How I became a software researcher and designer

Mom Tested B-52 Bombers on the First Computers in Washington State While I Gestated

My mom worked on the first computers in Washington State at Boeing the entire time she was pregnant with me, she was testing the B52 bombing mechanism on a targeting tracker. I fell out of the womb with some feeling for computers and information. After my birth my family moved back to Alaska.

Growing up my parents introduced me to design thinking, my father was an award-winning architect with his own firm, and my mom an urban design and energy planner. My mom used to drive my sister, brother and I around in her turquoise Buick in Anchorage and enumerate the design decisions we saw.

Early Influencers - Lucky to Meet Bucky

She invited Buckminster "Bucky" Fuller to teach her class when he visited Anchorage, and Bucky presented me the world, with one of his paper Dymaxion Globes, which he demonstrated how to fold. It gave me new ideas about how information could be stored that I used later on a software design at Boeing.

The Kilchers, Yules Wide World View From Homer Homestead

My mom introduced me to the Native cultures of Alaska, to the politicians who represented us, and to her wide variety of friends, including the late Senator Yule Kilcher (grandfather of Jewel, the singer) of Homer, Alaska. He was a delegate to the first Alaskan Constitutional Convention.

State Senator Kilcher spoke 47 languages and dialects and was chocked full of stories from his world travels, some of them pretty scary, others racy, but always funny, you see.

I met several of his 8 kids and am still friends with Otto and Sunrise. This is Otto and his younger sister Sunrise in Homer, Alaska, 2014.

Otto is a star on his long running reality TV show, about his life homesteading - Alaska: The Last Frontier.

Based on a feeling when Jewel was six I told his father, Yule that his namesake granddaughter, would become famous - while we talked she performed rolling a huge metal wheel around on the grass overlooking McNeil Canyon.

Yule cracked open my world view, making me more global through his stories and his demonstrated ability to speak with anyone. Yule made a home film of life early in Alaska that he showed around the world. He was brilliant a very critical thinker, and a tool maker. Yule, about 45 years my senior, was my close friend.

Yule introduced me to a wide variety of people and books including "Autobiography of a Yogi" (https://www.amazon.com/Autobiography-Self-Realization-Fellowship-Paramahansa-Yogananda-ebook/dp/B00JW44IAI).

Years later I visited Yogi Paramahansa Yogananda's California retreat center and photographed his world-famous meditation garden. The locked gates opened wide for me whenever I approached the retreat center, so the caretaker and I figured that I was invited, so to speak. I also traveled to Bengal, India.

Karin Fitzgerald Design - Beginning As An Artist

From a young age I worked creating paintings for an Interior Designer, my mom's best friend, Karin Fitzgerald.

Her daughter Debra was my first friend when we were toddlers, and remains my friend to this day!

I didn't photograph most of my works because art just flowed out of me effortlessly so I thought why bother? Newspaper articles were published about my artwork at the time.

I thought I'd be painting forever. Most of my art was abstract paintings used to showcase million-dollar condos for sale. The rest, like these, were decorative in nature.

I worked as a professional Law Clerk and Librarian for Alaska Legal Services, $2.22 an hour, and went on to work as a Set Designer for Alaska Repertory Theatre, an Arts Manager for Alaska State Council on the Arts.

BullCook on the Alaska Pipeline

I earned a Cultinary Arts certificate and went to work on the Alaska Pipeline as a Bullcook / Prepcook / Headdishwasher / Maid, working 7/10s for 5 months (10 hours a day, 7 days a week, for 5 months with one day off).

I left when my boss told me that to keep my job I had to have sex with him.

Directly after that I manifested myself on the next flight out of Coldfoot Camp, near Wiseman, 60 miles north of the Arctic Circle and 270 miles of Fairbanks, Alaska.

US Fish and Wildlife Photographer, The Yellow Submarines of Nikiski Beach

Wildlife Photographer for the US Fish and Wildlife Service, in the field of Southcentral Alaska. it was wonderful work, I loved it - shooting photos of Prince William Sound before the oil spill, flying high above from a jet, with biologists bobbing around in steel boats with powerful propellers on the Russian River, doing fish telemetry studies on rivers, photography of rare birds in Katchemak Bay on reserves, stalking slow moving moose on the Kenai Peninsula interviewing state biologists, writing about the ammonia smell of oil processing at Nikiski Beach and the strangely misshapen growth of plants. The pay was $3.33 an hour.

When I documented the "oil recovery vessels" in the shape of yellow submarines on Nikiski Beach I asked the Director of the Fish and Wildlife about why these yellow submarines were there and why they were not water tight and had no engines.

"What are the yellow submarines for on Nikiski Beach?" I asked.

"They are the oil recovery vessels." the Director of the US Fish and Wildlife told me.

"But they are not water tight, and they have no engines," I said.

"We know," He said, and walked away.

The Federal and State governments knew there would be a spill of crude oil into Alaskan waters and had taken no precautions to prepare to clean it up, and were not going to take precautions. It was 1979.

That was enough. I wouldn't remain in Alaska anymore

After 22 years I left Alaska, because as my friends said, "big fish, little pond" - I didn't fit anymore. Arrived in Seattle to study fine art at the UW and then attended the Cornish Institute of the Fine Arts.

Seattle

Director Karl Krogstad; Working as an Art Director Making Films

It took a short time to figure out that the old guard of art teachers had gone, and were yet to be replaced at the University of Washington.

Transferring credits was a challenge - they were sticky and didn't follow me. Because I'd already taken most of the art elective classes at the UAA and UW that Cornish offered, I studied filmmaking with the Director Karl Krogstad.

"KK" had a large number of filmmaking awards. Karl never criticizes anyone as he feels criticism kills creativity. He is also a talented painter and a fine cook who hates classical music - he explodes with creative energy. I fit right in with his crews - created sets and scenic designs for him for a couple of years as an Art Director and Unit Manager. No money. Had to get real.

Earning My Way Through School, Studying Art and Computers

As the eldest of 8 children, I put myself through Anchorage Community College and the University of Alaska, Cornish Art Institute, the University of Washington, I worked full or part time designing newpapers, advertising, posters, and logos for print media. I can't recall all the different jobs I had - wow - going from law librarian to wildlife photographer to counting screws in boxes for Fred Meyer's! I took computer science courses as well and studied Fortran.

In 1984 I was fortunate to use one of the original Apple Macs ever made, because my friend's father, a surgeon, and head of Alaska's AMA, bought a signed Mac to store financial files on. I used it to draw. It was so fun! Better I thought than programming cash register receipts. The screen was about 9 inches wide.

So in the late 80's in Seattle I began working at Kinkos using Macs full-time to create graphics, write resumes, support people using them, then taught others how to use computers.

1989, the Exxon Valdez shipping crude oil from Alaska to refineries Outside struck a reef and the beautiful Prince William Sound would never recover in my lifetime (nor in yours, my dear reader. The Exxon Valdez spewed 10.8 million US gallons (260,000 bbl, or a mass of 35,000 metric tons) of crude oil covering 11,000 sq miles (28,000 km2) of prime fishing waters off the Alaskan coast, which affected 1,300 mi (2,100 km) of fragile northern shoreline.

Microsoft - Launch of Windows 3.0

That same year, the Microsoft manager interviewing me forgot I was there leaving me alone in a basement for more than 4 hours. I waited. I landed the support job there 6 months prior to the wild release of Windows 3.0.

People were running around like mad in the hallways, Microsoft sold more copies of Windows than Support was prepared for. Windows 3.0 open architecture was buggy. Due to the number of calls the phone lines kept failing. New phone trunk lines kept being added but we brought the system to its knees.The phone system couldn't keep up with the demand. It was bedlam. It was dangerous because emergency services were not available over the phone.

If you couldn't do a support job, they made you a manager, and you provided reports instead.

Due to this experience, handling 18,000 support calls, all user interviews about what they were trying to do that they could not figure out, I realized that software needed to be, well - thoroughly designed, spec'd and tested. Software on the Mac just seemed to work much better, but it was more expensive and was based on a closed architecture of hardware only Apple manufactured.

Software Research, Requirements Gathering, Design, Test

I began designing software by re-designing Microsoft Word's mail merge in 1989-90 because it was so kludgy. Microsoft received thousands of support calls on Mail Merge. Not only were there a high number of calls, but the calls themselves were so frustrating that often the customers sent their actual files in to be edited and tested by the support team so the mail merge would function. Such design issues were too expensive to support and with the launch of Windows itself, we didn't have the bandwidth. An improved visual and logical method to perform mail merges was required instead of the existing form of scripting which was difficult for regular inexperienced people to do. 

Microsoft Award for Excellence

While there I received Microsoft's Award for Excellence for mentoring co-workers on multiplatform support - Windows, OS2, and MacOS and all applications (except DOS). 

18,000 calls, supporting users by interviewing them and listening to them over the phone I figured out what wasn't working with software and often reasoned out a better way. I taught users what terms like "select from the menu" meant, and how to hold a mouse.

Support costs from software weren't just directly economic. Much of the costs were inhuman frustration. Sometimes during support calls users threw their computers or printers out of the window, I heard it myself. I asked people not to wait so long to call in. We would support anyone in any condition as long as they didn't swear at us. I supported people who had just had brain surgery and in all kinds of very human situations - I received a number of commendations, was promoted to group manager.

User Research, Clean Design, and Testing

It appeared clearly user research, clean design, and testing would improve software.

Because of my mail merge design I met the Word developer team, which was at that time only 3 people, I was invited to propose a new design for Microsoft Mail, what is now named "Outlook". However, my design was stolen and used in a competitor's product much to my surprise - a case of corporate espionage which became clear when I found out about it later.

After that, I designed a handheld device which unfortunately I never finalized for production. I was given the impression that there was another team at Microsoft working on it but that wasn't true. From this I learned to follow out products that I believe in.

Rocket Scientists & A Random Caller Call to Say "Find a Different Job"

Finally, a team of actual rocket scientists called me from California for support with PowerPoint, and after I resolved a difficult display issue, they told me that I was too smart to work in Support anymore.

Within a day or so a man dialed randomly into Microsoft and I answered his call late at night. He complained that as a developer "Microsoft was not communicating well with developers" and "Can you personally do anything?" He asked me to find out where the support for developers is and get a job there.

Customers said I had to find a different job at Microsoft, and he said I had to help developers - so I did - I interviewed and landed a job in a brand new unit - the Microsoft Developers Network (MSDN).

Before leaving Support I suggested creating a phone system that would pick up and answer the top 10 calls, and a method by which users could select products - what we now call a phone tree (sorry!) which Microsoft built on my suggestion a few years later.

I realize that it is difficult to imagine a world prior to the Internet. My job at Microsoft Developers Network was scraping images from the development manuals to publish out to communicate with companies around the world via delivery on MSDN CD subscription service. I did such things as specify the first bitmap format from Aldus software (now Adobe) so that we could digitize entire books and save them as bitmaps. My original process took 4 steps to render images in batches as bitmaps.

Announcing the World's Computers Will Soon Be Connected Like Microsoft

While with MSDN I made the first speech at Microsoft about the coming of the World Wide Web to a group of 116 designers, developers, PMs, and managers. Their reaction to my speech about the coming interconnected world was unexpected - many demanded I be fired, or alternatively asked to apply for my job, because they could not foresee a business model for software if everyone globally was as connected as we were at Microsoft via the NOS Lan Man (https://en.wikipedia.org/wiki/LAN_Manager) - sharing files, folders, email, graphics, text, and proprietary file formats. Many people in high tech were already connecting to universities to share files since the 1970's.

Their fears appeared somewhat prophetic - it wasn't that there weren't avenues for sales, obviously these increased. It was just that the methods and kinds of sales needed to change to suit the SAAS (software as a service), and other sales methods such as digital downloads, including free / ads. This is a time of enforced change.

Some things changed more slowly. In a company of 5,000 men, I was one of the few women working at Microsoft. I didn't actually receive my "Ship It Award" for shipping MSDN software and watched while people became millionaires around me. I took a bus for between 2 and 4 hours to get to and from work every day. Frequently I stayed until the last bus at 11 or 1 AM depending on the routes.

Establish Trade Policies for Microsoft International

I recommended Microsoft's Vice President of International establish internal trade policies and that he, on behalf of Microsoft, advise the US government on changing the laws.

I tapped my friend and co-worker at Microsoft, John Scarborough to help advise the VP via email. John had been a monk in the Hindu religious tradition for 18 years prior to working at Microsoft. We advised Microsoft to start trading goods with India and hiring Indian nationals.

Indian national Rajiv Nair was the first full-time Microsoft employee - and from there Microsoft hiring grew.

I left to travel Asia as part of a world-renowned philosopher and teacher's entourage, to Thailand, India, and Nepal, with short stopovers in Hong Kong.

After that, I became a PM, all 3 types, product manager, program manager, and project manager at Microsoft & then a consultant working for many other companies.

Progressive / RealNetworks - Self-Support Via the Internet

I studied networks and was certified as a network engineer. I landed a job at a streaming media company but instead of doing networking, I was placed in Support. My friend Jeremy Hansen and I thought up the first online support tool. When the RealNetworks Player or Server created an error it would automatically look up and display the possible causes for the error to the end user.

While with Real I designed and created my site Wonderlane.com in 1998 - so late to the party!

I discovered that when there is a king of a domain they often do not want technical solutions if it challenges their reign. Support is one of those places which you can learn from, but is looked down upon in the software industry because it is both a cost center and a headache - it shows what mistakes were made or how things may be improved. I feel Support is a great place to learn.

Working as a PM, while mentoring SAP / Intel employees how to do product management, I realized not only was I originating new product ideas, but my wireframe designs were often better than the proposals we received. This made me:

1. A researcher by being in front of customers a lot, interviewing them and asking questions about their needs, documenting and stack ranking them as potential feature requests

2. A designer from rendering wireframes and more polished designs, or creating HTML, and

3. A tester or testing manager because I knew about high support costs, and worse yet the real personal costs of frustrated users, and worked through testing to prevent that frustration and higher costs

4. A Product Manager from a business sense and all of the above

Eventually, the software industry began really booming and I was managing between 4 to 21 people (designers, developers, PMs) on a regular basis researching and documenting needs in requirements documentation, designing, building or supporting developers and testers in building e-commerce applications and sites. With a wealth of experience, I was able to explain to test managers how to do simultaneous testing around the world for a networked feature while in Licencing and Product Security.

At Microsoft, I helped write specifications and design wireframes, including graphics, for their Order Management ecom application and create the sites, including localizing the ecom sites in 5 languages I didn't myself read or write but had tested for accuracy. I did such things as troubleshooting why the double-byte language didn't display properly on the published corporate site and fixing the code.

The Way of Design

I taught myself scripting in HTML using my friend Jun Alday's Way of Design site as the example (coding the HTML inside out then upside down and backward for fun) I taught my Microsoft manager CSS on the fly as I learned it. (The image screenshot from the Wayback Machine archive of Nov. 26, 2013)

While working with Moz Hussain, Linda Criddle and others at Microsoft I crafted documents like the Conditions of Use, and supported corporate legal matters on an international basis.

Recruited to firms in Silicon Valley, San Francisco, and LA I worked for several companies in a variety of designer and PM roles, including Director of eCommerce for RareMedium in LA, and continued managing people and researching, designing, documenting, testing, and building software.

My claim to fame is completely overhauling Microsoft's Partner Portal before it failed altogether. Originally I was asked what color the site should be, but I changed the business model instead based on user research.

In one 26-hour research session, I reviewed and learned the entire Partners site. I recommended, instead of a change of colors, a change in their business model, as the existing model was driving failure due to the user's experience. I recommended exposing Microsoft certifications as I had some interaction with certifications as a pilot program, and they had yet to make the certifications public. 

Dr. Jakob Nielsen

At that time I was lucky to study briefly with Dr. Jakob Nielsen in San Francisco. He is a gas - very humorous! He makes a great business case for software usability. If you get a chance go listen in person.

His partner Don Norman authored a seminal book that I received in 1989 when I walked in the door at Microsoft - The Design of Everyday Things, as Bill Gates gave everyone a copy on their first day as part of the onboarding package.

From there I worked as a consultant for Indian-based firms consulting for several Fortune 50 to 500 firms -- researching, designing, and doing user acceptance testing of a number of innovative IT applications and advising on or designing both public and corporate sites. I enjoyed redesigning applications for IT such as for Amazon and other large firms as often these apps do not get much investment - and because I started my career on the backend I have a soft spot for IT applications. 

University of Washington, iSchool

I worked full or part-time putting myself through a Master of Science in Information Management at the UW iSchool - with a side trip to Asia for a 3 month research and photoshoot.

Director Mike Crandall, Mary Gates Hall, Seattle, WA

I earned my Master of Science in Information Management, minoring in user experience, at the University of Washington, because of Director Mike Crandall (retired). He is shown here teaching my cohort on the UW campus. He has magnificent advice and is wonderfully knowledgeable.

Berkeley's Information School

Dr Michael Buckland

"What is a document?"

I was lucky enough to visit Berkeley's Information School at that time. I communicated with and met such scholars as Dr Michael Buckland just as he retired. Dr Buckland defined what a document is and is not. This photo is of Dr. Buckland channeling "Wallace and Gromit while we walk behind UC Berkeley in California.

Dean AnnaLee Saxenian

There I met the Executive Director of the iSchool Dean AnnaLee Saxenian, at the University of California at Berkeley and her team from left to right: Kevin Heard, Director, Computing & Information Services, John Conhaim, CIO's Technology Program, Erik Wilde,Visiting Professor, and herself - AnnaLee Saxenian, Dean iSchool in her office in South Hall on campus.

While at the University of Washington in Seattle's iSchool I taught Informatics with Jim Loter, now the Director of Digital Engagement for the City of Seattle.

Designing Software - Processes, Basic Research to Begin

Generally, I begin designing software by gathering communication preferences from the team, discovering what methods are used for storing information, and interviewing stakeholders. 

Sometimes after arriving the company management would ask me to teach the developer and PMs about user experience design and design thinking instead of completing the designs myself. That is very gratifying because it gives the community the ability to design things for themselves and look towards the future.

Amazon

Use Cases, Customer Interviews, Affinity Diagrams, Wireframes, User Testing, A/B Testing

One of the corporations I consulted for was Amazon - I worked there a couple of times with some jolly fun teams. The units I worked for included eCommerce, new applications (digital downloads), and Business Intelligence. I did use cases, did extensive customer interviews, affinity research, gathered and analyzed metrics while at Amazon. We did some A/B testing as well, of course!

I've solved difficult problems while designing products for Boeing, advising on products at T-Mobile (WA), Nike (OR), Toyota (CA), VISA (CA & CO), Costco (WA), Motorola Solutions (IL) and for a host of other companies. The nicest compliments I received!

I am good at my job because I had great mentors and co-workers, and interviewed a lot of users which gives me a depth of design experience.

I look for patterns in research that are free of bias, but which will make users happy.

10 Usability Heuristics for UI Design from Norman Nielsen Group

https://lnkd.in/gRNSDCm

When we examine this list -

• Why is it important?
• When do we use it?
• Why does it matter?

These are basics which all apps can be evaluated for.

1. Feedback: Visibility of system status
2. Metaphor: Match between system and the real world
3. Navigation: User control and freedom
4. Consistency: Consistency and standards
5. Prevention: Error prevention
6. Memory: Recognition rather than recall
7. Efficiency: Flexibility and efficiency of use
8. Design: Aesthetic and minimalist design
9. Recovery: Help users recognize, diagnose, and recover from errors
10. Help: Help and documentation

We evaluate against the app's basic needs. For example, a bug-reporting app needs to be used to create & store reports. Sounds simple? What else? Time stamping is a requirement of bug reporting. And?

Google 'defect tracking software' returns a list of existing apps & features - voila - you are doing requirements research and competitive analysis. You may be surprised how often product managers, design, and development teams forego research when it comes to basic functions their app should offer.

The 1st software bug was a moth in 1946

While a writer may list 20 methods of user research, these fall generally into Qualitative vs Qualitative dimensions. Qualitative methods gather research about behaviors/attitudes directly – like through interviews. Quantitative methods gather research through indirect methods, such as a survey, analysis – like Clickstream Analysis or A/B Testing.

At issue are the differences between what people say they want and what they actually choose when presented with a choice in real life. Qualitative research techniques are better at deriving why or how to fix problems while Qualitative research is better at how many and how much – because the analysis can be boiled down to math.

The classic representation is shown here:

To do product user testing, which is in some ways the most exciting because you can hear and see actual users interacting with the product, there are 4 classic forms, which I learned doing Usability-Lab Studies with the Seattle-based usability firm Blink from my friend Kelly Franznick, the truly kind co-founder. 

Patient, calm, cool, observant, a natural born teacher, Kelly explained "how and why" as he stepped through testing a product design, for a Fortune 50 software firm, that I felt was a design failure with major flaws – but, as it turned out, the worst was not for the reasons I knew - we uncovered even more.

These were accomplished with paid volunteers. One of the steps in the usability test was nearly impossible to accomplish - as the test subjects were all well-educated developers it was too difficult - they became embarrassed - and the test had to be stopped after 15 or 20 minutes of attempts. The target as it turned out was too large and appeared to be an advertisement even if it was what they wanted to purchase, their eyes avoided it.

Later he mentored me with more of his same reserved style of discovery while testing a brand-new application for a large insurance firm. We PMs, designers, and developers all profited by the Blink usability testing.

As documented on the Normal Neilsen Group site - these 4 methods of product testing with people are:

• Natural or near-natural use of the product (analytical - such as surveys and data mining)
• Scripted use of the product (insights on specific usage - which we did), do these steps, benchmarking - see how long it takes to do this, or if an item can be located or interacted with.
• Not using the product during the study (for example branding, not use or usability)
• A hybrid of the above (users can rearrange things, or discuss how something may work better, or if a user might want or use a product or service. Is something desirable? what do people say? What do they do?) Qualitative and Quantitative card sorting is possible. Scripted or unscripted eye tracking is possible for example.)

20 UX Methods in Brief

Here’s a short description of the user research methods shown in the above chart:

Usability-Lab Studies: participants are brought into a lab, one-on-one with a researcher, and given a set of scenarios that lead to tasks and usage of specific interest within a product or service.

Ethnographic Field Studies: researchers meet with and study participants in their natural environment, where they would most likely encounter the product or service in question.

Participatory Design: participants are given design elements or creative materials in order to construct their ideal experience in a concrete way that expresses what matters to them most and why.

Focus Groups: groups of 3–12 participants are lead through a discussion about a set of topics, giving verbal and written feedback through discussion and exercises.

Interviews: a researcher meets with participants one-on-one to discuss in depth what the participant thinks about the topic in question.

Eyetracking: an eyetracking device is configured to precisely measure where participants look as they perform tasks or interact naturally with websites, applications, physical products, or environments.

Usability Benchmarking: tightly scripted usability studies are performed with several participants, using precise and predetermined measures of performance.

Moderated Remote Usability Studies: usability studies conducted remotely with the use of tools such as screen-sharing software and remote control capabilities.

Unmoderated Remote Panel Studies: a panel of trained participants who have video recording and data collection software installed on their own personal devices uses a website or product while thinking aloud, having their experience recorded for immediate playback and analysis by the researcher or company.

Concept Testing: a researcher shares an approximation of a product or service that captures the key essence (the value proposition) of a new concept or product in order to determine if it meets the needs of the target audience; it can be done one-on-one or with larger numbers of participants, and either in person or online.

Diary/Camera Studies: participants are given a mechanism (diary or camera) to record and describe aspects of their lives that are relevant to a product or service, or simply core to the target audience; diary studies are typically longitudinal and can only be done for data that is easily recorded by participants.

Customer Feedback: open-ended and/or close-ended information provided by a self-selected sample of users, often through a feedback link, button, form, or email.

Desirability Studies: participants are offered different visual-design alternatives and are expected to associate each alternative with a set of attributes selected from a closed list; these studies can be both qualitative and quantitative.

Card Sorting: a quantitative or qualitative method that asks users to organize items into groups and assign categories to each group. This method helps create or refine the information architecture of a site by exposing users’ mental models.

Clickstream Analysis: analyzing the record of screens or pages that users click on and see, as they use a site or software product; it requires the site to be instrumented properly or the application to have telemetry data collection enabled.

A/B Testing (also known as “multivariate testing,” “live testing,” or “bucket testing”): a method of scientifically testing different designs on a site by randomly assigning groups of users to interact with each of the different designs and measuring the effect of these assignments on user behavior.

Unmoderated UX Studies: a quantitative or qualitative and automated method that uses a specialized research tool to capture participant behaviors (through software installed on participant computers/browsers) and attitudes (through embedded survey questions), usually by giving participants goals or scenarios to accomplish with a site or prototype.

True-Intent Studies: a method that asks random site visitors what their goal or intention is upon entering the site, measures their subsequent behavior, and asks whether they were successful in achieving their goal upon exiting the site.

Intercept Surveys: a survey that is triggered during the use of a site or application.

Email Surveys: a survey in which participants are recruited from an email message.

That's all for now!