I attended an interesting webinar on “Content Curation on the Social Intranet.” given by Shel Holtz of Holtz Communication + Technology on December 13^th.  While the concept is not new and several articles have been written on the topic, it did make me wonder why law firms have not utilized content curation to bring together commentary that they have published on their websites, blogs, twitter feeds, email blasts, videos and podcasts. Curating the best content by topic would make it much easier for clients to find all of the information produced by a law firm on a particular subject.

According to Shel, organizations need to think like publishers and become trusted guides and content curators. In an early blog posting from 2009, Rohit Bhargava defined the content curator as “someone who continually finds, groups, organizes and shares the best and most relevant content on a specific issue online.” Anybody who has used social bookmarking tools like Digg or Delicious or shared links via an email or Twitter could in fact be called a content curator.

Shel adds to this definition by stating that curators must also provide context and meaning to explain why they have decided to share specific content. According to Shel, the curation process should involve the five following steps:

1. Identification – Know your audience
2. Collection – Collect content based on a topic
3. Documentation – Document the original sources of content
4. Context – Provide additional context and meaning
5. Display – Present the information in the best possible way

ITWorldCanada is an excellent example of content curation in the enterprise technology context. It collects stories from around the world and each story has an annotation as to why it is worth reading. A big thanks to Connie Crosby for highlighting two Canadian curation tools called ConnectedN and Equentia and mentioning the ITWorldCanada site on her blog. Law firms could provide similar micro sites that curate their own content from a variety of platforms on topical and timely legal issues.

A couple of tools mentioned during the Webinar are Storify and Scoop.It which combine aggregation, curation and the ability to add context to each post. I tried both and found Scoop.It easy to use. It allows you the ability to create multiple curated topics and quickly publish a blog post or web page that you are reading on the fly. The stories are presented in an online magazine format and topics are searchable and can be followed by other people. Scoop.IT also creates an automatic search that runs in the background and is based on keywords that were added during the creation of the topic. You can choose to publish any stories found in the search results, delete the story or remove the source.

In order to test the software, I created a topic called Holiday E-Cards and curated law firm holiday e-cards that have been sent to me or posted on law firm websites. I also added an e-card from a design firm that was mentioned a number of times on twitter and is quite innovative and fun! Using Scoop.It, I was able to move the position of the cards displayed as well as add personal commentary. Scoop.It just launched a professional version for business organizations that can be branded with the firm logo, colour and fonts and integrated on its website.

Shel also talked about using content curation internally to address the abundance of information on Intranets and also provide context. Good use scenarios include curating content from employee blogs, firm initiatives, training and social events. Marketing departments could also curate content about the company, competitors, industry or market place. Finally, content curation can be used for personal knowledge management to collect and organize information on specific topics. Twitter Lists, Twitter Times, Google + Sparks and Paper.Li are individual curation tools that collect content based on subject matter expertise, keywords or a particular interest, to read at a later point.

Content curation, whether used for internal or external purposes, is a very effective way to filter through the enormous amount of information that is being published on a daily basis. It helps you distinguish the signal from the noise.

In September, I attended the 18^th “Intranets for Corporate Communications” conference hosted by Federated Press. Attendees and speakers were an interesting mix of marketing, corporate communications and knowledge management experts as well as intranet consultants. The focus of the two day course was on using intranets to better maximize internal communications, breakdown silos, motivate employees, promote organizational change and firm branding. The three themes that really stood out for me were the importance of an intranet’s usability, content and role in helping to communicate change through out an organization.

Don Hameluck, a usability expert, talked about the winning formula for a successful intranet, which includes providing value and a satisfying and engaging user experience that keeps users coming back. He also talked about the importance of having an intranet that is aligned with business strategy and goals

Don then discussed the different ways to assess usability which include:

• asking a usability expert to review the design;
• conducting task-based or contextual inquiry tests with actual users;
• gathering staff feedback through surveys or polls; and
• analyzing operational data such as support logs, analytics and other metrics.

Content is key to the success of any intranet and should be reviewed on a regular basis to determine if it is relevant, current and continues to meet the needs of employees. Loris Parekh, Director of Digital Communications for Revera, provided useful tips in considering content management, including determining ownership of content, intranet roles and responsibilities, centralized or decentralized publishing, delivery tools and internal/external sources of content.

Loris shared her motivational techniques for content owners. They included giving them the latitude, tools and training to add content. Promoting the business value of their content and publishing a list of the top ten pages visited by employees are other great motivational techniques for content owners.

Finally, Loris talked about content applications that help drive employees to the intranet which include: company news, blogs, wikis, forms, HR information, self-service tools, policies and procedures, phone directory, organizational charts, document repositories and contact information. This list certainly made me consider what could be added to our intranet.

Other presentations discussed using intranets as change vehicles for communications regarding company reorganizations, office moves, business transformations, and so on. Madeline Long-Duke, Vice President Corporate Sector for Weber Shandwick, discussed leveraging corporate intranets for change management initiatives.

According to Madeline, 70% of all change projects fail due to poor communication regarding the purpose, goal and benefits of the change. They also fail because the infrastructure, processes, incentives, skills and feedback mechanisms are not in place to support the change.

Results can be improved through better stakeholder management and a communications strategy. An intranet should be part of that communications strategy because it is an optimum platform to increase awareness and “buy-in”, connect all strategic initiatives in one place, send a unified message to stakeholders across business, functional and geographical units and validate the messaging. Intranets can also be used to motivate and engage employees by providing a forum where they can ask questions, brainstorm ideas, provide feedback and comments on the change project.

Along with other case studies presented at the conference, these three presentations help illustrate that intranets are never static and need to be continually assessed for usability, content and communication delivery. They rely on the expertise of IT, Marketing, Communications and Knowledge Management and can be effectively utilized for internal communications and change management initiatives.

For those who do public speaking, I recently attended two webinars which provided great tips on organizing your presentation, choosing the best delivery method, creating relevant content and connecting with your target audience. The first webinar “Creating & Organizing your speech”, was hosted by LexBlog and Faith Pincus on May 18^th. The second, on June 7^th, was a webinar for upcoming speakers for the 2011 ILTA (International Legal Technology Association) Conference. I am speaking at this conference on a panel about “Next Generation Intranets” and will consider many of these tips and recommendations in planning and delivering my presentation.

Faith Pincus of Pincus Professional Education started her webinar by reminding attendees of the importance of “AMI” — Audience, Message and Image. To deliver an effective presentation, it is important to know your audience and its needs, provide a message that is coherent and logical, and project an image and delivery that is dynamic and confident. Faith then discussed five steps to help organize your presentation:

1. Define the purpose of your presentation

Write the purpose down, say it out loud and then edit 

2. Gather supporting material which explains the concept

Supporting material can include statistics, facts, quotes, cases, articles and stories. Stories are the most effective way to connect with the audience while communicating the overall message.

3. Stick only to three main points 

According to Faith, people absorb odd numbers rather then even numbers. Three points is just enough for the audience to retain the information you are trying to communicate.

4. Select your organizational pattern

How will you organize the delivery of the information: by topic, in chronological or sequential order, or in a problem/solution or compare/contrast format?

5. Create your outline

Faith recommends creating a five sentence outline which describes the key concepts and purpose of your presentation. The sentences should be practised out loud to become familiar with the concepts and find out what works and what doesn’t. The sentences should then be reduced to a keyword outline. I have often transferred the keyword outline to index cards that can be used to rehearse my speech or spark my memory during the presentation.

Finally, Faith spoke about the importance of a strong introduction and conclusion. The introduction to a presentation provides the opportunity to define its purpose, control your image, establish credibility and preview the main points. A great attention grabber is to start with a quote, anecdote or rhetorical question. The conclusion should reinforce the purpose, the three main points and refer to the attention grabber in the introduction.

The ILTA speaker’s webinar had conference organizers and experts sharing their tips for speaking at the ILTA Annual Conference in August. The key message was to know your audience and try to make it part of the conversation. The experts offered various techniques for interactivity including crowd sourcing, polls, Q&A, asking for a show of hands in response to a question, or asking audience members for stories like a show and tell. Crowd sourcing is an interesting concept where you use social media tools like Twitter (hash tags) or a Wiki to collect ideas or to survey or poll the audience in advance of, or during, the session.

The following tips were recommended to create rich and relevant content:

1. Tell stories and give examples based on experience
2. Balance theory with specifics
3. Manage content to the allotted time
4. Set accurate expectations and deliver 

Provide more detail in the hand-out than on the power point slides was another excellent piece of advice. Like Faith, the ILTA experts emphasized the importance of an introduction that lists the objectives and purpose of the presentation, and a conclusion that reinforces the purpose and provides key takeaways and resources.

These are great tips if you are a public speaker or about to do your first speaking engagement.

My inspiration for this column comes from hearing Steven Levy and Rick Kathuria speak about legal project management at the Legal IT Conference on April 4^th. Steven very effectively described the “Seven Habits of Effective Legal Project Managers” which included creating a project charter, clarifying stakeholders, minimizing waste and building a communication plan. Rick talked about how this was put into practice at McCarthy Tétrault through the implementation of a legal project management framework that involved the following four stages:

So far, most of the focus in legal project management has been on applying a project management framework to the life cycle of a matter or client assignment. The same principles and framework could be applied to other initiatives within the firm by Marketing, Professional Development and IT Departments.

According to the PMBok Guide, “a project is a temporary endeavour undertaken to create a unique product, service or result”. Marketing initiatives such as client conferences or client publications have a distinct beginning and end, are temporary and result in the creation of a unique product or service. Marketing projects also follow a similar framework which is described using a client conference as an example below.

The first step in any conference is to DEFINE the scope, content and format of the conference. What are the topics and learning objectives of the conference? Will the conference be delivered on the web or on site? Will it be a full day or half day format? The marketing manager may also identify key stakeholders at this stage such the conference chair, the conference coordinator, the presenters, the content reviewers, the target audience, the event venue contact, and publishing contacts for the brochure. 

The Responsibility Assignment Matrix (RAM) or the Responsible Accountable Consulted Informed (RACI) chart is an effective project management technique which helps define the roles and responsibility of stakeholders for large scale conferences. This involves identifying stakeholders who are responsible for doing the work, accountable for the quality of the work, subject matter experts who need to be consulted about content of the work and those who need to be informed of the progress. A plan can be developed for communicating with each group of stakeholders which leads us to the next stage.

The second step is to PLAN the conference which can include setting a conference date, selecting and booking a venue, planning the sessions, selecting and booking presenters, defining requirements for materials, drafting the conference brochure and invitation, etc. Planning should involve most of the stakeholders, some of who may be new to the conference process. A very useful exercise at this stage and one of my favourite project management techniques is to walk through a Work Breakdown Structure (WBS) with the whole group. This is an excellent brain storming exercise which captures all of the major components of work and the tasks for each activity. You can capture this information in a variety of ways using Microsoft Visio or by placing sticky notes on a wall which is a technique I often use when I’m pressed for time. The Work Breakdown Structure (example in picture below) provides an excellent breakdown of all of the tasks that need to be done before, during and after the conference. This information can then be transferred to an excel spreadsheet which identifies who is responsible for each task and the target dates/deadlines.

Click on image to enlarge.

The third stage is to MONITOR progress which can include developing presentations and materials; reviewing materials, monitoring attendee enrolment and managing stakeholder communications. It is important at this stage to communicate progress to key stakeholders through weekly status updates that identify risks, constraints and actions taken. This helps to avoid messy email discussions that result when somebody has been left out of the communication loop. This stage is completed with the delivery of the conference.

The final stage is one of the most important and often poorly executed. This is the EVALUATE and ASSESS stage which involves capturing client feedback through a conference survey. What is often neglected, is the solicitation of feedback from the other stakeholders on what went well and what did not go so well during the project. The lessons learned and best practices along with the survey feedback can be captured in a report that will be extremely useful for future conferences.

The application of any of the project management techniques discussed above will help clarify expectations for internal and external stakeholders and streamline the conference process.

Marketing of philanthropic activities is not a new concept and now appears to be the norm for most law firms with their involvement in various charitable campaigns, fundraising events and pro bono work. What is surprising is the low profile these activities have on law firm websites and the lack of a consistent approach within the profession. An informal survey of 15 large to mid-size law firm websites found Corporate Responsibility under the following sections:

• “About Us” section – 10 sites
• “Student Recruitment” section – 4 sites
• “Home Page” – 1 site had a direct link on its home page

Bank and accounting firm websites are more consistent with their approach to publicizing their philanthropic activities, with most Corporate Responsibility pages published under the About Us section.

There are many marketing benefits from philanthropic activities including costs which are lower than other marketing initiatives, increased media exposure and brand recognition. For example, the cost of sponsoring a table at a charitable event is not usually significant and provides a great opportunity to promote the corporate brand and network with clients who are invited to attend the event. Another low cost philanthropic initiative is the holiday e-cards, where some firms indicated that the money saved from printing and mailing out print holiday cards would be donated to charities.

Law firms are actively involved with many charitable and fund raising events. Some have Committees or Foundations established that administer firm-wide charitable giving and sponsorships.

The most popular appears to be the “United Way Campaign”, which can involve fundraising events like Bake Sales, Pizza Lunches, Silent Auctions, Raffles and Employee Pledge forms. These events are marketed extensively within the firm, raise quite of bit of money for the United Way and are a fun way to boost employee morale while giving back to the community.

Firms support individual causes that may have had a direct impact on employees such as “Canadian Breast Cancer Foundation CIBC Run for the Cure” or “The Weekend To End Breast Cancer”. They also participate in law firm challenges such as the “Juvenile Diabetes Research Foundation’s Ride for Diabetes Research” or the “Legal Post Toronto Literacy Challenge”.

Some law firms also actively encourage volunteerism by giving employees time off to volunteer, or provide matching donations for hours of volunteer work or for time spent on charitable board memberships. An article from the Financial Post on December 15^th, 2010 highlights other great charitable work that law firms are doing.

So why are these activities not given a higher profile on law firm websites—and where is the logical place to market this information? Although it is not a core part of the business, corporate responsibility does help to project a positive image about community involvement for prospective clients, employees and students. This information should be more accessible on law firm websites from menus or links on the home page. The About Us or firm profile section seems to be the most logical place to market corporate responsibility. The Internet has become the primary medium of communication and the firm website should reflect the core business, people and values of the firm.

Our firm recently launched a LinkedIn Campaign for Lawyers which encouraged all lawyers to create and maintain a profile on LinkedIn. Hicks Morley has a company profile on LinkedIn that contains the profiles of approximately 80 members. While a company account is beneficial to set up as a way to gain access to these profiles, the real marketing benefit comes from the exposure of individual lawyer profiles.

LinkedIn was chosen as the primary social media marketing tool for the following reasons:

• Business oriented professional online directory 
• Key resource for subject matter experts, referrals & new clients
• Ability to connect with clients already on LinkedIn
• Helps build a lawyer’s personal brand
• Highly ranked in search results for a lawyer’s name 
• Easy to create and maintain individual profiles

The first phase of our campaign involved teaching lawyers how to create profiles and accept LinkedIn invitations through Outlook or LinkedIn. Training was highly recommended for associates because of LinkedIn’s networking capability and potential for business development. Partners were also encouraged to attend the training.During the training sessions we highlighted the benefits of LinkedIn and the low maintenance involved with creating and updating profiles.

Keeping the training simple was the key to the success of the roll-out. We deliberately chose not to teach the advanced features of LinkedIn so the time spent creating a profile was minimal and would not overwhelm first time users. Trainers highlighted the following five profile sections to help increase professional and firm exposure:

1. Professional Headline & Photo –Profiles look more professional with a photo and correct headline
2. Summary of Professional Experience & Specialties–Keywords in job summary and specialities make lawyers easier to find
3. Past Experience –Help to build a network that includes past colleagues who could be referral sources or potential clients 
4. Education – Ditto for past school mates
5. Website Links –Help drive traffic to the firm website and blog and each lawyer’s bio on the website 

Initially the training also included sending LinkedIn invites using the “People You May Know” feature, but this resulted in invites being sent around the firm. Since our use of LinkedIn was not to connect with existing colleagues but focus more on the content of the profile and accepting invites, a decision was made to remove this from the training. Lawyers will discover how to send invitations as they become more comfortable with the software. 

Our second phase has just launched and addresses existing user profiles on LinkedIn. A quick scan of current profiles before the project started, revealed the need for consistent terminology regarding the company name, job title, etc. This phase will most likely involve quick one-on-one sessions with users that need help editing their profile. Eventually we also plan to offer training for advanced users on the more interactive features of LinkedIn such as adding upcoming speaking engagements as Events; Slide Share presentations; and Blog posts or Twitter status updates to profiles.

LinkedIn can be a really effective marketing tool that requires very little time investment to keep profiles current but has the potential for big returns in terms of personal branding, network building and business development. Since many lawyers, clients, journalists and potential referral sources are already on LinkedIn, it made sense to make this a strategic marketing initiative for 2010 and 2011.

I attended the Social Intranet Summit in Vancouver on October 26^th and 27^th, a conference sponsored by ThoughtFarmer, a vendor of social Intranet software. The audience was a mix of Intranet managers from Marketing, IT and Knowledge Management departments. There were some terrific insights shared at this conference which are useful for anybody about to implement or upgrade a social Intranet. Here is a short summary of some of the key learnings.

What is social Intranet software? According to the experts, social Intranet software combines traditional Intranet elements with social collaboration features such as “rich user profiles, activity streams, discussion forums, wiki and blog capabilities,” micro blogging, etc. Social Intranets result in user generated content where updating responsibility is moved to a decentralized, open model. Giving up editorial control on parts of an Intranet can be a scary concept for many organizations but the transparency of authorship helps to discourage abuse and bad content.

Dion Hinchcliffe, one of the keynote speakers, kicked things off by talking about Social as a Global Trend where companies such as IBM and Siemens have started to implement strategies to reduce or eliminate collaboration by email. Dion then discussed strategies to help show the business value of social software which included: 

• Defining the problem first before selecting the software;
• Increasing everybody’s collaborative literacy – this was also emphasized in another presentation as key to a successful implementation;
• Understanding why social software works and focus on aspects such as Search, Links, Authorship and Tags (taken from Andrew McAfee’s SLATES). Increasing the discoverability of information by search, links & tags and providing open, easy authorship can lead to “network effects by default”; and
• Actively encouraging emergent and unintended consequences because “Social Intranets aren’t like classical enterprise software”

Eric Karjaluoto, founding partner of smashLAB, delivered a great presentation on “Visual Literacy: Understanding the Core Principles of Great Design”. According to Eric: “Design affects everybody but it isn’t democratic.” This generated a few chuckles in the room from anybody who has been involved with an Intranet, blog or website design committee. Eric summarized some key design principles for Intranets and websites that included: 

• Unity to ensure that all elements work together;
• Consistency which is achieved through repetition in colour, type, form, structure, language, and imagery;
• Hierarchy where “bigger items attract the eye” and lead the viewer to critical elements, functions or messages; and
• Simplicity – which for Eric is the most important principle and key to a successful Intranet and/or website 

Eric also provided links to some great resources on design principles including IBM’s Design Principles, The 7 Principles of Universal Design, and Google User Experience.

Lastly, Selma Zafar, a User Experience Designer from OpenRoad Communications, gave an excellent presentation on “Creating Effective Requirements.” Selma started by explaining the difference in requirements between an Intranet and website in terms of familiarity, efficiency, content updates and authoring models. Websites have a centralized model of authoring, less frequent visits in comparison to Intranets and fewer updates. Intranets have frequent visitors and updates so requirements should decentralize content authoring and help increase staff efficiency and familiarity. The key takeaway for me was to shift the focus from want to actual need. In other words “never ask employees what they want, but observe and interview them to assess what they need.”

Although this is only a small portion of the excellent presentations delivered over the two day period, these three presentations provided the following workflow for anybody starting out on a social Intranet project: 

• Start by designing a good business strategy that solves a problem & shows the value of social Intranet software;
• Focus on core design principles that will enhance the overall user experience; and finally
• Design good requirements that result in content that addresses what users really need

More in-depth coverage of this conference will be provided by ThoughtFarmer on its blog over the next couple of months.

Disclaimer: My firm uses ThoughtFarmer’s Social Intranet Software.

In June, Hicks Morley launched its first external blog, “Human Resources Legislative Update”. The blog replaces a monthly newsletter on legislative changes in human resources law that was sent to clients by email and posted on our website. The downside of the newsletter format was that by the time it was published, it was often already out of date due to the frequency of legislative changes and updates. We needed a time-sensitive solution that was accessible 24/7 to our legislative writers, provided a quick and easy publishing solution and gave readers the ability to ask questions or leave comments. The Knowledge Management Group had already successfully launched an internal blog that had similar features, so we proposed an external blog to our Executive.

As I was writing this column, a blog entry by Sean D’Souza entitled “5 Reasons Why No One Is Reading Your Email Newsletter” appeared on Twitter and LinkedIn. The five reasons included: content which was not useful and involved self promotion; using a voice that is not compelling; lack of structure; lack of communication regarding certain actions; and lack of frequency.

Our blog business case addressed many of the same issues, including the structure and content of blog entries, target audience, frequency of updates, the proposed bloggers, the accessibility of the blog platform and the ability to moderate and respond to readers’ comments. It also included a recommendation to outsource the blog design to a vendor that specializes in developing and hosting legal blogs.
The content was ideal for the firm’s first foray into the blogging sphere because it was factual and authoritative. Each blog entry would be a short, succinct summary of the legal change and its impact on our readers. Blog posts would be targeted to a niche audience interested in specific legislative developments that could also be found through topics and tags. The postings would be frequent due to constant legislative changes at both the federal and provincial levels.

The proposed bloggers were Knowledge Management lawyers who are subject matter experts, and authors of both the legislative newsletter and the internal blog. They were already familiar with wikis and blogs and excited about a blog platform that would expedite the publishing process and be available after hours and outside the office.

We launched in June, with content dating back to April, and have added entries at least once a week since the launch (even though the federal and provincial governments are not sitting through the summer!).

Two months after the launch, we have found the blog to be a perfect alternative to the legislative newsletter. It is a live, instantaneous forum for internal and external stakeholders interested in legislative developments. The short summaries on our blog complement the in-depth analysis and commentary in the publications that are emailed to clients and posted on our website. Readers have the flexibility of receiving blog updates through RSS feeds, email notifications or by visiting the site. Blogs are the perfect platform for niche audiences, for content that is constantly changing and for facilitating a greater opportunity for dialogue with readers.

What makes a website a great experience from an end user’s perspective? This topic was recently discussed at a meeting of legal knowledge managers in Toronto where Kerri McKenna from imason and Heather Ritchie from McCarthy Tétrault shared some excellent tips and challenged some myths. Most of the tips are common sense, with the key to web usability being consistency – within the site itself and with web design standards and conventions.

One of the best tips is to maximize the use of white space between paragraphs and in the left and right margins which makes the site easier to read. I find this tip vital for RSS readers as well, and often skip feeds that contain large paragraphs of text because they are difficult to read. According to a study by Lin in 2004, the use of white space can improve comprehension by 20% (Lin, 2004).

For page layout, studies have shown that users expect the search bar to be located in the top right corner and a link to the home page in the top left. The search bar should default to a simple search and be accessible on every page.

Also recommended is keeping the text short and concise by writing 50% less than what you would in print. Text should be easy to scan through the use of headings, bulleted lists and short paragraphs. Other useful tips include using bold and italics for emphasis instead of underlining, and using a maximum of four colours and three type faces. Links should be obvious through the use of underlining and colour.

User experience can be improved through minimizing the use of flashing text, pop-up windows, jargon, all-caps and legalese. “Click here” language should not be used for links, as it is extraneous. Instead use descriptive text that describes where the user will end up by clicking on the link.

Two myths that were debunked by usability studies include the ‘3 click rule’ and the myth of the page fold. Many sites try to design their content so it is buried only 3 clicks deep which can be a huge challenge. People don’t mind clicking as long as they feel they are on the right path and the clicks are in a logical order. The page fold myth states that users do not scroll beneath the visible part of the screen and so pages should be short in length. Actually, users will scroll if they believe there is something of value ‘below the fold’. They have less patience for horizontal (side to side) scrolling, so this should be avoided.

Existing sites can be enhanced by following many of these conventions but don’t forget usability testing. One of the best methods for testing usability is to observe users as they perform a pre-defined set of tasks while you document their roadblocks and frustrations. This can be monitored electronically or through a facilitator.

For law firms in Ontario, these usability tips should come in handy to assist them to comply with the Information and Communications Accessibility Standard, which is expected to become law within the next few years under the Accessibility for Ontarians with Disabilities Act, 2005. More information can be found on the AccessON website.

In closing, what makes a great experience is the ability to easily find, scan and understand content and navigate sites efficiently. Following web conventions and best practices will help to improve the site experience because users will know what to expect when they are on your site. 

The following are excellent resources if you are interested in reading more about web usability:

Nielsen, J & Loranger, H (2006) “ Prioritizing Web Usability”

Lin, D. Y. M. (2004). "Evaluating older adults' retention in hypertext perusal: impacts of presentation media as a function of text topology." Computers in Human Behavior, 20.

Krug, Steve (2006) “Don’t Make Me Think”