#시간운용 #상태버튼 #시간측정

youtu.be/D55ctBYF3AY

How better tech could protect us from distraction | Tristan Harris

시간을 잘 쓴다는 것 #TimeWellSpent

강연일: DEC_2014 => 발행일: 2016/07/14 => 소비일: 2020/05/25

 

How better tech could protect us from distraction

 

00:13
What does it mean to spend our time well? I spend a lot of my time thinking about how to spend my time. Probably too much -- I probably obsess over it. My friends think I do. But I feel like I kind of have to, because these days, it feels like little bits of my time kind of slip away from me, and when that happens, it feels like parts of my life are slipping away.

시간을 잘 쓴다는 것.

어떻게 하면 시간을 어떻게 잘 쓸까?

 

00:45
Specifically, it feels like little bits of my time get slipped away to various things like this, like technology -- I check things. I'll give you an example. If this email shows up -- how many of you have gotten an email like this, right? I've been tagged in a photo. When this appears, I can't help but click on it right now. Right? Because, like, what if it's a bad photo? So I have to click it right now. But I'm not just going to click "See photo," what I'm actually going to do is spend the next 20 minutes.

기술로 이것 저것 확인하면서 시간이 '그냥' 흘러가 버린다.

1:20

"SEE PHOTO" 곧장 사진보기를 클릭하지 않고 실제로 여기서 20분을 더 보낸다. "Spend Next 20 minutes"

 

01:20
But the worst part is that I know this is what's going to happen, and even knowing that's what's going to happen doesn't stop me from doing it again the next time. Or I find myself in a situation like this, where I check my email and I pull down to refresh, But the thing is that 60 seconds later, I'll pull down to refresh again. Why am I doing this? This doesn't make any sense.

다음에 벌어질 일을 안다.

그런데도 알면서도 또 하게 된다.

화면 당겨서 새로 고치기 #새로고침

 

01:55
But I'll give you a hint why this is happening. What do you think makes more money in the United States than movies, game parks and baseball combined? Slot machines. How can slot machines make all this money when we play with such small amounts of money? We play with coins. How is this possible? Well, the thing is ... my phone is a slot machine. Every time I check my phone, I'm playing the slot machine to see, what am I going to get? What am I going to get? Every time I check my email, I'm playing the slot machine, saying, "What am I going to get?" Every time I scroll a news feed, I'm playing the slot machine to see, what am I going to get next? And the thing is that, again, knowing exactly how this works -- and I'm a designer, I know exactly how the psychology of this works, I know exactly what's going on -- but it doesn't leave me with any choice, I still just get sucked into it.

핸드폰은 슬롯머신이다. #슬롯머신

뉴스피드를 확인하기 위하여 잡아당긴다. #뉴스피드 #NewsFeed

상황이 어떻게 돌아가는지 알지만, 방법이 없다.

그냥 참는 수 밖에.

 

03:12
So what are we going to do? Because it leaves us with this all-or-nothing relationship with technology, right? You're either on, and you're connected and distracted all the time, or you're off, but then you're wondering, am I missing something important? In other words, you're either distracted or you have fear of missing out. Right?

모 아니면 도

ON => 연결되고 산만해진다.

OFF => 중요한 걸 놓칠까봐 걱정한다.

 

03:38
So we need to restore choice. We want to have a relationship with technology that gives us back choice about how we spend time with it, and we're going to need help from designers, because knowing this stuff doesn't help. We're going to need design help. So what would that look like?

기술과 관계를 가지고 싶은 데, 시간 선택권은 되찾고 싶다.

그럼 어떻게 될까요? So... what would that look like?

 

04:02
So let's take an example that we all face: chat -- text messaging. So let's say there's two people. Nancy's on the left and she's working on a document, and John's on the right. And John suddenly remembers, "I need to ask Nancy for that document before I forget." So when he sends her that message, it blows away her attention.

갑자기 떠오른다.

아! 까먹지 전에 연락해야지.

그런데 그 연락은 상대방의 집중력을 흐트려 뜨린다.

 

04:27
That's what we're doing all the time, bulldozing each other's attention, left and right. And there's serious cost to this, because every time we interrupt each other, it takes us about 23 minutes, on average, to refocus our attention. We actually cycle through two different projects before we come back to the original thing we were doing. This is Gloria Mark's research combined with Microsoft research, that showed this. And her research also shows that it actually trains bad habits. The more interruptions we get externally, it's conditioning and training us to interrupt ourselves. We actually self-interrupt every three-and-a-half minutes.

결국 서로의 집중력을 밀어버린다.

다시 집중하는 데 대략 23분의 대가를 치러야 한다.

✅⭐⭐⭐⭐⭐외적으로 방해를 받을 수록,

자신을 방해하게끔 조건을 만들고 훈련된다. #SelfInterrupt

 

05:13
This is crazy. So how do we fix this? Because Nancy and John are in this all-or-nothing relationship. Nancy might want to disconnect, but then she'd be worried: What if I'm missing something important?

연결을 끊고 싶지만

중요한 걸 놓치면 어떡하지? 하는 걱정도 생긴다...

SNS에 대한 나의 태도 ㅠ......

 

05:24
Design can fix this problem. Let's say you have Nancy again on the left, John on the right. And John remembers, "I need to send Nancy that document." Except this time, Nancy can mark that she's focused. Let's say she drags a slider and says, "I want to be focused for 30 minutes," so -- bam -- she's focused. Now when John wants to message her, he can get the thought off of his mind -- because he has a need, he has this thought, and he needs to dump it out before he forgets. Except this time, it holds the messages so that Nancy can still focus, but John can get the thought off of his mind.

#집중모드 마크

나에게 오는 알림은 끄고,

상대방은 보내고 싶은 연락을 보낸다.

나는 집중모드가 끝난 후 알림을 확인할 수 있고,

상대방은 중요한 메시지를 잊지 않고 알릴 수 있다.

#디자인

 

06:02
But this only works if one last thing is true, which is that Nancy needs to know that if something is truly important, John can still interrupt. But instead of having constant accidental or mindless interruptions, we're now only creating conscious interruptions,

정말 중요한 상황일 경우에는 바로 알 수 있어야 한다.

상대가 집중모드 일 때, 의식적으로 방해하는 방법.

 

06:24
So we're doing two things here. We're creating a new choice for both Nancy and John, But there's a second, subtle thing we're doing here, too. And it's that we're changing the question we're answering. Instead of the goal of chat being: "Let's design it so it's easy to send a message" -- that's the goal of chat, it should be really easy to send a message to someone -- we change the goal to something deeper and a human value, which is: "Let's create the highest possible quality communication in a relationship between two people. So we upgraded the goal.

추가적인 문제가 발생했을 때, 질문을 바꿔보자. 😃✨

쉽게 메시지 보내는 방법.

 

07:03
Now, do designers actually care about this? Do we want to have conversations about what these deeper human goals are? Well, I'll tell you one story. A little over a year ago, I got to help organize a meeting between some of technology's leading designers and Thich Nhat Hanh. Thich Nhat Hanh is an international spokesperson for mindfulness meditation. And it was the most amazing meeting. You have to imagine -- picture a room -- on one side of the room, you have a bunch of tech geeks; on the other side of the room, you have a bunch of long brown robes, shaved heads, Buddhist monks. And the questions were about the deepest human values, like what does the future of technology look like when you're designing for the deepest questions and the deepest human values? And our conversation centered on listening more deeply to what those values might be. He joked in our conversation that what if, instead of a spell check, you had a compassion check, meaning, you might highlight a word that might be accidentally abrasive -- perceived as abrasive by someone else.

심오한 인간 가치

 

08:16
So does this kind of conversation happen in the real world, not just in these design meetings? Well, the answer is yes, and one of my favorites is Couchsurfing. If you didn't know, Couchsurfing is a website that matches people who are looking for a place to stay with a free couch, from someone who's trying to offer it.

08:38
So, great service -- what would their design goal be? What are you designing for if you work at Couchsurfing? Well, you would think it's to match guests with hosts. Right? That's a pretty good goal. But that would kind of be like our goal with messaging before, where we're just trying to deliver a message.

서비스의 디자인 목표는 무엇일까?

서비스를 제공할 때 무엇을 디자인 할 것인가?

 

08:57
So what's the deeper, human goal? Well, they set their goal as the need to create lasting, positive experiences and relationships between people who've never met before. And the most amazing thing about this was in 2007, they introduced a way to measure this, which is incredible. I'll tell you how it works. For every design goal you have, you have to have a corresponding measurement to know how you're doing -- a way of measuring success. So what they do is, let's say you take two people who meet up, and they take the number of days those two people spent together, and then they estimate how many hours were in those days -- how many hours did those two people spend together? And then after they spend that time together, they ask both of them: How positive was your experience? Did you have a good experience with this person that you met? And they subtract from those positive hours the amount of time people spent on the website, because that's a cost to people's lives. Why should we value that as success? And what you were left with is something they refer to as "net orchestrated conviviality," or, really, just a net "Good Times" created. The net hours that would have never existed, had Couchsurfing not existed.

목표에 걸맞는 측정법이 필요하다.

뭘 하는지 알아야 한다.

즉, 해당 서비스의 성공을 측정하는 것이다.

 

10:20
Can you imagine how inspiring it would be to come to work every day and measure your success in the actual net new contribution of hours in people's lives that are positive, that would have never existed if you didn't do what you were about to do at work today? Can you imagine a whole world that worked this way?

#측정가능성

 

10:43
Can you imagine a social network that -- let's say you care about cooking, and it measured its success in terms of cooking nights organized and the cooking articles that you were glad you read, and subtracted from that the articles you weren't glad you read or the time you spent scrolling that you didn't like? Imagine a professional social network that, instead of measuring its success in terms of connections created or messages sent, instead measured its success in terms of the job offers that people got that they were excited to get. And subtracted the amount of time people spent on the website. Or imagine dating services, like maybe Tinder or something, where instead of measuring the number of swipes left and right people did, which is how they measure success today, instead measured the deep, romantic, fulfilling connections people created. Whatever that was for them, by the way.

SNS 활동에 관한 시간 측정 => 무엇을 측정할 것인가?

개인적 차원에서 요리에 관심을 둔 사람에게 무의미하게 스크롤을 내리던 시간은 제외하고 요리에 관한 자료를 확인했던 시간만 측정한다.

비즈니스 차원에서 이런저런 관계 메시지를 제외하고 잡오퍼만 측정한다.

 

11:43
But can you imagine a whole world that worked this way, that was helping you spend your time well? Now to do this you also need a new system, because you're probably thinking, today's Internet economy -- today's economy in general -- is measured in time spent. The more users you have, the more usage you have, the more time people spend, that's how we measure success.

문제 해결을 위한 새로운 시스템을 설계해보자.

 

12:06
But we've solved this problem before. We solved it with organic, when we said we need to value things a different way. We said this is a different kind of food. So we can't compare it just based on price; this is a different category of food. We solved it with Leed Certification, where we said this is a different kind of building that stood for different values of environmental sustainability.

12:34
What if we had something like that for technology? What if we had something whose entire purpose and goal was to help create net new positive contributions to human life? And what if we could value it a different way, so it would actually work? Imagine you gave this different premium shelf space on app stores. Imagine you had web browsers that helped route you to these kinds of design products. Can you imagine how exciting it would be to live and create that world?

13:13
We can create this world today. Company leaders, all you have to do -- only you can prioritize a new metric, which is your metric for net positive contribution to human life. And have an honest conversation about that. Maybe you're not doing so well to start with, but let's start that conversation.

13:35
Designers, you can redefine success; you can redefine design. Arguably, you have more power than many people in your organization to create the choices that all of us live by. Maybe like in medicine, where we have a Hippocratic oath to recognize the responsibility and this higher value that we have to treat patients. What if designers had something like that, in terms of this new kind of design?

성공(성취)과 디자인을 재정의 할 수 있다. ⭐⭐⭐

 

14:02
And users, for all of us -- we can demand technology that works this way. Now it may seem hard, but McDonald's didn't have salads until the consumer demand was there. Walmart didn't have organic food until the consumer demand was there. We have to demand this new kind of technology. And we can do that. And doing that would amount to shifting from a world that's driven and run entirely on time spent, to world that's driven by time well spent.

사용자들을 위하여 서비스 디자인의 효과가 작동할 수 있는 기술을 요구할 수 있다. ⭐

#소비자의_요구 ⭐⭐⭐⭐⭐

shift from entirely #TimeSpent to #TimeWellSpent

사용시간만 데이터가 아니라 소비자 목적에 맞게 "잘 사용한 시간"으로 운용되는 데이터셋. #DataSet

 

14:43
I want to live in this world, and I want this conversation to happen. Let's start that conversation now.

Thank you.

 

---

메모 📝

Why am i doing this?

Slot machine

My phone

checking my phone is playing slot machine

 

distraction

 

We need to restore choice

attention 집중력을 밀어버린다.

interrupt each other

refocus our attention

All or nothing relationship

어떻게 집중할 수 있을까?

Still interrupt

의식적으로 방해하는 법

NEW CHOICE

set up the goal of the chat

High-quality commuication and relationship

 

#틱낫한

명상

 

Set the goal

Design goal

measuring this

cost

left

 

value 

소비자의 요구