Issue 305


Tools should not only be for experts – they should turn us into them
It’ time we moved away from the concept of “tools for experts” towards one of “using this tool over time makes you an expert.”

The How (and Why) of User Flows
The ability to create and think in user flows is one of the most important skills in a UX designer’s toolkit.

Product Intuition Calibration
Calibrating the user problem intuition and calibrating the org execution intuition takes time and a conscious effort but pay exponential rewards.

Design Systems For Figma: Bringing Context To Design Systems
Showing teams the context behind their design decisions in the system enables them to apply the system in a way that best meets their users’ needs.

7 Business Benefits of Inclusive Design
How building for accessibility helps companies succeed.


25% Off Online UX Design Courses
Advance your design career with over 29 online, self-paced UX courses from industry experts and top academics.

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Tools and Resources

State of Prototyping
A first-of-its-kind industry report that explores the rapid rise in both the popularity and accessibility of prototyping.

The Psychology Behind TikTok’s Addictive Feed
A look into why TikTok is fun and addictive.

Adobe XD Has a New Look
Adobe XD is getting a new suit of clothes.

a11yresources – A growing list of accessibility tools and resources
A growing list of accessibility tools and resources.

Why are elections so hard to design well? – Wireframe Podcast
Why designing for elections is a never-ending challenge.

UX Portfolio

Liam Madigan
Liam is a designer who previously interned at PayPal.

Last But Not Least

Dot-voting alternative – vote with your feet in design thinking workshops
An alternative to voting in workshops.

“A brilliant solution to the wrong problem can be worse than no solution at all: solve the correct problem.”
— Donald Norman

Thanks to this issue’s sponsor:
Interaction Design Foundation

Klaxoon launches Board, an interactive meeting product for video calls

A few weeks after teasing its new product, French startup Klaxoon is launching Board, a visual interface that lets you work together during a video call. Instead of staring at other people’s faces, you get a shared canvas that you can use for presentations and to suggest ideas.

Klaxoon is well aware that many companies have strong opinions about video conferencing services. Some companies are already using Microsoft Teams for everything, others are using Zoom or Google Meet. That’s why the company is trying to make it as easy as possible to use Board while you’re on a call using Zoom, Microsoft Teams or Google Meet.

Given that you’re already in Board when you’re generating a Zoom link, you can also use Klaxoon’s own video-conferencing service called Live.

“Video represents less than 10% of your screen real estate. Our goal isn’t to compete with other services when it comes to pixels, high definition or the number of thumbnails,” Klaxoon co-founder and CEO Matthieu Beucher told me.

Instead, when you use Live, you accept multiple constraints that could help you remain focused on your meeting. For instance, you can only have 15 people in your meeting. The person organizing the meeting can set a limit — it can be 5 minutes, 15 minutes or 30 minutes. But you can’t use Live for a meeting that lasts longer than 30 minutes.

And finally, other people on the calls are represented through tiny thumbnails on the right side of the screen. Most of the screen is filled with a sort of digital whiteboard that you can use to write text, insert images or videos. You can work on your board before starting the meeting or you can add a table from a template library.

People joining your meeting can submit ideas through digital sticky notes. You can also switch from the freeform view to a more structured column view to move ideas from one category to another.

Klaxoon has been working on interactive whiteboards and meeting tools for quite a few years now. Board combines some of the stuff that the company is already providing to its clients, but with a focus on remote meetings. The service is launching today for €9.90 per month.

Image Credits: Klaxoon

Amazon’s Prime Day mega sale event will take place October 13-14

Holiday shopping season is getting a big head start this year. Amazon today announced that it will hold Prime Day — its annual mega global sale event on a big range of items, including toys, TVs, electronics, fashion, beauty, kitchen, home, and Amazon Devices — on Tuesday, October 13 (midnight PT) and carrying on through Wednesday, October 14, just weeks ahead of Black Friday. Prime Day will take place in the U.S., U.K, U.A.E, Spain, Singapore, Netherlands, Mexico, Luxembourg, Japan, Italy, Germany, France, China, Canada, Belgium, Austria, Australia, and (for the first time) Turkey and Brazil.

Prime Day, as its name implies, is a sale aimed that people who are members of Amazon’s Prime loyalty program, which provides free shipping on a big range of items, access to Amazon’s various streamed media services, and other perks, for a monthly or annual fee. There are some 150 million+ people globally who now take out Prime memberships and Amazon offers free trials for people to sign up so that they can buy during the two-day event. 

(Pricing for Prime starts at $119 a year or $12.99 a month for individuals, with discounts for students, those on government assistance and others. Business Prime for businesses starts at $69 per year.)

The event, which is still called “Prime Day” even though it has grown over time to 48 hours, is usually held over the summer as a way of boosting buying activity in what can otherwise be more sluggish shopping months — 2019’s event was in July — but this year, it was postponed because of COVID-19.

That was likely due to multiple reasons. Given that the virus was peaking in the US this summer, having a big sales event might have been a bad look. But in addition to that, the economic impact of the virus has also taken a toll: for many budgets have tightened, and so if consumers are going to take the time to buy big-ticket items, Amazon is possibly banking on them doing that only once this year, during holiday shopping, rather than twice.

It will be interesting to see how Prime Day stacks up in that context. Last year, Amazon said that its Prime Day (which was extended for the first time to 48 hours in 2019) sold 175 million items, more than Black Friday and Cyber Monday combined.

Those are the key dates to note. Thanksgiving weekend — bookended by the US holiday and Cyber Monday and including Black Friday — have over the years become the unofficial “start” of the holiday shopping season. That period has become the key moment for retailers offline and online, when they bank on doing the most selling of the year and hitting (or hopefully passing) their numbers.

By placing its Prime Day event just a month ahead of that period, Amazon is essentially extending out the start time of that period, experimenting with the idea that they might actually get to “own” the whole start to the shopping season.

That may sound bold, but Amazon’s impact on wider shopping patterns and “shopping holidays” had already been proven. Last year, some 250 other online retailers, competitors to Amazon, set up promotional events to coincide with Prime Day, taking advantage of people being online and ready to buy things, and trying to make sure they are not cut out of the spending sprees.

Yet it’s not a sure thing, in the current climate. Even though Amazon, like a lot of other online retailers, have been raking in the sales as more people have turned away from physical stores to comply with social distancing rules, the longer term picture has been less sure. The job market is not strong, and people are watching their wallets.

So Amazon is taking all that on board and trying to pin bigger sweeteners into the mix on both sides of its marketplace. In addition to offering free trials of Prime (which it always does) it said it will give $10 credits to people to use on Prime Day if they spend $10 with selected small businesses between now and October 12.

“In the midst of an unprecedented year, we’re committed to making this the most successful Prime Day ever for our small businesses and excited for Prime members worldwide to discover new ways to support local entrepreneurs and save big on everything they need and love,” said Jeff Wilke, Amazon CEO Worldwide Consumer, in a statement. “This year’s Prime Day is the perfect opportunity for Prime members to get their holiday shopping done early from the comfort of their homes – and to have more time to spend with their families and friends throughout the season.”

Although Amazon sells a giant amount of merchandise directly, its network of third party sellers, many of which are small businesses who have come to rely on Amazon as the central piece of their e-commerce strategies, is a critical part of its wider catalogue, so getting them on board has been a major effort for the company. (Not least because it helps the company in its general antitrust profile, too.)

“In such an unsettled economy, we’ve actually been able to grow our sales with Amazon, allowing us to pay our employees more and pivot quickly when supply chain shortages struck,” said Colleen Sundlie, owner of Date Lady in Springfield, MO, in a statement. “Selling online has helped us stay connected with customers and continue growing our small business despite the challenging times.”

Playing with Holiday Shopping dates is really par for the course for Amazon, which also said that it’s getting a jump on its own Prime Day with sales starting today on Amazon Devices like the Echo Dot (get for $39.98) and Fire TV Recast ($129.99), and $100 off on Fire TV Edition Smart TVs, as well as deals on its streaming and media services, for example subscribing to four months of Amazon Music for $0.99.

It’s also pushing its payments services for the event. Prime members who sign up to Amazon Prime Rewards Visa Signature Cards get $100 gift cards among other perks.

Uber wins latest London licence appeal

Uber has won its appeal against having its licence to operate withdrawn in London.

In today’s judgement the court decided it was satisfied with process improvements made by the ride-hailing company, including around its communication with the city’s transport regulator.

The new licence comes with 21 conditions, jointly suggested to the Magistrate by Uber and TfL.

However it’s still not clear how long Uber will be granted a licence for — with the judge wanting to hear more evidence before taking a decision.

We’ve reached out to Uber and TfL for comment.

The ride-sharing giant has faced a multi-year battle to have its licence reinstated after Transport for London, the city’s transport regulator, took the shock decision not to issue a renewal in 2017 — citing safety concerns and deeming Uber not “fit and proper” to hold a private hire operator licence.

It went on to win a provisional appeal back in 2018 — when a UK court granted it a 15-month licence to give it time to continue working on meeting TfL’s requirements. However last November the regulator once again denied a full licence renewal — raising a range of new safety issues.

Despite that Uber has been able to continue operating in London throughout the appeals process — albeit, with ongoing uncertainty over the future of its licence. Now it will be hoping this is in the past.

In the appeal, Uber’s key argument was it is now “fit and proper” to hold a licence — claiming it’s listened to the regulator’s concerns and learnt from errors, making major changes to address issues related to passenger safety.

For example Uber pointed to improvements in its governance and document review systems, including a freeze on drivers who had not taken a trip for an extended period; real-time driver ID verification; and new scrutiny teams and processes; as well as the launch of ‘Programme Zero’ — which aims to prevent all breaches of licence conditions.

It also argued system flaws were not widespread — claiming only 24 of the 45,000 drivers using the app had exploited its system to its knowledge.

It also argued it now cooperates effectively and proactively with TfL and police forces, denying it conceals any failures. Furthermore, it claimed denying its licence would have a “profound effect” on groups at risk of street harassment — such as women and ethnic minorities, as well as disabled people.

It’s certainly fair to say the Uber of 2020 has travelled some distance from the company whose toxic internal culture included developing proprietary software to try to thwart regulatory oversight and eventually led to a major change of guard of its senior management.

However it’s interesting the court has taken the step of choosing to debate what length of licence Uber should receive. So while it’s a win for Uber, there are still some watchful caveats.

Offering commentary on today’s ruling, Anna McCaffrey, a senior counsel for the law firm Taylor Wessing, highlighted this element of the judgement. “The Magistrates Court agreed that Uber had made improvements and addressed TfL safety concerns. However, the fact that the length of extension is up for debate, rather than securing Uber’s preferred five year licence, demonstrates that Uber will have to work hard to continue to prove to TfL and the Court that it has really changed. If not, Uber is likely to find itself back in Court facing the same battle next year,” she noted in a statement.

She also pointed out that a decision is still pending from the Supreme Court to “finally settle” the question as to whether Uber’s drivers are workers or self-employed — another long-running legal saga for Uber in the UK.

The company is also facing fresh legal challenges related to its algorithmic management of drivers. So there’s still plenty of work for its lawyers.

The App Drivers and Couriers Union (ADCU), meanwhile, offered a cautious welcome of the court’s decision to grant Uber’s licence renewal — given how many of its members are picking up jobs via its platform.

However the union also called for the mayor of London to break up what it dubbed Uber’s “monopoly” by imposing limits on the numbers of drivers who can register on its platform. In a statement, ADCU president, Yaseen Aslam, argued: “The reduced scale will give both Uber and Transport for London the breathing space necessary to ensure all compliance obligations -– including worker rights — are met in future.”

Update: Uber has now sent this statement — attributed to Jamie Heywood, regional general manager for Northern & Eastern Europe: “This decision is a recognition of Uber’s commitment to safety and we will continue to work constructively with TfL. There is nothing more important than the safety of the people who use the Uber app as we work together to keep London moving.”

Noyo raises $12.5M Series A to keep building its health insurance API business

This morning, Noyo, a startup that provides APIs that link players in the health insurance space, announced that it has closed a $12.5 million Series A round of funding. 

The new capital comes less than a year after the startup disclosed that it had raised around $4 million in pre-seed and seed capital, and that its product was already in the market.

At the time it was clear that Noyo had a laser focus on its part of the healthcare world. Now, nearly a year later, the company confirmed to TechCrunch during conversations surrounding its new capital raise that it’s keeping its focus for now.

Linking the carriers and platforms of other insurance verticals, or varietals, will have to wait.

But Noyo is working in an enormous market, namely the U.S. health insurance universe, one that could provide it with space to grow for years to come. The startup sells the use of its application programming interfaces, or APIs, which in Noyo’s case allow customers to “execute, track, and confirm the fulfillment of member transaction requests to carriers,” citing the startup’s documentation

The company’s product was born out of frustration that Noyo co-founders Shannon Goggin and Dennis Lee dealt with while working for Zenefits, an HR tech unicorn that ran into problems with regulators and customers alike. For more on that story, our prior reporting is useful. (Notably, AgentSync is another API startup play under construction by Zenefits alums.)

The American healthcare market is enormous, lucrative and fraught with inefficiencies and antiquated technology. And the insurance portion of the healthcare market is similarly titanic and broken, providing an outsize opportunity for a startup that can navigate its politics and unique needs with a technology solution able to help incumbents speed up, and save money.

The Series A

Noyo’s new funding event was led by Costanoa Ventures and Spark Capital. Prior investors Core Innovation Capital, Garuda Ventures, the Webb Investment Network, Precursor Ventures and Homebrew upped their investment in the new round.

Homebrew’s Satya Patel was effusive about the company in a comment provided to TechCrunch, saying that Noyo’s “technology and strategic vision have convinced major industry leaders to get on board right out of the gate.” This tracks with what the company has said, including that it has lined up new partnerships with insurance providers Ameritas and Humana.

Patel also noted that “Noyo is helping connect insurance companies and the growing ecosystem of insurtechs,” a portion of the startup market that TechCrunch has worked to track in the last year as it has raised piles of capital, seen notable liquidity and continues to drive headlines more recently.

A good question to ask startups that don’t run their cash accounts near zero before raising new funds is why they raised now. In Noyo’s case, I was curious what was the catalyzing factor for it to go out and raise more capital. 

Goggin said that Noyo had found “really good signal and pickup from our early clients and partners.” That, combined with what she described as a “very clear sense of what we needed to do, and how we could accelerate bringing our future vision to life” were enough for her team to say “alright, let’s settle down, this is working, let’s be able to take the big swings.”

And thus the Series A came together.

Noyo has plans to keep hiring, with Goggin telling TechCrunch that her company is currently around 20 people, but will be around 30 by the time 2021 kicks off. She added that “the nice thing” about her new capital raise is that her startup won’t have “a staffing constraint” when it wants to “roll out a new product.”

The pace at which Noyo builds, then, should accelerate.

Which, in turn, should yield more revenue growth. Goggin cautioned that Noyo is not aiming for profitability but is, at the same time, “a real business with a viable model.” The Series A stage is generally a bit early to press founders on growth metrics, as most won’t share unless they are outlier-good. But happily, by the time that Noyo raises a Series B, it should have enough revenue history for some useful year-over-year comparisons, and we will ask for them.

The Noyo round is another data point that API-delivered startups are seeing good market traction, and that investors are taking notice. Expect to hear from a few more related companies in the next few weeks if my inbox is any indicator of what’s coming up.

Product Managers Learn To Deal With Customer Outrage

Product managers need to learn how to deal with angry customers
Product managers need to learn how to deal with angry customers
Image Credit: Jürg Dalkkas Follow

So what’s up with your customers? Why are they so touchy? It sure seems like customers can very quickly become upset about something that wasn’t covered in your product development, definition and then fly off the handle and be in the streets waving signs and talking with television stations about how bad you are all in the space of a couple of hours. It has become clear that we product managers are now living in a different age and time than we used to. What we need to learn how to do is to deal with customers who have for some reason become very, very angry with either our product or our company. When this happens, just exactly what is a product manager supposed to do?

The Power Of Outrage

Let’s face it – any one of us can make a mistake. This should not have to be something that will show up on your product manager resume. There are also a lot of people out there who seem to be sitting at home just looking for something to get angry about. When the two things come together – we make a mistake and people who want to be angry find out about it, we can very quickly find ourselves in a situation that we need to know how to handle in order to save the reputation of our product, our brand, and our company.

What product managers are discovering is that the online social media tools are allowing angry people to extend their reach and amplifies any mistakes that we might make. Product managers are now realizing that we need to come up with new tools that we can use to deal with the fallout when our products get global online criticism. Once upon a time, we could count on small local issues staying local – we hoped that nobody else would find out about what was going on. However, in the new world every small issue that anyone may have with our product will get written about and photos can go viral on the internet in seconds.

What product managers need to realize is that the fact the controversy can propagate at such quick speeds that you are going to need to implement a three prong system for responding to these events. What you will have to do is acknowledge, apologize, and investigate. The experts who study how best to react to upset customers tell us that we need to take action within the first half hour. This is referred to as being the “window of opportunity”. What has been learned is that if you make the mistake of ignoring something for longer than a half an hour, you are going to find out that it will that much more difficult to shape the perception of the public. The result of this kind of customer blow up can be as simple as having to lay low for a while or having your entire senior management replaced.

Plans For Dealing With Outraged Customers

The first step that product managers need to take in order to deal with outraged customers is to look for ways to prevent them from becoming outraged in the first place. What this means is that we’d like to find ways to not make mistakes. What most of us need to do is to create a diversity and inclusion team to review our products. We need to make sure that our products are reviewed by people in multiple departments. Product managers need to take a look at how their products are being produced. They need to find ways to add more eyes to the review and it’s even better if those eyes are diverse eyes.

What product managers are going to have to learn to do is to understand the crisis-management equation. What we need to learn is finding a balance between when we should issue apologies and pull a product vs when we should take a more hands-off approach. Product managers need to understand that most things that blow up on social media tend to go away very quickly. We need to train ourselves to not overreact to two days of online complaints.

If there is any good news in all of this online outrage activity, most times product managers will not experience any slump in sales when such an event happens. If the product manager deals with the situation and perhaps issues an apology, then there may end up being no impact on product sales. The take away from all of this is that product managers need to stay involved in what messages are being presented to our customers .Even attempts at progressive uplifting messages can become garbled or confused and may lead to customer confusion and anger. If a product manager can detect issues before they become pubic, then outrage can be avoided.

What All Of This Means For You

What every product manager wants to do is to make our customers happy. We want to provide them with products that solve problems for them and allow them to do things that they were not able to do before. However, sometimes even the best laid plans have a tendency to awry. When this happens and we discover that we have somehow slighted our customers, we may discover that our customers have become very, very upset. Outraged customers have a tendency to get on social media and amplify their anger. Product managers have to be aware that this can happen and when customers start to become outraged, we need to take a look at our product manager job description and quickly step in and take actions to resolve the issue.

No matter what your product is, there will always be people out there, customers and non-customers, who are just itching to become angry about it. When you make a mistake, either real or imagined, they will pounce. The reason that this has become such a big deal for us is that with the arrival of social media tools, angry people now have a platform that they can use to broadcast to the world just how upset they are. Very quickly what was a small local issue can become a global challenge for a product manager. Product managers have to be ready for people to become angry. When an event happens, we need to acknowledge, apologize, and investigate. What we need to realize is that speed matters – we have roughly 30 minutes to get out in front of an event before it blows up. Product managers need to start to have product related information reviewed by groups of diverse people to catch issues before they can blow up. Social media issues can go away quickly, we just need to be able to judge if we’re dealing with a real issue or a temporary problem. If there is any good news in all of this, it’s that product sales are rarely impacted by outraged customers.

So it turns out that being a product manager is a full time job. Just when you think that you have everything under control, somebody out there may decide to become outraged. You need to make sure that if this happens, you become aware of it quickly so that you can react to it. Showing your customers that you are listening to them and that you care what they think will go a long way towards calming angry people down. Spend the time listening to what people are saying about your product and you can make sure that you don’t get surprised by outraged customers!

– Dr. Jim Anderson Blue Elephant Consulting –
Your Source For Real World Product Management Skills™

Question For You: Do you think that it is always important to apologize when somebody becomes upset about your product?

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What We’ll Be Talking About Next Time

Product managers who are responsible for selling alcohol are in a bit of a bind these days. For some reason, perhaps because of everyone’s health kick, sales of alcohol have been declining over the past few years. Today’s millennials are just not buying as much beer, wine, and hard liquor as their parents once did. This news is sad for alcohol product managers. However, there is some good news for them. It turns out that some of the fastest growing alcohol drinks in the U.S. are called “alcopops”. The product development definition for these drinks defines a strong, sugary alcoholic soda that is targeted towards younger drinkers. Could these be the products that alcohol product managers need to save their market?

The post Product Managers Learn To Deal With Customer Outrage appeared first on The Accidental Product Manager.

Start with Delivering

You need to make sure you are delivering what will help your product’s customers. Watch and learn more from product management expert, Don Ross.

Philippines payment processing startup PayMongo lands $12 million Series A led by Stripe

Stripe has led a $12 million Series A round in Manila-based online payment platform PayMongo, the startup announced today.

PayMongo, which offers an online payments API for businesses in the Philippines, was the first Filipino-owned financial tech startup to take part in Y Combinator’s accelerator program. Y Combinator and Global Founders Capital, another previous investor, both returned for the Series A, which also included participation from new backer BedRock Capital.

PayMongo partners with financial institutions, and its products include a payments API that can be integrated into websites and apps, allowing them to accept payments from bank cards and digital wallets like GrabPay and GCash. For social commerce sellers and other people who sell mostly through messaging apps, the startup offers PayMongo Links, which buyers can click on to send money. PayMongo’s platform also includes features like a fraud and risk detection system.

In a statement, Stripe’s APAC business lead Noah Pepper said it invested in PayMongo because “we’ve been impressed with the PayMongo team and the speed at which they’ve made digital payments more accessible to so many businesses across the Philippines.”

The startup launched in June 2019 with $2.7 million in seed funding, which the founders said was one of the largest seed rounds ever raised by a Philippines-based fintech startup. PayMongo has now raised a total of almost $15 million in funding.

Co-founder and chief executive Francis Plaza said PayMongo has processed a total of almost $20 million in payments since launching, and grown at an average of 60% since the start of the year, with a surge after lockdowns began in March.

He added that the company originally planned to start raising its Series A in in the first half of next year, but the growth in demand for its services during COVID-19 prompted it to start the round earlier so it could hire for its product, design and engineering teams and speed up the release of new features. These will include more online payment options; features for invoicing and marketplaces; support for business models like subscriptions; and faster payout cycles.

PayMongo also plans to add more partnerships with financial service providers, improve its fraud and risk detection systems and secure more licenses from the central bank so it can start working on other types of financial products.

The startup is among fintech companies in Southeast Asia that have seen accelerated growth as the COVID-19 pandemic prompted many businesses to digitize more of their operations. Plaza said that overall digital transactions in the Philippines grew 42% between January and April because of the country’s lockdowns.

PayMongo is currently the only payments company in the Philippines with an onboarding process that was developed to be completely online, he added, which makes it attractive to merchants who are accepting online payments for the first time. “We have a more efficient review of compliance requirements for the expeditious approval of applications so that our merchants can use our platform right away and we make sure we have a fast payout to our merchants,” said Plaza.

If the momentum continues even as lockdowns are lifted in different cities, that means the Philippine’s central bank is on track to reach its goal of increasing the volume of e-payment transactions to 20% of total transactions in the country this year. The government began setting policies in 2015 to encourage more online payments, in a bid to bolster economic growth and financial inclusion, since smartphone penetration in the Philippines is high, but many people don’t have a traditional bank account, which often charge high fees.

Though lockdown restrictions in the Philippines have eased, Plaza said PayMongo is still seeing strong traction. “We believe the digital shift by Filipino businesses will continue, largely because both merchants and customers continue to practice safety measures such as staying at home and choosing online shopping despite the more lenient quarantine levels. Online will be the new normal for commerce.”

Trump administration’s TikTok ban has been delayed

A U.S. federal court has said a ban on TikTok will not go into effect on Monday as scheduled.

The move to delay the anticipated ban will allow Americans to continue using the app while the court considers the ban’s legality and whether the app poses a risk to national security as the Trump administration claims.

For weeks since President Donald Trump signed two executive orders in early August, the government has threatened to shut down the viral video sharing app over fears that its parent company ByteDance, headquartered in Beijing, could be forced to turn over user data to the Chinese government. TikTok, which has 100 million users in the United States alone, has long rejected the claims.

TikTok first filed a lawsuit against the administration on September 18, and on Thursday this week filed a last minute injunction in an effort to stop the ban going into effect Sunday night. On Friday, the government asked the court to reject the injunction in a sealed motion, which the government later refiled as a public motion with some redactions. A public hearing on the injunction was set for Sunday morning. The case is being heard in DC District Court presided by judge Carl J. Nichols.

In its ruling on Sunday, the court gave just its decision, with the formal opinion handed over privately to just the two opposing parties. Due to sensitive material included in the government’s motion, the parties have until Monday to ask for any redactions before the final opinion will be published.

The decision is just the latest episode in the continuing saga of the sprawling fight over the future of the fastest-growing social app in America. A deal reached between ByteDance and the U.S. government last weekend was believed to have resolved the standoff between the two parties, but the deal has frayed over disputed details between buyer Oracle and ByteDance.

The administration first launched an action against TikTok on August 6, with President Trump arguing in an executive order that the app posed an unreasonable national security risk for American citizens. That order mirrored a similar one published the same day that put restrictions on the popular Mandarin-language messenger app WeChat, which is owned by China-based Tencent.

Last weekend, a federal magistrate judge in San Francisco put in place an injunction on the Commerce Department’s ban on WeChat, pending further court deliberations. TikTok, whose arguments mirror those in the WeChat lawsuit, was hoping for a similar outcome in its own legal proceedings.

One difference between the two lawsuits is the plaintiffs. In WeChat’s case, a group of WeChat users filed a lawsuit arguing that a ban would hurt their expression of speech. TikTok is representing itself in its own fight with the government.

The court case is TikTok Inc. et al v. Trump et al (1:2020-cv-02658).