtaining trust from the user.

I T U N E S L I C E N S E AG R E E M E N T

1. Even though it is good to know the amount, there should be a better way to communicate this, instead of forcing the users to agree to such an amount.

DNB is one of the largest banks in Norway. This screen dump is from their sign in process. This type of license agreements is unfortunately not uncommon. This is in fact what you agree to when using a service. According to Fredrik Scheide at Telenor Digital, license agreements are like this only because of legal issues. Everything must be present and disclaimed.

2. Large captions are hard to read in such vast amounts. One can perceive this as an object instead of a body text. Some say companies do this in order for them to â&#x20AC;&#x153;scareâ&#x20AC;? the users not to read through the whole thing.

It is good to know how much you have left, and this is a conventional indication. Although it is a horrible amount left to read.

Being presented with a text like this, it is easy to perceive it as a form, not a text. This kind of display shows a low willingness to be transparent.

BEMYEYES AC C E S S R E Q U E S T

Translation of the screendump above. â&#x20AC;&#x153;Please activate the following to join the BeMyEyes network. Notifications: When a blind person needs your help, we will notify you about the call. Microphone: To be able to talk to and guide the blind. Camera: We will not send your video to the person you are helping, but it is necessary to be able to establish contact.â&#x20AC;?

It might be to some benefit to disclose the need of access before the user have downloaded the application and registered. This is a good example of letting the user understand what they agree to, and how the service operates. Some could perceive that an app is asking permission to your camera, to your microphone and will send you notifications as intrusive. The disclaimers below are clarifying the need for it, and make it easier to understand.

This is very clear, and it is descriptive of why the service needs access to notifications, microphone and camera.

TWITTER REQUEST ARCHIVE

Twitter has a function within the settings where you can request your archive; and see all information twitter has on you. This example is here, as it illustrates an unexpected openness that we might not expect from a service like twitter. There have been news stories about the legal aspect of privacy in social media, so to be able to request “my archive” gives a sense of transparency and openness.

Ok, so they have info on me, and I can have it. But I can’t really do anything with it? 2. Informing me that they have received my request and even letting me know that it probably will take some time is good. Well, it’s better to know, than not to know I guess.

1. Even just putting the option there gives a sense of security and impression that twitter wants me to know that I can see what they have on me.

Even though it might not be very useful to everyone, it could possibly give a sense of calmness and control.

CO NTRO L By allowing the users to make choices, manage their own actions and settings, it is likely that you give the user a sense of control. If a service tricks, forces or limits the actions of the user, the sense of control vanishes. Yet again, this is a matter of appropriateness and should be evaluated in the process. The amount of control given to the user may vary from service to service. Whereas transparency gives the user the understanding of why an action or setting is required, control gives the user an option to perform an action, change a setting, and decide whether or not to do this or that. Control also vary according to business model. If the service is an online bank, then the user probably should have a lot of control over what to do. If the service is free-to-use, such as a social media, then the service might benefit from giving the users less control for instance when it comes to editing commercial content. There is a saying in some online communities such as Reddit and Imgur, that goes; â&#x20AC;&#x153;If it is free, you are the product.â&#x20AC;? In my email correspondence with Michael Boeke, a Chicago based designer and startup enthusiast, he claims that by giving the users control over what they share and the power to undo, then you are on right track in order to gain their trust.

Allowing users to be able to turn of calls, notification and alarms indefinitely is a bit more critical. My guess is that many users will not know, or perhaps not remember that they have turned on this setting. This makes it possible for unwanted use, and frustrations.

ANDROID SETTINGS

Android home screen, October 2014. It is a quick setting for not letting anything interrupt a session on the phone. This is an example of how to design for mistrust.

Often the issue is to design to avoid misuse, how to avoid designing for mistrust. This is a good example of this. I have heard stories about people turning of Wi-Fi, putting their phone on airplane mode, and wondering why they spend so much data traffic, or why they canâ&#x20AC;&#x2122;t call with their phones.

Allowing users to limit or even exclude the possibility of disturbances are in it self a nice example of allowing users control over their settings.

A M A ZO N

This screen is from Amazon, when deciding to add the book you are looking at to your cart. This example is not about the visual design, but it is about how the elements affects the amount of trust builds up in the process of using the service. 1. Allowing the user to select the quantity that they want to purchase. This is also an old, yet clever sales trick, not asking if you want it, but how many.

2. Almost, yet not pre-selected option of a free shipping deal, within two days, IF you have Amazon Prime. The blue print of the text shows that you can navigate further to get more information.

3. Very clear where to push, and also a big indication of where Amazon wants the users to push.

4. By doing this, Amazon gives the user an option to get the ordered goods at an earlier time, for some extra cost of course.

5. Another option for the user is to allow them to buy a used one at a lower price. Sort of a hidden option, but still available.

Amazon is well established, and they have a very long experience in how to do transactions. This example is very clear, and it gives a good sense of control. It allows the user to manage their process.

FAC E B O O K

This is a screen dump from the newsfeed on Facebook. From Norwegian, the dropdown menu translates into • I do not want to see this • Stop following DesignDaily • Report post • Save video • Turn on notifications

By giving the users an option to edit their newsfeed, Facebook provides a strong sense of control to the users. They are able to narrate for themselves, and Facebook trusts them to do so. In addition, by being able to hide, or stop following someone (or a brand/page) instead of defriending them, Facebook shows that they take the emotional ascent of using a service into account.

Hidden controls, or actions have been around for quite some time. For instance the notorious burger-icon in many places replaced tabs.

Layers of information can be useful in many settings. As long as the users know that the functionality is there. In this case, where there is a lot of actions and choices, it could be beneficial to let the users know a little bit more.

To my experience, some users are not aware of this function. They are afraid to defriend someone on Facebook, since they think that will hurt their feelings. Yet the unwanted posts keep annoying them. By not being clear enough of the control options, facebook sometimes causes unnecessary pain.

A M A ZO N I N S TA N T V I D E O

There might be too many ways, and it might seem a bit too much. The amount of choices could be perceived as overwhelming.

Amazon covers many markets and this example is from where you can choose to stream or download a movie. In this example, Amazon displays a numerous of options to the user, as a way to allow the user to choose his or her preferred option.

Giving control is a good thing, and according to my findings, it builds trust between the user and a service. In this case, one could argue that â&#x20AC;&#x153;Start your 30-day free trial and watch nowâ&#x20AC;? is the option Amazon want you to pick. Still the user is presented with a variety of options, and instead of picking the one Amazon want the user to pick the user might be overwhelmed and exit the transaction.

There are several ways to get the product Amazon is offering; with trials, purchases or gift cards. In this case, the choice is entirely up to the user.

E BAY

This example from Ebay is to show another peculiar function on Ebay. That is the “commit to buy”function. It is not always an option, but as I was browsing I came across it.

The good thing is that they have put a disclaimer below the button. That puts a certain amount of responsibility on the user. I wanted to look for additional information about the product I wanted to buy, as shipping, or additional cost, but the “Commit to buy”-button made me cancel the whole thing. At least they had a disclaimer of what that button does. Then I started thinking; what would happen if I’d click it? Or if I didn’t understand English that well or if one of my nieces accidentally clicked it? I find it strange that something can be legally binding with just a click of a button, with no other elaborative process to it.

This button freaked me out when I fi rst saw it. Even though I wanted the speaker, I had no clue what to expect when I saw the button. Would I have to buy the speaker, no matter what? What if I just wanted more information? Or, if there was a kid, and he didn’t understand what he was clicking?

EXPECTATI O NS Users tends to have certain expectations on how things should look, how things should be done, or why something is the way they are. This is all based on conventions. If I ask you to think of a clown, you probably would think about a red nose, and colorful clothes, or something like that. We tend to expect the prototypical, and if something does not match our expectations, we might feel that something is a bit off. The same thing goes for an expected behavior. If we walk into a store, and all the shelves are empty, our expectations are not met. So the next time we are thinking about entering a store, we will probably not feel as confident as to enter that same store again, thinking about the time they couldnâ&#x20AC;&#x2122;t offer what we expected. You could almost call these expectations basic instincts. Conventions are not a bad thing, but one thing is for certain; disruptions occur. If those disruptions manage to do so in an appealing way, the disruption will be able to capture parts of the existing market. Just look at Airbnb and Uber, who both have managed to be valued at over 10 billion dollars in just 5 and 6 years27. In comparison, it took Starbucks 32 years to reach the 10 billion dollar mark. Timing and context is another issue when it comes to expectations. Appropriate information to solve one action at a time is sufficient. The service should not give too many options, and never show an option to something that is not accessible. Informing about the full structure of a transaction if the user might wonder how it all works, could be a good thing to do. To doing this, the service builds a mental model for the user on what to expect, and the service knows what to match. This is also important for the user to receive in order to not be disappointed.

A I R B N B - R E N T S P E C I F I CAT I O N S

Having all this explained beforehand could ease the mind of the users, since they now know what to expect.

When looking for places to stay at Airbnb, this is a description of what the users can expect when arriving at the apartment. This is a good example of setting expectations in the guest, and builds the appropriate expectation.

A negative aspect of this is that it does not say what is not included. It is easy to forget to look for if towels are included, or if the apartment comes with bed linens. In the traditional hotel industry, there is a standard. You might not know the specific difference between a 2 stars and a 5 star hotel, but you have a different expectation. Aibnb does not have this mental mechanism amongst the users yet, so to put into detail what the user will get in that exact apartment is a good way to set the appropriate expectation.

H OT E L S .C O M

Useful, concrete information, that makes the user able to assess the location and distance to popular sites.

Hotels.com collects and displays available hotel rooms across the globe. This makes it easy to find hotels based on location, and in a match to the users budget. This screen dump is from one of the hotels, and it shows an area assessment.

1. It does not say anything about the area other than location. What about safety or atmosphere? On the other hand, it is very difficult to assess those things.

2. It does not disclose if it is walking distance, by car, or if it is just measured on a map. Building the expectations within the user is important. That being said, it is eqaully important to build those expectations in a truthful way. I am not saying this is not truthful, this works on a geographic level, but it is still unknown how the area is, or how to access the sites in question.

2 3

AIRBNB

3. Using common names on featured hosts increases the sense of everybody is doing it. Also by showing an image of the host, the user gets a bigger sense of what to expect.

Airbnb as a service also covers the other principles of trust, but it is very descriptive in how to build expectation within the user. 1. Welcome home. As simple as that. It reflects both Airbnb as a company, and a new, emotional way of traveling.

Airbnb is one of the prime examples of a service within the trust-economy. By dealing with, as previously mentioned immaterial assets, Airbnb is heavily reliant on trust from both guests and hosts. As their front page shows, trust is build in proving their competence is showing the about of users, transparency in the button “how it works”, and all the use of pictures and understandable text to set expectations and give the user a pertinent impression of the service.

2. Suggested destinations with happy, content people that you familiarize yourself with, and it unconsciously tells you that “Hey, shouldn’t you have a vacation soon? It is really easy, and really nice, you know! Look how happy we are”

A I R B N B - C O S T E S T I M AT E

When you are looking at a place to stay, this cost estimate pops up, showing the most important information. By having all this information so accessible, the user have control and hopefully will not be surprised upon check out.

Unclear what the users will share, and why. Will you tweet the full cost and the dates that you will be away? Personally, when planning a trip with my girlfriend, or suggesting to my friends where to stay I just copy the URL.

1. Overview of planed days, and by showing them there, Airbnb also lets you know that the place is available. It is easy to change number of guests as well.

A nice thing that Airbnb does here is to respond to the user. If the user changes the setting, Airbnb responds by changing the cost estimate. Even though the rates are fi xed, Airbnb makes the prices dynamic. By doing this Airbnb avoids giving the user an unexpected surprise at the end of the checkout.

2. No unexpected fees. The total amount is disclosed, including the service fee.

Z A R A .C O M

Including the height of the model is a rather clever move. One of the issues with online shopping is imagining one self in the garment. The height of the model, and the size he or she is wearing gives some indication.

Zara is one of Europe most successful retail stores, offering fashionable clothing for men, women and children. This example is taken from a retail segment, as online clothing shopping is developing at a rapid speed. How the retailers make the possible customers imagine themselves in the clothing is a challenge.

The issue with this site is, at some areas the lack of transparency and the ability to meet the expectations. By not including the shipping cost equals an unexpected fee at the checkout. This is a strategic choice, and one could argue that shipping on ordered goods is a given. A very nice touch Zara has added is the height of the model in the picture, and what size he is wearing. This could make it easier for the customer to assess the size and possible fit.

The price does not include shipping or other additional fees. This probably goes back to the business model of Zara, and they might see it more appropriate to display the price of the garment, not the process, or total cost. This may cause an unpleasant surprise to some users at the checkout.

CRAIGSLIST

However, the image is only just that; an image. It does not say anything about fl aws or errors in the product, and can in some cases be deceiving.

Selling things online is not something new seen in the context of today. Internet enables people to communicate to a larger audience, and in ways that previously were impossible.

2. Giving an indication of where the bike is located is a nice touch which sets an expectation to the user on where the item is, and where the possible pickup area will be. Not giving the exact address is very important, as some could use this info for theft.

1. Providing an image of the product is crucial, as it visually displays the product to the possible buyer.

APPE AR AN CE Appearance might seem strange to put as one of the main principles of trust. The thing is that humans are hardwired to trust beautiful people. Whether or not you belive it, it is based on findings in a study done at Rice University of Texas28. The same research says that it could also be seen as an obsticle for some, as people tend to expect more from attractive people. PhD of psychology, Susan Krauss Whitbourne, have published a research paper29 on Psychology Today, titled “Why the look on your face may matter more than what you say”. This relational behavior is also transferable to both physical and digital products. If appearance should help us in order to obtain trust from our users, the most important thing is to avoid mistrust. No spelling mistakes, no broken links, no glitchy images and no sense of forced behavior. Secondly, the design should not make the user feel uncertain of anything. Once again, it all boils down to appropriateness. The principle of appearance counts for visual expression and behavioral appearance as well. It includes graphics and visuals, but it covers voice in the service and communication to the public, as for instance in social media. As mentioned in the research chapter, in retail there has been a saying for decades, that goes “If you have a happy customer, you have one happy customer. If you have one dissatisfied customer, you’ll have 10 dissatisfied customers”. Today, that has not changed; it has been multiplied. One tweet or one facebook post can go viral, and you can end up with reacing thousands of possible users, resulting in thousands with a negative impression of the service. With the growth of Internet enabled services such as Airbnb and Uber, appearance and reputation have become a currency. To amplify the importance of this, Airbnb have introduced a dual accountability system. It is where both the guest and the host have to write something about each other. This system has been put into place, since this online reputation have become so valuable. To maintain the reputation is very important, and does highly affect the possible revenue. In other words, if you have a good online reputation, then that could translate into hard cash.

1 2

U B E R - F R O N T PAG E

2. Backing up the statement by showing a prognosis, and that Uber has an goal for the future, tells us two things; Uber is here to stay, and Uber cares about social issues. Well played.

From Ubers Google Description: â&#x20AC;&#x153;Get a taxi, private car or rideshare from your mobile phone. Uber connects you with a driver in minutes. Use our app in cities around the worldâ&#x20AC;?. This example proves a greater sense of concern about the society the service is a part of. Also is targets hot political issues.

Gives a great impression of the business as a whole. This could give the idea that Uber takes responsibility for bigger issues. This in turn can affect the user; what kind of services do you use, and do they represent you? By using a service you agree to what they do, and by showing of this social responsibility. Mutual benefit.

1. Targeting something that is a big political issue, and turning that into something beneficial to both the service and for the user, is a brilliant move.

[F]

DUOLINGO

Duolingo is a free application where you can learn a variety of different languages. The courses are made by a joined contribution by native speaking and narrators.

This example is shows of how the service will be perceived. Some may think that this creates a sense of affection, rather than trust. Affection and trust might not be that different. Duolingo shows in this example that they care for the user, and will stop annoying them if they want them to.

This is a nice way of displaying understanding of the users feelings. Notifications are in many cases annoying, and Duolingo takes that seriously.

PREZI

I received this newsletter from Prezi a few weeks back. Newsletters are common, and they should be designed in a good way.

2. Text is overflowing, and is not fitted to my window. I checked my Internet connection, and it was fi ne on other sites, just the e-mail that didn’t work. It might be too “heavy” or something. Perhaps too large images, or videos or something.

1. The “Join the Elite”-statement seems more to me like a bad joke, when the newsletter is this bad.

This example screams what not to do. There might be some configuration issues or something, but as digital designers, Prezi should have taken that into account.

S O N Y - FAC E B O O K P R O M O

Posting a question like this invites to trolling regardless of if the users are satisfied with the Sony product they purchased or not. This transforms into humor, and is not beneficial to the brand reputation of Sony.

The UK branch of Sony posted this on Facebook, back in October 2014. Social media is a channel of communication which is important to most businesses to be able to communicate to their possible audience.

Campaigns like these are often victim of trolling. If there is a way to misuse the campaign people online will tend to challenge it. There has been many examples of this, and it often tends to create some media coverage. In cases like these, Iâ&#x20AC;&#x2122;ll dare to say that not all publicity is good publicity.

V I M E O.C O M - P O S T I N G A C O M M E N T

An online videoplatform, that allows user to post videos, liking others, and comment. This is a way to easy show off a desired appearance.

Simple, yet effective. Be cool and play nice. In stead of rules and demands, Vimeo just implicate that â&#x20AC;&#x153;this is the way we want itâ&#x20AC;?.

Sating something as this says something about how the service wants to be perceived.

VIRGIN CRUISES

This is Virgin Cruises 404 error site on desktop. It is here as an example of how to design for possible errors.

2. The site provides you with a set of actions, which you can take to navigate your way back. Just getting you back to the front page, or even allowing you to search for a new date and book a cruise.

1. I f ind the image used in the background to be a clever illustration. Not only is it perceived as relaxed and friendly, it also has a nice analogy to it. You are physically no longer on board, aka stranded. It also tells me that Virgin Cruises has a sense of humor and irony.

Misuse, errors or faults may occur. Or lets say they will occur. How the service responds to this is a image of how the service will handle more serious events. On the next page, there is an example of just this.

PERSO NAL EXPER I EN CE My girlfriend Ellen and I, decided to travel during some weeks in the winter 2014/15, after saving up for quite some time. We were going to travel through some parts of the Middle East, with a special interest in Oman. We wanted to experience the local culture, and after several successful stays through Airbnb, in both Europe and in America, we decided book with Airbnb for a few nights in Oman as well. Then we got the message that our reservation had been cancelled.

H OW IT ALL WO R KED O UT The whole thing got sorted out very nicely, and we had an great stay with Chris and Lorna in Muscat We were still a bit upset, and we wanted to write a bad review of the upleasent experience of being stuck in a forign country with no place to stay. Once we logged into Airbnb to rate Tricia, and how she just cancelled on us, we found that Airbnb had allready done if for us. On Tricias profile there was a review that states the time of the cancellation, and that this was an automated posting. Fair enough. I guess it works for both of us. The whole experience was a bit unsetteling, but to see how Airbnb handled this was very impressive. Knowing that they actually still care about you, even after you had paid was very comforting. I have no avertion of booking with Airbnb again!

D E C E M B E R 2 9 T H 2 0 1 4 . We started

S O O N A F T E R . We got this e-mail

H E L P F U L S O L U T I O N . Airbnb wrote

our trip, and when we were in Dubai, three days before check in in the Airbnb apartment in Muscat, we got this message. Tricia had cancelled the booking. Expectations: Shattered Control: None

from the Airbnb-staff, saying our booking have been cancelled, but that they are here to help. Which was nice, but we didnâ&#x20AC;&#x2122;t understand how they could help us.

that we would get an additional 492 NOK to the 2466,- we already had paid, to find another place to stay! We could even use the money for a hotel outside of the Airbnbsystem! Appearance: Very high, very nice! Sense of control: High

CH O I CES AN D D ISCOVER I ES I N TH E PRO CES S influenced the principles in the beginning of the process. I soon figured that they were essensial in order to create a suitable service, but that they were not necessarily appropriate as mechanisms to generate trust. It is safe to say that the principles have been victim of a continuous iteration process.

The development of the principles has been very challenging at times. I’ve been back and fourth between my findings throughout the process. In the beginning I often found myself confident in one of the principles, and in the next minute, I was uncertain again, and felt the need to change them. I had a starting point where I sorted the principles in a hierachy based on occurance. Principles such as culture, need and convenience were categorized as “before decision to use”, while control and privacy where categorized as “when in use”. This type of sorting did not seem to be benefitial in the long run as I found that many of the principles where applicable thoughout the user journey. The many underlying subjects such as culture, need and evaluation

After I narrowed the principles to the current five, I tried to do some redesigns of excisting services. I found that challenging as I understood that I was poking at the larger systems behind the user interface. I was interfearing with the content, and the business model of the services I was working on, only by changing the front end of the service. This is what lead me to add the levels of appication.

S U M MARY AN D R EFLECTI O NS “Details are not the details. They make up your design” Charles Eames stated 30. Even though that was probably aimed at product design, the same goes for digital and interaction design. In this project, I see the five principles as the details.

The principles of trust can be used for various work situations. I have used them mainly for analysis, but also in workshops, and they have been used as guides for other designers as well in development of thier projects.

Competence is almost a given, as a service needs to be capable to do what they promise. Keeping that promise is very important in order to behave according to the users expectation. By being transparent, the service gives the users insight in their situation and makes the user able to take an educated decision whether or not to use the service. This also affects the users sense of control; if a service “tricks” the user into something that they are unaware of or unwilling to do, that is a huge violation of the trust, and the user might experience discomfort in using the service. In order to avoid unwanted negative emotions, the service should be able to create a mental model within the users, to be able to manage their expectations. It might seem obvious, but it is better to disappoint the user than completely fail to meet their expectations. When it comes to presentation, relevance or appropriateness once again comes into the picture. The service should communicate on a level that is in line with the business model and the brand behavior. Appearance is important, as it often communicates all the principles above a swell.

Zooming out, trust counts for just a part of the complete experience while using a service. Trust works as one of many building blocks in order to generate a pleasant and desirable user experience. As the different levels show, trust does not only count for designers, trust is influenced by many professions and are overlapping the many different fields. Trust should be a concern to everyone working on a project; the developer, the manager, the designer, the accountant and the owner. During my work on this diploma, many people that I have encountered have asked me “well, how to design for trust?”. The answer to this tends to be the same; “It depends”. It probably is not sufficient to just work with one of the principles. There should be a variation, and all of the principles should be taken into consideration. Also, in which of the different levels the principles should be applied will vary from service to service. The continuous evaluation of what is relevant for your service should decide which one of the principles, and on which level it should be applied, is more important.

The combination of the five principles of trust and the three application levels quickly turned out to become a tool for analysis. I was eager to figure out what else this could be used for. I was lucky enough to get in contact with a lot of talented people in order to test my findings. The following chapter will cover the testing, feedback and validation done with different companies working with interaction and service design.

[G]

BET WEEN THE THREE OF US

TEST OF VALUE

TESTING AND VALIDATION

TIME TABLE OF TESTING

TESTING WITH TEAM, TELENOR DIGITAL

FEEDBACK FROM AIDA LOPEZ, SOPRA STERIA

FEEDBACK FROM FREDRIK MATHESON, BEKK

PRESENTATION AT FOR THE EGGS

VALI DATI O N AN D TESTI N G To be able to test the possible value of this project I have been lucky enough to get in contact with a variety of different design offices and others working with digital services. I have been participating in a workshop with Telenor Digital and their project called Capture (“Min Sky” in Norwegian). I have had a presentation and a meeting with the head of UX at Bekk Conculting, Fredrik Matheson. I have received directions and feedback from Aida Lopez, a digital designer at Sopra Steria Oslo office. I have also held a presentation and facilitated a discussion with the digital team at Eggs Design, with participants from both the Stavanger, Trondheim and Oslo office.

In addition to the meetings, workshops and presentations, I have been in contact with Mimi Onuoha, a Fulbright Fellow at National Geographic, at the Royal Collage of Art in London, and Michael Boeke, a startup enthusiast, and designer at Braintree Chicago. They have both shown a great interest, and asked me questions on topics I didn’t even think about. Even though the process has been long and extensive, I have never felt discouraged doing this project. I love the topic, and people have been incredibly supportive, asking questions, wanting to hear more. That has been a huge driver for me.

TI M E TAB LE O F TESTI N G

APRIL 21 TH

APRIL 24 TH

MEETING WITH FREDRIK SCHEIDE, U X L E A D AT T E L E N O R D I G I TA L

I N T R O D U C T O RY WO R KS H O P AT T E L E N O R D I G I TA L

M AY 4 T H

M AY 5 T H

M AY 6 T H

M AY 8 T H

MEETING WITH A I DA L O P E Z , U X D E S I G N E R AT SOPRA STERIA

P R E S E N TAT I O N O F A N A LY S I S A N D F E E D B AC K AT T E L E N O R D I G I TA L

MEETING WITH FREDRIK M AT H E S O N , H E A D O F U X AT B E K K

P R E S E N TAT I O N O F PROJECT FOR THE D I G I TA L T E A M AT EGGS DESIGN

For eighteen weeks I have been working on this project. The last three weeks of the project was devoted fi nsihing the report and to test the hypothesis. Being given the chance to test the fi ndings has been incredibly valueble to the project.

TESTI N G WITH TELEN O R D I GITAL My supervisor Mosse Sjaastad gave me the contact information to Fredrik Scheide, who works as UX designer at Telenor Digital. After a short meeting, he invited me to join him at a workshop to work on the re-launch of Min Sky or Capture as it is called abroad. The main focus of the workshop was to finish up the onboarding flow in the redesigned version. I was there to observe and to ask questions regarding trust and keep that in mind throughout the service.

After the meeting, Fredrik asked me to look at the onboarding map the team had created. He asked me if I could come back in a couple of days, with an analysis, based on my principles of trust. I agreed to this, as it was very valuable to me to be able to test my thesis, and investigate how the principles may apply to concrete cases, and different areas.

In the meeting on April 24th, 2015, I presented my findings from this diploma, and explained my role in this workshop, hosted by Fredrik. The workshop lasted for three and a half hours. I felt that I was considered a full worthy member of the meeting. Since I were an outsider I probably asked a lot of obvious questions. The team were very including and they made me feel welcome. I felt that they took my considerations regarding trust serious.

TELENOR DIGITAL OFFICES

ANALYS IS O F O N BOAR D I N G I N CAPTU R E BY TELEN O R Onboarding is a term for when the user signs up for a service. I downloaded the app, installed it and went through the signup phase. In order to perform the analysis I had to set som parameters for myself. I decided to do the analysis subjectively, and rate the findings in neutral, positive or negative experiences. The report ended up in being a eleven page long document which I handed over to the team. Hare a few examples:

TRANSPARENCY

Limit of use. It’s good to know what I have to work with. CONTROL

I can’t do anything about it. How do I increase my storagespace? Why is there a limit, and would it cost something to expand it? CONTROL

Nice! I don’t want to upload while on mobile network, so this kind of settings are good.

APPEARANCE

These are the defult settings, which puts Telenor in a good light. They could have put “upload even if on mobile network” - Since the customers probably have a subscription to Telenor, and if the customers used mobile network to upload, that would increase telenors revenue. But it could also hurt their reputation.

APPEARANCE

I have an iphone on my iphone. Thats kind of meta! TRANSPARENCY

Nice text. Easy to understand.

EXPECTATION

Yep, easy to understand text (a little weird sentence though...). It makes me understand what I probably will get when using this service.

TRANSPARENCY

Now i know that there is more here. Follow convention is ok! CONTROL

Allright, I see where you want me to push. I can do this. APPEARANCE

That font is a little big. Big text, in small captions.

EXPECTATION

Thank you, I was waiting for that. APPEARANCE

It is good that I can see the code and type it right away. TRANSPARENCY

Ok, what is this? And why is it here?

S U M MARY O F TH E ANALYS IS As I went trough the analysis, I discovered a lot of things both with the service and with my principles. This case study was a very useful thing to do in order to test the principles.

THE LEVELS AND PRINCIPLES

The principles were quite ok to work with. They were easy to apply, even though they at times could seem to be overlapping. At the beginning, I really had to focus to be able to put the principles at the correct level. Is this content or surface? Once I got used to the method of work, the rest went quickly, and the analysis worked out quite well. The analysis resulted in a report that I was invited to present to the UX team at Telenor Digital.

CA P T U R E

There were a lot of things that are very well done. There were no running flaws, and there were no glitches. Telenor is a big company, and the brand name by it self proves a high degree of competence. For the most par, the service is a great tool to use. Even though there were few flaws and imperfections I found that according to my principles the main issues where the lack of transparency and sense of control. Sometimes I didnâ&#x20AC;&#x2122;t get the information I felt I needed in order to trust the service. There were also issues with managing my account after the onboarding.

PARTS OF THE CAPTURE-TEAM AT TELENOR DIGITAL

E VALUATI O N AN D FEEDBACK FRO M TELEN O R D I GITAL I went back to the Telenor Digital group on May 5th to present the analysis. Fredrik told me he did not know how many that would be able to participate in the presentation, but we would at least be two. There were nine people in total. These were all involved with Capture in some way, as designers, as quality and control management, content marketing and so on. Below is some of the feedback I received from the group, and Fredrik Scheide in particular. •

“When it comes to the analysis, you did it in a very nice way, with positive and negative evaluation points.”

•

“There is such a rapid change in the industry, so it is hard to pay attention. The shift from scrolling to the burger icon for instance. Even though scroll is back, trends will always be an issue. As I see it, your theories goes beoynd that, and seems to be above trands. Still, there probably is a need to constantly monitoring and updating, as the changes are so swift.

•

“This could perhaps be made into a “trust-score” of some kind? Well, that is hard though, because trust is very subjective. And also, it might be that the negative does not outweigh the positive. It might be a third degree of broken trust sort of thing, there the trust is just diminished, and couldn’t be restored. Like a trust breaker. Maybe you could tell us if there is an acceptable error when it comes to trust?

•

“You use the principles to point out things that we are not aware of. That is extremely valuable to us!”

AIDA LOPEZ

M EETI N G WITH AI DA LO PEZ , U X DES I GN ER AT SO PR A STER IA I was lucky enough that Aida Lopez, a UX designer at Sopra Steria, had time to meet with me to discuss my masters degree. She is lively, skilled, and has a very wide approach to design. Her thoughts and reflections reopened initial thoughts on how this project can be used. Underneath is an extract of our conversation 5th of May, 2015. •

“I am really interested in many different cultural aspects, and how they affect the way we trust both public and private companies. Well, actually I don’t think that trust is reliant on whether or not it is public or private, but on how established the service is.”

•

“Is this project transferable to the total aspect of a service? Not only the digital, but the whole service experience? As we move away from a traditional economy, where it was “I buy a book from this company”, it has become more of an “I buy something from someone through this service” economy. Such as Airbnb or Uber. In those kind of services trust is extremely important!“

•

“The attitude people have towards certain industries, such as the insurance industry for example, would probably affect the use of the principles and application levels I guess.”

•

“I think your work is very interesting. The principles seem to be valid, and I don’t doubt them. The project opens up for a lot of different things in service design as well, not only interaction design.”

FEEDBACK FRO M FR EDR I K MATH ES SO N , H E AD O F U X AT B EKK CO NS U LTI N G For a longer period of time, Fredrik Matheson from Bekk Consulting has offered me a helping hand. Once he heard about my project, he invited me to come to visit Bekk and presentit to him. I was there in the middle of March, and presented the project at the state it was in then. He gave me good advice on how to move the project forward and pointed out the direction in which it could develop. We met again on May 6th. Below is a summary of what he had to say regarding this project. •

“I see the trust-principles that you have come up with as guidelines, to apply when it’s not beneficial to use ‘best practice’ in the interface design. And that’s not a negative thing. The work that you have done is not only about interaction design, but also about the total user experience.“

•

“It seems that this project is more important in the processes of using a service, rather than UI elements. By that I mean that I see this project more as a digital service design diploma. What this project does is to look at something bigger, and brings good insights that affect the structures of a service, and how to apply trust within those.”

•

“The most important aspect of your work is that it could be translated into heuristics (according to Oxford Dictionary: Heuristics: Enabling a person to discover or learn something for themselves) for people to use when they are in the process of creating a new service, and to make sure that these are as trustworthy as possible. You manage to go beyond content and visuals, and you do this by being more thorough than simple UI-guides or recipies. These heuristics will be usefull for anyone who makes digital services because they can use them to think, to test, to understand and improve their service without having to follow a strict if this, then that regime. There is of course heuristics that briefly touches upon the topic, but to my knowledge none of them is about how to create trust, or how to avoid mistrust in digital transactions. “

FREDRIK MATHESON

PARTS OF THE DIGITAL TEAM AT EGGS DESIGN, OSLO OFFICE.

PR ES ENTATI O N FO R TH E DI GITAL TE AM AT EG GS DES I GN I managed to get hold of Paal Holter, Senior Designer at Eggs Design, through Liz LeBlanc. I explained my project and asked if that could be of interest to him or anyone else at Eggs. The reply was very positive, and he invited me to come and present my project to the entire team at the office. Not only that, but also through videoconference with the Trondheim and Stavanger Office. Meetings like these are held every other week, Fridays at two o’clock at Eggs. The meetings are usually for internal presentations, inspiration and discussions. Sometimes they invite external presenters, and I was lucky enough to be one of them. The attendees of the presentation were interaction designers, information architects and designers with experience from service design as well. At the beginning of the presentation I asked the the attendees the following question: “Try to think of where and how this could be useful.”

FEEDBACK FRO M EG GS At the end of the presentation, I repeated the question on where and how this could be useful for the designers at Eggs. There was a long and fruitful discussion about trust in design, and everyone linked the discussion up to the principles I presented. I was happy to see this, as I felt it gave me a sense of validation. I have listed a summary of the feedback and the discussion.

•

“I am guessing it really depends whether or not control is a good thing to give to the user. Perhaps it is better to give them a sense of control?”

•

“Trust is difficult, because trust is built over time. I see trust as just a gut-feeling sometimes. There might be some sort of trust dimension in a user journey. It usually takes some time for users to trust a service. When you buy something on Ebay, you have no guarantee that the thing you ordered will arrive. I have to trust Ebay to fix the rest, but I have no control.”

•

“I think there a difference whether it is a critical work tool or a consumer interface. You’ll get practice with work tools, and I think that if you are using work tools, trust is everything! If you don’t trust the systems, why would you use them? Whether as in the customer interface, it is only a matter of click-and-buy. That’s more of a revenue generating thing. I believe that your principles covers both of the extremes. The principles could be used as ingredients of trustworthy design.”

•

“I wonder if you can match the principles with elements of different user groups. For instance if they are applicable to both engineers and heavy metal dudes? I’m guessing that highly relates to brand, and the different levels of application then.”

•

“ Could there be a score system? Because Apple have very low transparency and control, but I still trust them. Or they have such a good service, that I still use them no matter what. Maybe it is because the flow, or the factors of appearance, competence and expectations are so high, that the high score in those categories are enough to outweigh the negatives.”

•

“All of the f ive principles can be applied to services as well. Let’s just say that these principles are valid and tested; If we use them together with a client in order to build trust in the clients brand, then we save a lot of time. Co creation is awesome, and then we can save time by having five very concrete start out points.”

PARTS OF THE DIGITAL TEAM AT EGGS DESIGN, TRONDHEIM OFFICE., THROUGH VIDEOCONFERENCE

S U M MARY O F TH E VALU E TESTI N G After a few hectic days of meetings, presentations and feedback from the different companies, the testing finally came to a close. The goal was to figure out how the findings could be used in a design process, and I felt I did get some valuable insights in how the different people perceived my project. I have compared the feedback to find similarities, and to draw a temporary conclusion.

Outdating and relevant updating seemed to be another topic that could be challenging. Some seemed to claim that the principles are so general that outdating might not be a big issue. The subjectivity of trust is another challenge. The principles might seem likely in the Scandinavian culture, but they probably would be very different in other parts of the world.

The principles could be equally important in service design, concept development and in branding. They could be used as concrete guides on how to position a company in order to obtain trust.

Time is also an important aspect when working with trust. Trust is often built over time. Still, someone at Eggs said that trust could also be based on a gut feeling, or be influenced by the principles. If you enter a bar, and it is really shabby, you might feel a bit uneasy. But if a friend of yours recommended that place and endorsed their appearance by giving them a positive reputation, you might feel a bit more secure in having a drink there.

Another thing repeated in the feedback were that the principles seemed to be extensive guidelines rather than specific actions to follow. Some claimed that they could be seen as a mindset. A few of the companies also asked for a trust score system. Questions arose on how to rate the degree of trust or trust breakers. An evaluation tool like this seemed like it could be useful. How this is carried out is another matter. It might be done with user testing. The issue with that is that trust is very subjective, so it could be hard to rate concrete actions or elements.

This marks the end of my project so far. The last few pages are dedicated to reflections and acknowledgements. There are always things you wish you had the time to do, and things you would do differently. For now I am satisfied with the result and feel like the process has given me an insight in both the topic and how I work as a designer.

[H]

BET WEEN THE THREE OF US

REFLECTIONS

ACKNOWLEDGEMENTS

REFERENCES

REFLECTIONS

I have come to find that trust is incredibly extensive. By looking at trust between people and services, I soon came to the realisation that trust is important in just about everything we do and experience. A big challenge was to separate whether or not something was important to the user or important for the user in order to trust the service. I soon understood that it was an ambitious project. Slightly overwhelmed by this realization, I still feel that I did manage to land the project by narrowing the scope. Focusing on the relational trust between a user and the service prover, I feel like I did manage to synthesise the research into concrete and useable findings. The testing that has been done has been immensely valueable to the project. If I were to do this project over again, I would have worked more with practical testing, and testing with end users of a service. I would also have looked more into industrial or other critical work tools to see how trust could be managed in those kind of settings. I have come to the realisation that working theoretically as a designer is much more challenging to me than I expected. Between the three of us has turned out to be a diploma project about digital service design. Spanning from the issues of strategy and branding, to micro interactions in the user interface. The combination of the five principles and the three application levels turned out to be set of guidelines on how to design for trust. The result seemed to be perceived as useful to the design professionals who tested it.

AC K N OW L E D G E M E N T S

First of I need to adress my two supervisors with a big thank you. To my main supervisor, Einar Sneve Martinussen. For his efficiency and knowledge, for his ability to point out areas to work with and for his constructive critisims. To my other supervisor, Mosse Sjaastad, for her enthusiasm, ability to challenge assumptions and asking questions. I also want to give a thank you to the following: To Aida Lopez at Sopra Steria, for her openness and ability to look at the bigger picture. To Fredrik Scheide at Telenor Digital, for being so enthusiastic, and allowing me to present and test my theories. To Liz LeBlanc at Eggs Design, for support and putting me in contact with the digital team at Eggs. To Paal Holter at Eggs Design for the opportunity to present my project to his team and valuable feedback. To Fredrik Matheson at Bekk Conculting, for his insights and guidance. Also a big thank you to Edvin Klasson and Marte BjĂ¸rge for proofreading. And to the students and staff at The Oslo School of Architecture and Design, for being supportive and asking questions.

R EFER EN CES INTRODUCTION IMAGE CREDITS [A] On page 4-5, from a photopack by Justin Posey, http://deathtothestockphoto.com/lake-adventures-with-justin-posey/

TEX TUAL REFERENCES 1.) Airbnb, “Trust and safety”, Updated March 18th, https://a0.muscache.com/airbnb/press/resources/airbnb-tns.pdf

B AC KG R O U N D IMAGE CREDITS [B] On page 12-13, from a photopack by Paul Jarvis, http://deathtothestockphoto.com/making-creative-space/ [C] On page 19, Brett Ryder, http://www.brettryder.co.uk/Images/Folio/web_Data_deluge.jpg, http://www.brettryder.co.uk/Image.aspx [ D] On page 23, From Unsplash Community, https://ununsplash.imgix.net/39/tU3ptNgGSP6U2f E67Gv y_ SY DNEY-162. jpg?q=75&fm=jpg&s=0f021d65a4e6570b8f bb1e2b27721ae6,%20

TEX TUAL REFERENCES 2.)

Jazon Tanz, “How Airbnb and Lyft Finaly got americans to trust eachother”, Wired, April 2014.

3.)

Same quotation as the one above; Jazon Tanz, “How Airbnb and Lyft Finaly got americans to trust eachother”, Wired, April 2014.

4.)

http://anniemurphypaul.com/2013/04/the-social-and-emotional-costs-of-technology-use/#

5.)

Cathrine Movold, April 30th, 2014, http://blog.makingwaves.no/ideer/scener-fra-en-overvaket-barndom/

Alena Neviarouskaya, Helmut Prendinger and Mitsuru Ishizuka, “Textual Affect Sensing for Sociable and Expressive Online Communication.”. University if Tokyo, 2007 6.)

7.)

http://korspahalsen.no

8.)

http://bemyeyes.org

9.)

Onora O’neill, at TedX London, June 2013, http://www.ted.com/talks/onora_o_neill_what_we_don_t_understand_about_trust

Jessica Slijpen, “Trust in Sharing Economy PArt II”, November 30th, 2014, http://www.slideshare.net/jessicademan79/trustsharing-economypartiitrusttriangle 10.)

NXP Semiconductors N.V, “Digital identidy: Toward more convenient, more secure online authentication”, 2012. http://www. nxp.com/documents/other/75017362.pdf 11.)

12.)

Nir Eyal, “Building habit forming products” at Webdagene October 15th, 2014.

Spencer Ackerman, “Lavabit email service abruptly shut down citing government interference”, The http://www.theguardian.com/technology/2013/aug/08/lavabit-email-shut-down-edward-snowden 13.)

Guardian , August 9th, 2013,

The Information Technology and Innovation Foundation, “How Much Will PRISM Cost the US Cloud Computing Industry?”. August 2013. http://www2.itif.org/2013-cloud-computing-costs.pdf 14.)

David DeSteno , published by Kirsten Weir, in the article “Something1s fishy”, American 2013, http://www.apa.org/monitor/2013/12/distrust.aspx 15.)

Psychological Association , December

Bruce Schneier, “Over 700 million people taking steps to avoid NSA surveillance”, December 15th, 2014. https://www.schneier. com/blog/archives/2014/12/over_700_millio.html 16.)

Centre for International Governance Innovation & Ipsos, “Global Survey on Internet Security and Trust”, November 24th, 2014, https://www.cigionline.org/Internet-survey 17.)

Cory Doctorow, “Peak indifference-to-surveillance”, Boingboing.net, November 12th, 2014, http://boingboing.net/2014/11/12/ peak-indifference-to-surveilla-2.html 18.)

Niels Ole Finnemann, “The Future of Privacy”, Pew Research Center , December 17th, 2014, http://w w w.pewInternet. org/2014/12/18/future-of-privacy/pi_14-12-18_futureprivacy_quotecards_121614_f innemann/ 19.)

Dat at i lsy net, “ Va r ierende g rad av t i l l it”, 2013/14, ht t p://w w w.dat at i lsy net.no/Globa l/0 4 _ pla ner_ rappor ter/ Personvernunders%C3%B8kelsen%202013_14/h%C3%B8y%20og%20stabil%20tillit_nettversjon.pdf 2 0 .)

Micha Kaufman, “The Internet Revolution is the New Industrial Revolution”, Forbes, November 5th, 2012, http://www.forbes. com/sites/michakaufman/2012/10/05/the-Internet-revolution-is-the-new-industrial-revolution/ 21.)

22.)

Clay Shirkey, “Here comes everybody”, (New York, Penguin Group, 2008), p. 270.

Barbara Gray, “Social Capital: The secret behind Airbnb and Uber”, June 4th, 2014 http://bradycap.com/social-capital-thesecret-behind-airbnb-and-uber/270. 23.)

24.)

The four trust principles from Trust Advisor, http://trustedadvisor.com/why-trust-matters/understanding-trust/the-four-trust-principles

25.)

Principles and Criteria from Web Trust, http://www.webtrust.org/principles-and-criteria/item27818.pdf

Six dr ivers of trust, from ;ext Conculting, http://w w w.slideshare.net/mext165/brand-trust-the-six-dr ivers-of-trust21966950?qid=b31ebb11-422b-4ca1-8d91-8ed8cb165814&v=qf1&b=&from_search=9 26.)

PROCESS IMAGE CREDITS [E] On page 26-27, from a photopack by Paul Jarvis, http://deathtothestockphoto.com/making-creative-space/ [F ] On page 60,Usersubmitted to 9gag, no current, http://img-9gag-ftw.9cache.com/photo/aE10eyx_700b.jpg,%20http://9gag. com/gag/aE10eyx

TEX TUAL REFERENCES Barbara Gray, “The Abundance Economy: Where the Long Tail Meets the Blue Ocean“, September 22nd, 2014. https://www. linkedin.com/pulse/20140922130950-10448698-the-abundance-economy-where-the-long-tail-meets-the-blue-ocean 27.)

Dawn Dorsey, “Rice study suggests people are more trusting of attractive strangers”, September 21st, 2006, http://news.rice.edu/2006/09/21/rice-study-suggests-people-are-more-trusting-of-attractive-strangers/#sthash.5p8s53V3.dpuf 28.)

Susan Krauss Whitbourne, “Why the Look on Your Face May Matter More Than What You Say “, August 5 th, 2014. https:// www.psychologytoday.com/blog/fulf illment-any-age/201408/why-the-look-your-face-may-matter-more-what-you-say 29.)

Zoltán Gócza, quote by Charles Eams, in “Myth #10: If your design is good, small details don’t matter“, 2010, http://uxmyths. com/post/712451083/myth-if-your-design-is-good-small-details-dont-matter 30.)

T E S T O F VA L U E IMAGE CREDITS [G] On page 68 -69, from a photopack by David Sherry, http://http://deathtothestockphoto.com/wired/

REFLECTIONS IMAGE CREDITS [H] On page 90-91, from the same photopack as above. By David Sherry, http://http://deathtothestockphoto.com/wired/

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110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110 010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110 011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011 ETWEEN THE THREE OF US IS AN INTERACTION DESIGN DIPLOMA THAT 100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000 100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000 110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001 EXPLORES HOW TRUST AFFECTS DIGITAL SERVICES HE PROJECT FOCUSES 011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010 001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000 000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101 ON THE RELATIONSHIP BETWEEN THE USER AND THE SERVICE PROVIDER 111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110 010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011 100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000 100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100 010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000 HE PROJECT IS DONE WITH A THEORETICAL APPROACH WHILE USING 011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001 101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011 110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100 DESIGN METHODS TO REACH AN OUTCOME HE RESEARCH CONSIST 101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110 100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011 OF FINDINGS FROM A WIDE RANGE OF FIELDS SUCH AS PSYCHOLOGY 101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101 101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000 111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110 MANAGEMENT AND ECONOMY HE OUTCOME HAS BECOME A FIVE 011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100 101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101 000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100 PRINCIPLE MODEL HE FIVE PRINCIPLES ARE COMPETENCE TRANSPARENCY 110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010 000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011 001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101 CONTROL EXPECTATION AND APPEARANCE HE MODEL SUGGEST 101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010 110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010 ELEMENTS THAT NEED TO BE PRESENT IN ORDER TO OBTAIN TRUST FORM 001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010 101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010 000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110 THE USERS N ADDITION TO THE PRINCIPLES THERE IS AN ELABORATION ON 011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110 010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011 100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101 A SET OF STRUCTURAL LEVELS IN WHICH THE PRINCIPLES CAN BE APPLIED 100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110 010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010 HE PRINCIPLES ARE USED AS AN EVALUATION TOOL OF EXISTING SERVICES 011101100110100101100011011001010111001101001000011011110111011100100000011101000110111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011 101101001011101000110000101101100001000000111001101100101011100100111011001101001011000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100 110111010000100000011010010110111000100000011001000110100101100111011010010111010001100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100 IN ANALYSIS WORKSHOPS AND ARE PRESENTED TO VARIOUS ESTABLISHED 000011001100110111101110010001000000111010001110010011101010111001101110100001000000110100101101110001000000110010001101001011001110110100101110100011000010110110000100000011100110110010101110010011101100110100101100011011001010111001101001000011011110111011100100000011101000110 111100100000011001000110010101110011011010010110011101101110001000000110011001101111011100100010000001110100011100100111010101110011011101000010000001101001011011100010000001100100011010010110011101101001011101000110000101101100001000000111001101100101011100100111011001101001011 000110110010101110011010010000110111101110111001000000111010001101111001000000110010001100101011100110110100101100111011011100010000001100110011011110111001000100000011101000111001001110101011100110111010000100000011010010110111000100000011001000110100101100111011010010111010001 DESIGN PROFESSIONALS 100001011011000010000001110011011001010111001001110110011010010110001101100101011100110100100001101111011101110010000001110100011011110010000001100100011001010111001101101001011001110110111000100000011001100110111101110010001000000111010001110010011101010111001101110100001000000 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