by taranom.sedghi -

The Diagnostic Power of Storyboards in Communication Design

The question is how a simple sequence of drawings becomes a tool strong enough to guide complex communication projects. The answer lies in the method behind the storyboard. When Persona, Scenario and Emotional Annotation are used together, the storyboard shifts from a visual narrative to a diagnostic instrument. It exposes emotional tensions, structural gaps and logical inconsistencies long before these issues can turn into costly problems during production.

The value of this method comes from its ability to simulate a realistic interaction. Each panel reflects a decision, a reaction or an expectation from the user. When these elements are placed in sequence, they reveal the internal logic of the concept. If the sequence breaks, the concept breaks. If the emotion does not match the intention, the communication fails. Because of this, the storyboard becomes a powerful testing ground for both the narrative and the structure of a communication strategy.

1. Emotional Detection

Emotional Annotation highlights how a person feels at specific stages of a task. This is a crucial diagnostic layer because many communication problems are emotional problems in disguise. Confusion signals unclear messaging. Frustration signals missing information. Hesitation signals poor guidance. When these reactions appear in the storyboard, they reveal weaknesses that could easily be overlooked in text-based plans or static sketches.

Persona strengthens this process by providing a clear point of reference. The goal is not to guess what an anonymous user might feel, but to evaluate how a specific type of person with defined motivations and limitations reacts to the message. This creates emotional accountability. If the storyboard does not produce the intended response for the chosen persona, the concept must be refined.

2. Structural and Logical Validation

The Scenario defines the sequence of actions and provides the logical backbone of the storyboard. It forces the design team to consider what happens first, what happens second and what must be understood at each step. This reveals the internal mechanics of the communication. Missing steps become visible. Overloaded moments become obvious. If a user cannot perform a task smoothly in the storyboard, the real interaction is likely to fail as well.

The visual format reinforces this diagnostic clarity. A gap in logic that might be hidden in a written outline becomes immediately noticeable when represented in a panel. The team can see the moment where the user is left without guidance or where a transition does not make sense. This early identification prevents critical misunderstandings later.

3. Risk Reduction Through Fast, Low-Fidelity Testing

The combination of Persona, Scenario and Emotional Annotation allows teams to test the core idea at an early stage without requiring expensive prototypes. The rough and quick format of the storyboard makes it easy to edit, rearrange or replace entire sections. This reduces the risk of investing time, money and effort into ideas that do not hold up under close examination.

The diagnostic strength comes from the simplicity of the format. Because the storyboard does not hide behind polish, every weakness becomes visible. This encourages honest evaluation, faster decision-making and a more reliable development process.

When the Persona defines the user, the Scenario defines the sequence and Emotional Annotation defines the internal experience, the storyboard becomes much more than a narrative tool. It becomes a method for detecting emotional, structural and logical problems before they reach development. This diagnostic process reduces risk, increases clarity and ensures that the final communication is both understandable and emotionally aligned with the user.

by alexandra.hesse -

Blog Post 5: The method of observation

Planned observation

Since I’m travelling by train a lot myself and I planned on a trip from Graz to Hamburg via train, I wanted to use the opportunity to conduct some research.

For that, I chose the method of observation, which is an effective and easy to realize way of gathering information and qualitative data. To do that effectively, the preparation beforehand should consist of defining goals, choosing the right setting without causing disruption and prepare tools for documentation. First, the research objective must be defined. For the project, the focus point is the observation of people’s actions in the surrounding of a German train station and also the physical design of those spaces. Additionally, the research goals must be defined under consideration of the research objective. There the goals are to find out more about user behavior, especially at train platforms, observe spatial organization and how the stations are designed, how signage systems are incorporated and used and lastly where potential pain points might lay.

Next is the selection of the right setting. Due to my travel plans my locations are going to be the train station in Augsburg and Hamburg. Those two match the description of German train stations and bring the advantages that I get to conduct my observations in two very different setting in size and location, and I might be able to compare my findings afterward. Since there are a lot of people going to be at the setting, the selection of participants won’t be necessary. Conducting the observations with not knowing participants will provide realistic and diverse output that reflects the real-life situation.

The last step is to plan the observation and to record data. The date for the research will be my travel days and to document my findings I plan to take notes both in physical and digital ways, but also to take pictures of the locations and their design and layout. After my trip has ended, I’m going to analyze my results and see if I can generate some general assumptions that will help my in the further course of the project (Williams, 2025).

Information Gathered

Through my research on the topic of observation I’m now able to conduct this method usefully and intentional to gather primary data that I can use for the further stretch of the project.

Next Steps

The next planned step is to conduct research by observing the train stations in Augsburg and Hamburg and documenting my findings.

Reference

Williams, B. (2025). Step-by-step guide to conducting observational research. Von Insight 7: https://insight7.io/step-by-step-guide-to-conducting-observational-research/ abgerufen

by elisa.berger -

Aura simulator to give an insight into the experience of a migraine attack

Trigger warning: Flashing lights and aura simulation

This week’s goal was to focus on investigating more about the visual part of an aura and whether there is a way to simulate aura.

The German pain clinic in Kiel developed an aura simulator for users to experience what an aura could look like. Their app needs access to th phone’s camera, and gradually the flickering zigzag-shaped flashes, streaks and veils appear at the edge of the field of the user’s vision.

“Many patients who experience a migraine with aura for the first time are unsettled and do not know what this enormous restriction in the field of vision means. A problem with the eyes or even a stroke is often suspected,” says Professor Dr. Hartmut Göbel from the Kiel Pain Clinic.

The idea behind is to identify and understand auras, to distinguish them from other visual disorders and to treat them specifically.

Below you can take a look yourself at one of the simulations. This one takes place on a highway while driving.

This simulation includes a rapid expansion of the aura. When comparing it to mine I would say that it expands in a faster way and blocks more of my vision. The flickering is also faster and more intense in my case:

Aura is considered to be a hallucinatory experience that usually lasts between five minutes and one hour. The hallucinations from the aura occur on one side, both eyes or on the same side as the headache pain.

Language and motor auras are less frequently observed. Patients affected by these kind of auras experience difficulties with finding words, dysphasia, or limb or facial weakness.

When I looked a bit deeper into the topic I found following temporary symptoms some migraineurs also experience:

  • Hearing ringing in the ears or other noises
  • Hearing loss
  • Tingling feeling in one hand or on one side of the face that may spread slowly along an arm or leg and may turn into numbness
  • Numbness or tingling of the tongue or mouth
  • Speech or language difficulty
  • Inability to move part of the body
  • Muscle weakness

Benefits of aura simulation

But what are the advantages of simulating aura? Like illustrations of visual aura they can be helpful to distiniguish migraine from other disorders e.g. epilespy and diagnose it correctly. Besides, visualizing migraine symptoms is a helpful tool for raising awareness toward this disease and reducing the stigma. Since it is socially devaluated it has been found to be useful to make such a complex disease observable so that more people are educated.

During my previous studies I have had some touch points with virtual reality and I can imagine a simulation in VR to be quite effective to simulate the aura in a more accurate way. Next week, I would like to investigate if there is existing research on this topic!

Individual experience

I myself, have always struggled to put aura into words and to describe it in a way that a person that has never experienced it would be able to imagine it. When comparing my experience with other migraineurs I have realized that there definetely are similiarities but it tends to be an individual experience. This could be an interesting survey or interview question in following research including other migraineur’s perspective.

Next week – Outlook

Thanks to Stefanie Egger, the lecturer of Project Work- Design Research I was able to connect with a journalist who has chronic migraine and combines science with art while raising awareness about migraine. Since I am still investigating about the neurological disorder and I am still trying to define problems and eventually ideate possible solutions I see our online-meeting as a great opportunity to identify a focus for my research and learn from someone who is affected but also pro-actively doing something for the visibility of migraine.

References:

  • Sutherland, H. G., & Griffiths, L. R. (2017). Genetics of Migraine: Insights into the Molecular Basis of Migraine Disorders. Headache, 57(4), 537–569. https://doi.org/10.1111/head.13053
  • O’Hare, L., Asher, J. M., & Hibbard, P. B. (2021). Migraine Visual Aura and Cortical Spreading Depression-Linking Mathematical Models to Empirical Evidence. Vision (Basel, Switzerland), 5(2), 30. https://doi.org/10.3390/vision5020030
  • https://www.mayoclinic.org/diseases-conditions/migraine-with-aura/symptoms-causes/syc-20352072

Videos:

by julia🐨razumovskaia -

Calm & Slow Interaction: Key Principles for Designing Attention – Aware Interfaces 4/10

#slowness #slowliving #slowinteraction #digitalcalm #calmtechnology

Designing with slowness in mind does not mean slowing down or reducing the functionality of technologies. It is about creating interfaces that feel calmer, more understandable, and less demanding. Slow and calm interaction helps reduce digital stress and gives users more space to reflect, observe, and enjoy the moment.

Below are a few simple principles that demonstrate how you can incorporate slowness into everyday applications and digital interactions.

⏸️ Meaningful Pauses

Pauses allow users to understand, reflect, or simply take a breather between actions. These pauses don’t disrupt the experience, but rather structure it.

❔ How to apply:
⭐ Introduce short pauses before irreversible actions (e.g., deleting elements).
⭐ Add micro-delays to animations that create a natural rhythm to the interface instead of an instant transition.
⭐ Use loading states intentionally, providing small contextual cues instead of distracting spinning indicators.

A well-placed pause can transform interactions from reactive to intent-driven.

🐢 Gentle Transitions

Quick, sharp transitions create a sense of speed and urgency. Smoother transitions reduce cognitive strain and make interfaces more tactile.

“Your brain loves continuity. Abrupt changes? Stressful. Jerky movement? Distracting. Our minds crave flow. And transitional elements, when done right, smooth out the experience…” — Marco Mazzurrana [1]

❔ How to apply:
⭐ Replace instant screen switches with smooth transitions, slides, or dissolves.
⭐ Use easing curves that simulate physical motion rather than mechanical jumps.
⭐ Allow UI elements to appear gradually, rather than all at once.

Even a transition lasting 150–250 ms can change the feel of the interaction.

😵 Low information density

Screens with high information density overload working memory. Low density creates space for attention.

“High information density places heavy demands on user cognition, forcing the brain to process too many signals at once. In contrast, a leaner information layout reduces cognitive load and allows the mind to focus and make sense of content more easily.” — Poulami Chakraborty [2]

❔ How to apply:
⭐ Prioritize one task on each screen.
⭐ Ensure gradual disclosure of information: show only what is necessary at the moment.
⭐ Reduce the number of simultaneous notifications, icons, and visual competition.[3]

A calm interface communicates information only when necessary.

👂 Embodied interaction

Slowness can come from the body: breathing, posture, pace, and gestures shape how we interact with technology.

“Touch, sound, and vision are the primary senses apps use to influence how we behave. These sensory channels shape how we feel and respond before we even think about it.” — Harrish Murugesan [4]

❔ How to apply:
⭐ Use gestures that encourage slower, smoother movements (long press, drag, explore).
⭐ Integrate tactile feedback that mimics physical softness rather than sharp impulses.
⭐ Encourage interfaces that respond to movement — walking, pausing, turning — rather than just touch.

This principle brings interaction closer to real human rhythm.

⚡️ Reducing pressure when making decisions

Fast interfaces speed up the selection process, often increasing cognitive fatigue.[5]

❔ How to apply:
⭐ Provide clear recommendations instead of overloaded menus.
⭐ Limit the number of options available at once; use structured instructions.
⭐ Offer “later” or “not now” options to reduce urgency.

Reducing pressure creates psychological space.

⌛ Temporal consistency

A slow interface should not switch unexpectedly between fast and slow modes; its rhythm is predictable.

❔ How to apply:
⭐ Maintain a consistent animation speed.
⭐ Align the timing for different functions.
⭐ Avoid mixing abrupt transitions with slow ones.[6]

Temporal consistency builds trust.

Sources 🛈

[1] Marco Mazzurrana. Designing the Pause: How Transitional Elements Shape User Experience. maerco.framer.ai, 2024. Available at: https://maerco.framer.ai/blog/designing-the-pause-how-transitional-elements-shape-user-experience

[2] UX Collective. Designing for Information Density. UX Design, 2021. Available at: https://uxdesign.cc/designing-for-information-density-69775165a18e

[3] Fresh Consulting. Manage Data Density: High-Level to Low-Level. Insights Blog, 2021. Available at:
https://www.freshconsulting.com/insights/blog/ui-ux-principle-52-manage-data-density-high-level-to-low-level/

[4] Harrish Murugesan. “Psychology Behind UI/UX Design.” TEDxUTA, 2021. Available at: https://www.youtube.com/watch?v=fdXI9yznzz8

[5] Jayasurya P. Understanding Decision-Making in Terms of UX: Dual Theory Insights. Medium, 2022. Available at:
https://medium.com/design-bootcamp/understanding-decision-making-in-terms-of-ux-dual-theory-insights-e66ef7432b2b

[6] Nielsen Norman Group. Consistency and Standards. NN/g Articles, 2020. Available at:
https://www.nngroup.com/articles/consistency-and-standards/

by elizabeth.trevinopadilla -

Communication in the air: An observational study 

For the last blog post, I conducted interviews to figure out aerialists’ attitudes toward learning body awareness. For this one, I would like to see their behavior rather than their attitude, in order to be able to compare and contrast what they say versus what they do. 

This time, I decided to make a video blog (vlog) for this week’s entry, chronicling the different ways that teachers and students have tried to explain new figures to me (the constant participant in all of this). 

Own video. 

In the video, you can see how the Slovenian teacher, who focuses on making the figures look pretty and performative, moves my body in order to try to make me understand how I should move. This is directly contrasting what the Ukrainian teacher does, since she only uses verbal input while I’m in the air (since it’s also higher up). You can also see how the lack of a standardized language makes it hard to understand each other. In the video, I translate literally the name of one movement in Spanish (“camiseta” – “shirt”) and the teacher doesn’t understand me. For context, I had to learn the English names for some basic moves (“hip key”, which is used in the video, was not a word I knew before coming here; I called that move “tijera” or in English, “scissor”).  

In the video, you can also see how the learning process in silks doesn’t go in incremental steps. Since it’s in the air, people have to try out the full figure immediately. Unlike in silks, in gymnastics, you can see that there’s different prerequisites before fully trying out a new move. This helps in understanding what the body must do to successfully complete it without help (even though I still haven’t been able to figure out the 2nd move). 

What’s not shown in the video, however, is that throughout the past few weeks’ class observation, I’ve noticed a pattern present in novice explainers (read: when it’s not the teacher, but another student explaining a figure or correction). Usually, they would say “left hand”, and when they see it’s the wrong hand, they correct it with “no, the other left”. If it’s a move where the person must go into the silks or wrap around them, and the apprentice doesn’t do it correctly, novice explainers usually say “no, the other way”, even when there’s many “other ways” to wrap around (sometimes, novice explainers go as far as to say “no, the other other way”). When asked about this, they all agreed that learning new skills in aerial silks is half about trial and error in learning how their body is supposed to move, and half about trial and error in learning how to communicate the steps from person to person. 

– 

Source: own observation. 

by jana.klammer -

Die Geschichte darüber, wie ich mich auf die künstlerische Bühne bringen will ._. (Part 7. Herausforderungen 🥵)

Hey! Wie ich im letzten Post schon angekündigt habe, geht es heute um die HERAUSFORDERUNGEN im Self-Branding. Welche möglichen Probleme können auf dem Weg auftreten und wie finde ich gute Lösungen, um sie zu vermeiden? All das habe ich in diesem Beitrag für euch (und für mich natürlich) zusammengefasst!

Die Idee, sich selbst als „Me Inc.“ zu inszenieren – also als konsistentes, authentisches und zugleich profitables Produkt – klingt zunächst erfolgversprechend, führt aber in der Praxis zu tiefen inneren Spannungen und Risiken (vgl. Whitmer 2018).

Persönliche und psychologische Herausforderungen:

  • Das Authentizitäts-Dilemma: Der Diskurs rund um Self-Branding verspricht, dass ein authentisches Selbst automatisch auch ein vermarktbares Selbst ist. Authentizität gilt als zentral für eine starke Marke. Doch sobald Authentizität strategisch inszeniert wird, verwandelt sie sich in eine Art „berechnete Authentizität“. Wenn die eigene Marke zu bewusst gestaltet wirkt, kann sie schnell als unauthentisch wahrgenommen und dadurch unglaubwürdig werden (vgl. Whitmer 2018).
  • Dauerhafte Anspannung: Self-Branding bedeutet ständige Selbstbeobachtung, Anpassung und Präsentation. Menschen werden dazu angehalten, kontinuierlich an ihrer Marke zu arbeiten und sie zu bewerben – was dazu führt, dass man eigentlich nie wirklich „aus“ ist (vgl. Whitmer 2018).
  • Existentielle Angst: Der Treibstoff hinter Self-Branding ist häufig eine tiefe Angst, im beruflichen Umfeld zurückzufallen oder übersehen zu werden. Wer seine „Human Brand“ nicht aktiv aufbaut, fürchtet, abgehängt zu werden (vgl. Scheidt/Gelhard/Henseler 2020).
  • Konflikte durch multiple Identitäten: Idealerweise soll die Personal Brand ein stabiles, klares Selbst darstellen, das über alle Kanäle hinweg konsistent bleibt. In der Realität passen Menschen ihre Selbstdarstellung ständig an verschiedene Plattformen an – etwa anders auf LinkedIn als auf Facebook. Die öffentliche Struktur sozialer Medien lässt unterschiedliche soziale Kontexte jedoch ineinander zusammenfallen, was das Risiko erhöht, als widersprüchlich oder unglaubwürdig zu wirken (vgl. Whitmer 2018). Psychologisch kann eine starke Variabilität zwischen verschiedenen Identitäten zu geringerem Wohlbefinden und einem Gefühl mangelnder innerer Kohärenz führen (vgl. Scheidt/Gelhard/Henseler 2020).

Strukturelle und berufliche Risiken:

  • Ungewisse Belohnung: Trotz hohem Zeit- und Gefühlsaufwand gibt es keine Garantie für Erfolg. Sichtbarkeit und Einfluss sind begrenzt – und werden oft weiterhin von traditionellen cultural gatekeepers gesteuert (vgl. Whitmer 2018).
  • Das Wettbewerbsdilemma: Je mehr Menschen aktiv an ihrem Personal Brand arbeiten, desto schwieriger wird es, sich wirklich abzuheben. Wenn alle eine „Human Brand“ sind, verliert dieser Status an Wert (vgl. Scheidt/Gelhard/Henseler 2020).
  • Interne Bedrohung im Arbeitsumfeld: Eine sehr starke oder auffällige Human Brand kann im Unternehmen als Bedrohung wahrgenommen werden – von Kolleg*innen ebenso wie von Vorgesetzten. Das kann zu Misstrauen und Skepsis führen (vgl. Scheidt/Gelhard/Henseler 2020).

Self-Branding ist in der modernen Arbeitswelt ein wichtiges Werkzeug geworden, um Risiken zu bewältigen und beruflich sichtbar zu bleiben. Es hilft, sich als einzigartige Expert*in zu positionieren und Chancen zu nutzen. Gleichzeitig fordert diese strategische Selbstinszenierung jedoch ihren Preis: Sie verlangt eine Form von kontinuierlicher, fast unerreichbarer Authentizität und geht mit psychischer Belastung, hohem Konkurrenzdruck und permanenter öffentlicher Beobachtung einher.
Im Grunde gleicht Self-Branding der Entscheidung, ob man in einem überfüllten Markt ein außergewöhnliches, aber zerbrechliches Kunstwerk (die eigene Human Brand) ausstellt – oder ob man eine austauschbare Massenware bleibt. Man riskiert immer entweder, in der Menge unterzugehen oder durch die helle Beleuchtung Risse sichtbar zu machen.

Also, wenn ich am Ende dieses Experiments nicht durchdrehe, wird es eine echte Win-win-Situation :)! Aber wie man in Belarus sagt: „Wer kein Risiko nimmt, trinkt keinen Champagner“ 🥂🍾 (a little multi-kulti vibe stört nie ❤️)

Quellen:

Whitmer, Jennifer M.: You are your brand: Self‐branding and the marketization of self. In: Sociology Compass (2019), https://doi.org/10.1111/soc4.12662

Scheidt/Gelhard/Henseler: Old Practice, but Young Research Field: A Systematic Bibliographic Review of Personal Branding. In: Frontiers in Psychology (2020), doi: 10.3389/fpsyg.2020.01809

by luisa.lutz -

2. ADHD – More than just a lack of concentration

The Paradox of Procrastination

A lot of people think ADHD is just the little boy that can’t sit still in the classroom and can’t focus on the lecture. But in reality there is so much more than that.

I have ADHD myself, which is probably also why I find the topic so fascinating. I speak from experience here – the best example is the publication date of this blog post (Number 2), which was long overdue.

Why didn’t I do it? I definitely didn’t forget. On the contrary: I thought about it constantly. The knowledge that I hadn’t written the post yet stressed me out. I worried much more than if I had just done it. But I just couldn’t start.

It’s often difficult to explain this state whether to myself or to others. I rationally know that a task needs to be done, but I’m simply unable to begin. The good news: There is a scientific explanation. The problem is not laziness or lack of motivation, but rather procrastination and Executive Dysfunction.

The brain of people with ADHD simply works differently. Three main factors from neurobiology and cognitive functions are responsible:

1. The Dysregulated Dopamine System: The Kick Is Missing

Dopamine is an important neurotransmitter responsible for motivation, reward, and drive. In ADHD, this system is dysregulated. This means the kick is missing: tasks that are perceived as too boring, too complex, or associated with a distant reward lead to insufficient dopamine release to provide the initial impulse to start

2.Executive Dysfunction: The Freeze Mode

The Executive Functions in our brain are essentially the control centre, responsible for planning, organizing, and initiating action. When the ADHD brain faces a huge project, it shuts down. This leads to a mental block and absolute overwhelm. It feels “frozen”, also known as ADHD Paralysis. You want to, you must, but you are emotionally and cognitively paralyzed. The fear of making mistakes or not completing the task perfectly can intensify this paralysis.

3. Time Blindness

The difficulty in perceiving and estimating time realistically is very challenging for the ADHD brain. Dr. Russell Barkley, a leading ADHD expert, popularized the concept Time Blindness. It’s is a neurological impairment in time perception. As a result, individuals with ADHD feel stuck in the “Now,” which leads to unpunctuality, avoidance behavior, and an underestimation of task duration.

The Consequences

This might be annoying when writing a blog post, but this behaviour can also have serious consequences, such as:

  • Health Neglect: Failing to follow medication schedules or postponing doctor’s appointments, which can worsen conditions.
  • Financial Problems: Like failing to file tax returns, not paying bills, or resulting job losses and dropping out of studies.

But why does it eventually work after all?

Because of the Deadline Dopamin Turbo.

The stress generated by extreme time pressure just before the deadline massively releases adrenaline and cortisol (stress hormones). These stress levels then generate a Dopamine Kick. This sudden, powerful, emotional kick is often the only way the dysregulated dopamine system enters the working mode. The body unconsciously seeks this strong stimulation to become capable of action at all.

The Cost: Chronic Stress

Sure, the turbo works, but at what price? The constantly high stress level is harmful. The following problems can occur:

  • Brainfog, because high cortisol levels can damage the memory center, the hippocampus, which for example, explains the memory problems.
  • Psychological Consequences, this is also an emotional burden due to constant stress, guilt, and anxiety, which can lead to depressive moods and anxiety disorders.
  • Physical Consequences, it can also lead to physical consequences such as sleep disorders, headaches, and circulatory problems.

The whole thing is a vicious cycle, as avoidance leads to more stress, which in turn reinforces procrastination.

Strategies

ADHD procrastination is not a character flaw but a neurological symptom. The Deadline Turbo is a short-term survival strategy, but not a solution.

What helps? There are various strategies that can assist:

  • Body Doubling, that means working alongside someone else.
  • The use of gamification.
  • Breaking down tasks into small steps.
  • Routines, exercise, and mindfulness.
  • External aids: Like timers, to-do lists, and visual planning.

However, there is one big catch: Although we know the strategies, the application often fails due to ADHD itself. Why? Because the Executive Dysfunction that stops us from working also blocks the ability to even begin with the strategies. You essentially have to motivate yourself to be motivated. A frustrating vicious circle.

These were just a few examples of the challenges people with ADHD can face. There are other symptoms such as internal restlessness, lack of focus, distractibility, forgetfulness, disorganization, impulsivity, or emotional dysregulation.

And ADHD is just one type of Neurodivergence.

References

  • Barkley, R. A. (2015). Attention-Deficit Hyperactivity Disorder: A Handbook for Diagnosis and Treatment.
  • McEwen, B. S. (2017). Physiology and neurobiology of stress and adaptation: central role of the brain.
  • Volkow, N. D., et al. (2009). Dopamine in ADHD: The Role of Dopamine Transporter and Receptor Availability.
  • Rozanski, A., et al. (1999). The epidemiology, pathophysiology, and management of psychosocial risk factors in cardiac practice: the emerging field of behavioral cardiology.
  • Dhabhar, F. S. (2014). Effects of stress on immune function: the good, the bad, and the beautiful.

Note: This text was developed with the assistance of artificial intelligence for research purposes and to refine the linguistic clarity and flow of the final draft.

by amelie.bund -

[DesRes 1] Agile_x_SelfCheckout No. 3: Creating User-Centered Strategies that align with Business and IT Goals in an innovative Agile Environment

As mentioned in my last blog entry I will continue by doing a first literature screening. Today I have focused on the book Management 3.0 [2]. In order to get insights from lots of different types of sources I have also decided to listen to various podcasts every now and then. The first podcast episode I will share my insights of will be NNgroup – Episode Nr. 27. Customer Journey Management. [1]

Management 3.0  – Basics

For now, I have decided not to do an explicit deep dive into the literature. I started out by simply reading the introduction part of the book Management 3.0 and scanning the table of contents.

Jurgen Appelo, the author, points out that management is the number one enabler for successful transformation to an agile culture. There are in total six different perspectives on the concept of management 3.0 that are being explained within the chapters of the book. A significant part of the book is also about the value of leadership.

Furthermore, it has to be mentioned, that the book and the structure behind it are called Management 3.0 for a reason. Management 1.0 in contrast heavily relies on hierarchy in organisations and deals with the arc between the people in top positions and those with less responsibility. By simply adding a few more methods Management 2.0 was defined. Management 3.0 however promises to adapt its concept innovatively. While hierarchies clearly exist within organisations Management 3.0 also points out that networks and the social complexity in organisations must also be considered.

All in all, I have gotten the impression that this book is a trustworthy source I feel confident using. I highly appreciate the way the author combines theory and reality. A topic is usually combined and broken down into two chapters. The first explains everything theoretically and in detail while the follow up chapter displays practical approaches and methods. The authors methods and expertise are often based on what he has found out via an online forum via his blog.

Customer Journey Management

In this podcast the host Therese Fessenden has invited Kim Salazar, a fellow colleague from the Nielsen Norman Group, and Jochem van der Veer, CEO at TheyDo. In the episode the three experts put a lot of emphasize on the reason why Customer Journey Mapping is being done in the first place: to make things tangible and therefore visible. It is a powerful tool to detect, communicate and most of all set the status quo on user interactions. This is the case not just when working in a team but especially when working within the whole business context. It’s an effective way to attract stakeholders’ attention and drive their understanding of certain topics and issues. What I have found interesting is how all of them shared a common opinion of how important it is to view Customer Journey Maps within a larger context. A user experience isn’t necessarily linear and might be influenced by a lot of outside factors. Especially considering the fact that a lot of these experiences are happening on smartphones nowadays. While someone might buy a ticket for a concert while reading a book at home they might receive the notification reminder via email during their working hours in the office.

On that account it is essential to manage different journey maps and similar artefacts accordingly. In this context the host and her guests also discussed that the way teams are organized plays a significant role in this exchange of data. Last but not least, the importance of building bonds with allies in the company (most likely stakeholder’s and other decision makers) was emphasized by the guests.

Although I only check out this specific episode of the podcast because I wanted to gain more perspectives on Customer Journey Mapping the host and the guests often mentioned how and why this tool is being integrated in company workflows. This gives me approval that I am conducting my research efficiently.

References:

[1]

NNgroup, “27. Customer Journey Management (ft. Kim Salazar and Jochem van der Veer),” YouTube, Oct. 02, 2023. https://www.youtube.com/watch?v=LN6DtdSu8sc (accessed Dec. 08, 2025).

‌[2]

Jurgen Appelo, Management 3.0. Pearson Education, 2010.

‌

by jana.klammer -

Die Geschichte darüber, wie ich mich auf die künstlerische Bühne bringen will ._. (Part 6. Chancen??)

Hallo again 🙂 Ich habe bereits recherchiert, wie verschiedene Forscher:innen Self-Branding definieren und welche Kritik am Konzept geäußert wird. All das bildet eine gute Grundlage, um anschließend die Chancen von Self-Branding zu diskutieren. Soll ich mir wirklich die Mühe geben oder sollte ich lieber etwas anderes aussuchen? Let’s see!

In der von mir recherchierten Literatur finden sich viele unterschiedliche Perspektiven auf das Thema Self-Branding. Dabei zeigen die Autor*innen sowohl die neuen Chancen als auch die Herausforderungen, die mit einer strategischen Selbstdarstellung verbunden sind.

Self-Branding gibt Menschen neue und starke Möglichkeiten, sich beruflich zu positionieren und sichtbar zu werden. Es ermutigt dazu, sich selbst wie ein kleines Unternehmen zu betrachten und sich aktiv auf einem unsicheren Arbeitsmarkt zu präsentieren (vgl. Whitmer 2018). Gleichzeitig bringt diese strategische Selbstinszenierung aber auch große persönliche und strukturelle Herausforderungen mit sich. (Das kommt in Part 7..)

Self-Branding hat sich von einem reinen Marketingbegriff zu einer wichtigen Strategie für das eigene Karriere-Management entwickelt – besonders als Antwort auf die wachsende Unsicherheit am heutigen Arbeitsmarkt (Whitmer 2018).

Die persönliche Marke wird mittlerweile als das wertvollste „Karriere-Asset“ betrachtet (vgl. Arruda 2019):

  • Sich von anderen abheben: Self-Branding hilft dabei, die eigene Einzigartigkeit sichtbar zu machen, damit man nicht einfach austauschbar wirkt. Wer sich nur auf das konzentriert, was er mit anderen gemeinsam hat, wird zur „Ware“. Wer dagegen seine Besonderheiten klar zeigt, weckt Interesse. Eine starke Marke sollte sich immer um ein paar spezifische Eigenschaften drehen – nicht um hundert verschiedene Dinge (vgl. Arruda 2019).
  • Als Expert*in wahrgenommen werden: Eine klare Personal Brand stärkt die Glaubwürdigkeit und hilft dabei, sich als Experte oder Vordenker in der eigenen Branche zu positionieren. Sie sorgt dafür, dass Chancen zu einem kommen, anstatt dass man ständig hinter ihnen herlaufen muss (vgl. Walker 2024 ).
  • Wirtschaftlicher Erfolg: Eine starke persönliche Marke kann zu Beförderungen, erfolgreichem Business, höheren Gehältern oder sogar zu lukrativen Kooperationen führen. Sie ist eine Art kommunikative Antwort auf wirtschaftliche Unsicherheit (vgl. Scheidt/Gelhard/Henseler 2020).
  • Vorteil im Bewerbungsprozess: Google-Suchergebnisse gelten heute oft als die „erste Visitenkarte“ (Arruda). Arbeitgeber recherchieren die Online-Profile von Bewerbern (vgl. Walker 2024). Menschen mit einem erkennbaren Personal Brand werden als „leistungsfähig, gut vernetzt, mächtig, kompetent und aktuell“ wahrgenommen (vgl. Resnik/Cheng/Simpson 2016).

Durch Web 2.0 und soziale Medien ist Self-Branding zu einem alltäglichen Phänomen geworden und hilft sichtbarkeit in einer digitalen Welt zu steigern (vgl. Scheidt/Gelhard/Henseler 2020):

  • Aufmerksamkeit in der Attention Economy: Mit Social Media können Menschen ihre eigenen digitalen Räume schaffen und damit ein viel größeres Publikum erreichen (vgl. Scheidt/Gelhard/Henseler 2020).
  • Wichtiger denn je im virtuellen Arbeitsalltag: In einer digital geprägten Arbeitswelt müssen viele Mitarbeitende stärker dafür sorgen, nicht übersehen zu werden. „Aus den Augen, aus dem Sinn“ – und genau hier hilft digitales Self-Branding (vgl. Arruda 2019).
  • Beziehungsnetzwerke aufbauen: Self-Branding ermöglicht es, Beziehungen aufzubauen und diese auch für berufliche Chancen zu nutzen. Dabei werden persönliche Beziehungen zunehmend emotional und gleichzeitig wirtschaftlich eingesetzt (vgl. Whitmer 2018).

Die Literatur zeigt, dass Self-Branding heute weit mehr ist als ein Trend: Es hat sich zu einer wichtigen Strategie entwickelt, um in einem unsicheren und digitalen Arbeitsmarkt sichtbar zu bleiben und neue Chancen zu nutzen. Eine starke persönliche Marke kann berufliche Möglichkeiten eröffnen, Orientierung geben und die eigene Position im Wettbewerb stärken. Gleichzeitig bringt der Druck zur ständigen Selbstpräsentation auch deutliche Herausforderungen und Belastungen mit sich. Self-Branding bewegt sich damit im Spannungsfeld zwischen Empowerment und Erwartungsdruck. Welche konkreten Herausforderungen dabei entstehen können, werde ich im nächsten Beitrag näher erläutern 🤐

Aloha 🫡!

Ah ja und die Quellen:

Whitmer, Jennifer M.: You are your brand: Self‐branding and the marketization of self. In: Sociology Compass (2019), https://doi.org/10.1111/soc4.12662

Arruda, William: Digital you. Real Personal Branding in the Virtual Age. Alexandria: ATD Press 2019

Walker, Dain: The 90 day brand plan. How to Unleash Your Personal Brand to Dominate the Competition and Scale Your Business. Willen:New Jersey 2024

Resnik/Cheng/Simpson: Marketing in SMEs: A ‘4Ps’ self-branding model. In: International Journal of Entrepreneurial Behaviour and Research (2016), https://doi.org/10.1108/IJEBR-07-2014-0139

Scheidt/Gelhard/Henseler: Old Practice, but Young Research Field: A Systematic Bibliographic Review of Personal Branding. In: Frontiers in Psychology (2020), doi: 10.3389/fpsyg.2020.01809

by ylva.larsen -

How design promotes doomscrolling

This week i conducted secondary research on specific ways design can promote doomscrolling. The key words i used to find research were:  

  • Manipulation 
  • Ethical design  
  • Design thchniques  
  • Balance  
  • Addictive design 

Doomscrolling is a central topic in discussions surrounding digital well-being. While personal tendencies and social factors play a role, some research suggests that doomscrolling is not merely a product of user psychology but is significantly shaped by deliberate platform design choices. Researchers within human-computer interaction, media studies, and digital ethics argue that certain interface features, algorithmic systems, and persuasive design strategies encourage extended engagement, reduce self-regulation, and foster behaviors similar to addiction.  

This secondary research synthesizes findings from four key studies: Design Frictions on Social Media, Do Persuasive Designs Make Smartphones More Addictive?, Algorithmic Addiction by Design, and Dark Patterns and Addictive Designs (Weizenbaum Institute Journal).  

Can design promote doomscrolling?

Collectively, the refered studies argue strongly that, yes, digital design can and does greatly promote doomscrolling.  

The Weizenbaum Institute article Dark Patterns and Addictive Designs argues that many modern platforms intentionally employ manipulative design features that push users towards compulsive, prolonged usage. These “addictive designs”, which the author classifies as a subset of dark patterns operate by exploiting cognitive vulnerabilities and behavioural biases.  

Similarly, Algorithmic Addiction by Design argues that doomscrolling is not an accidental side effect of the digital ecosystem, but rather a predictable outcome of systems that are engineered to maximize attention and maintain corporate market dominance. This paper highlights how algorithmic feeds that prioritize emotionally charged and negative content increase the likelihood of users continuing to scroll, reinforcing doomscrolling loops.  

In short, across the academic literature, there i strong agreement that doomscrolling is largely design driven, not user driven. Interface choices and algorithms create conditions where users remain trapped in cycles of passive, prolonged, and often harmful content consumption. 

How design promotes doomscrolling

The mechanisms design promotes doomscrolling through can be divided into three overlapping categories: interface features, algorithmic systems, and persuasive feedback loops. 

  1. Interface Features that Reduce Friction

Classic doomscrolling enabling design patterns include infinite scroll, autoplay, and constant content availability. Dark Patterns and Addictive Designs emphasize that these features undermine user autonomy by removing natural stopping cues. When platforms eliminate the user’s friction, they eliminate opportunities for users to reflect or disengage. 

Research in Design Frictions on Social Media underlines this by adding small “micro-boundaries,” such as requiring a reaction before moving to the next post, reduces mindless scrolling and increases user awareness. This study provides evidence that frictionless interfaces directly encourage dissociation and passive content intake, core components of doomscrolling. 

2. Algorithmic Personalization and Content Curation 

Algorithmic Addiction by Design gives a detailed analysis of how AI-driven recommending systems promotes doomscrolling. Algorithms prioritize content that maximizes engagement, often selecting emotionally intense, sensational, or negative material, which research shows people are more likely to keep scrolling through. The resulting feedback loop increases exposure to negative content, prolonging the users doomscrolling. 

This aligns with arguments in Do Persuasive Designs Make Smartphones More Addictive?, where interviews reported that recommendation engines and personalized feeds were among the most powerful triggers for compulsive use, especially on apps like short-video platforms and social networks. 

3. Persuasive Design and Reward Mechanisms 

The smartphone addiction study describes persuasive design as including notifications, social feedback, rewards, and habit-forming triggers. Users reported that these features extended their screen time, reinforced checking their phone, and made it difficult to stop consuming content, even when they recognized the negative effects. 

When combined with negative or emotional content feeds, these mechanisms contribute directly to doomscrolling by keeping users in heightened emotional cognitive states while removing opportunities for easy disengagement. 

Posible solutions

The literature gives several solutions to dealing with doomscrollin, like design level interventions, regulatory frameworks, and alternative platform architectures. 

1. Introducing Design Frictions 

Design Frictions on Social Media shows that adding small interruptions like requiring user input before loading new content significantly improves content recall and disrupts the mindless browsing. Though users may find such frictions frustrating, they are effective at reducing dissociative states and at breaking doomscrolling loops. 

Possible friction-based solutions: 

  • Natural stopping points instead of infinite scroll 
  • “Are you still scrolling?” checkpoints 
  • Manual content loading 
  • Time-based reminders or breaks 

2. Regulating Addictive and Manipulative Design 

Both Algorithmic Addiction by Design and the Weizenbaum Institute article argue that systemic solutions are necessary as doomscrolling is structurally motivated by engagement-driven business models.  

Solutions: 

  • Banning or limiting dark patterns associated with compulsive use 
  • Transparency requirements for recommender systems 
  • Restrictions on exploitative design for minors 
  • Integrating well-being standards into digital services regulation 

These approaches shift responsibility away from individuals and onto the designers, platforms and governments. 

3. Alternative Algorithmic and Platform Designs 

Solutions discussed across the literature include: 

  • Chronological feeds instead of algorithmic feeds 
  • User-controlled recommendation systems 
  • “Well-being optimized” recommender algorithms 

These alternatives aim to realign platform incentives with user autonomy and mental health. 

Conclusion

Across all four articles, there is strong evidence that design not only promotes doomscrolling but is one of its primary causes. Interface patterns, algorithmic content curation, and persuasive design mechanisms all work together to keep users emotionally activated, cognitively overloaded, and scrolling for longer than they intend. Doomscrolling is therefore best understood as a structural design outcome, not merely a personal failing. 

At the same time, research also shows that design can be part of the solution. Introducing friction, regulating dark patterns, and creating alternative architectures that emphasize user well-being can meaningfully reduce doomscrolling’s impact. Together, these studies highlight both the challenges and opportunities for building healthier digital environments.