May 4, 2015
4 min

Collating your user testing notes

Header graphic for the article 'Collating your user testing notes'

It’s been a long day. Scratch that - it’s been a long week! Admit it. You loved every second of it.

Twelve hour days, the mad scramble to get the prototype ready in time, the stakeholders poking their heads in occasionally, dealing with no-show participants and the excitement around the opportunity to speak to real life human beings about product or service XYZ. Your mind is exhausted but you are buzzing with ideas and processing what you just saw. You find yourself sitting in your war room with several pages of handwritten notes and with your fellow observers you start popping open individually wrapped lollies leftover from the day’s sessions. Someone starts a conversation around what their favourite flavour is and then the real fun begins. Sound familiar? Welcome to the post user testing debrief meeting.

How do you turn those scribbled notes and everything rushing through your mind into a meaningful picture of the user experience you just witnessed? And then when you have that picture, what do you do next? Pull up a bean bag, grab another handful of those lollies we feed our participants and get comfy because I’m going to share my idiot-proof, step by step guide for turning your user testing notes into something useful.

Let’s talk

Get the ball rolling by holding a post session debrief meeting while it’s all still fresh your collective minds. This can be done as one meeting at the end of the day’s testing or you could have multiple quick debriefs in between testing sessions. Choose whichever options works best for you but keep in mind this needs to be done at least once and before everyone goes home and forgets everything. Get all observers and facilitators together in any meeting space that has a wall like surface that you can stick post its to - you can even use a window! And make sure you use real post its - the fake ones fall off!

Mark your findings (Tagging)

Before you put sharpie to post it, it’s essential to agree as a group on how you will tag your observations. Tagging the observations now will make the analysis work much easier and help you to spot patterns and themes. Colour coding the post its is by far the simplest and most effective option and how you assign the colours is entirely up to you. You could have a different colour for each participant or testing session, you could have different colours to denote participant attributes that are relevant to your study eg senior staff and junior staff, or you could use different colours to denote specific testing scenarios that were used. There’s many ways you could carve this up and there’s no right or wrong way. Just choose the option that suits you and your team best because you’re the ones who have to look at it and understand it. If you only have one colour post it eg yellow, you could colour code the pen colours you use to write on the notes or include some kind of symbol to help you track them.

Processing the paper (Collating)

That pile of paper is not going to process itself! Your next job as a group is to work through the task of transposing your observations to post it notes. For now, just stick them to the wall in any old way that suits you. If you’re the organising type, you could group them by screen or testing scenario. The positioning will all change further down the process, so at this stage it’s important to just keep it simple. For issues that occur repeatedly across sessions, just write them down on their own post its- doubles will be useful to see further down the track.In addition to  holding a debrief meetings, you also need to round up everything that was used to capture the testing session/s. And I mean EVERYTHING.

Handwritten notes, typed notes, video footage and any audio recordings need to be reviewed just in case something was missed. Any handwritten notes should be typed to assist you with the completion of the report. Don’t feel that you have to wait until the testing is completed before you start typing up your notes because you will find they pile up very quickly and if your handwriting is anything like mine…. Well let’s just say my short term memory is often required to pick up the slack and even that has it’s limits. Type them up in between sessions where possible and save each session as it’s own document. I’ll often use the testing questions or scenario based tasks to structure my typed notes and I find that makes it really easy to refer back to.Now that you’ve processed all the observations, it’s time to start sorting your observations to surface behavioural patterns and make sense of it all.

Spotting patterns and themes through affinity diagramming

Affinity diagramming is a fantastic tool for making sense of user testing observations. In fact it’s just about my favourite way to make sense of any large mass of information. It’s an engaging and visual process that grows and evolves like a living creature taking on a life of its own. It also builds on the work you’ve just done which is a real plus!By now, testing is over and all of your observations should all be stuck to a wall somewhere. Get everyone together again as a group and step back and take it all in. Just let it sit with you for a moment before you dive in. Just let it breathe. Have you done that? Ok now as individuals working at the same time, start by grouping things that you think belong together. It’s important to just focus on the content of the labels and try to ignore the colour coded tagging at this stage, so if session one was blue post its don’t group all the blue ones together just because they’re all blue! If you get stuck, try grouping by topic or create two groups eg issues and wins and then chunk the information up from there.

You will find that the groups will change several times over the course of the process  and that’s ok because that’s what it needs to do.While you do this, everyone else will be doing the same thing - grouping things that make sense to them.  Trust me, it’s nowhere near as chaotic as it sounds! You may start working as individuals but it won’t be long before curiosity kicks in and the room is buzzing with naturally occurring conversation.Make sure you take a step back regularly and observe what everyone else is doing and don’t be afraid to ask questions and move other people’s post its around- no one owns it! No matter how silly something may seem just put it there because it can be moved again. Have a look at where your tagged observations have ended up. Are there clusters of colour? Or is it more spread out? What that means will depend largely on how you decided to tag your findings. For example if you assigned each testing session its own colour and you have groups with lot’s of different colours in them you’ll find that the same issue was experienced by multiple people.Next, start looking at each group and see if you can break them down into smaller groups and at the same time consider the overall picture for bigger groups eg can the wall be split into say three high level groups.Remember, you can still change your groups at anytime.

Thinning the herd (Merging)

Once you and your team are happy with the groups, it’s time to start condensing the size of this beast. Look for doubled up findings and stack those post its on top of each other to cut the groups down- just make sure you can still see how many there were. The point of merging is to condense without losing anything so don’t remove something just because it only happened once. That one issue could be incredibly serious. Continue to evaluate and discuss as a group until you are happy. By now clear and distinct groups of your observations should have emerged and at a glance you should be able to identify the key findings from your study.

A catastrophe or a cosmetic flaw? (Scoring)

Scoring relates to how serious the issues are and how bad the consequences of not fixing them are. There are arguments for and against the use of scoring and it’s important to recognise that it is just one way to communicate your findings.I personally rarely use scoring systems. It’s not really something I think about when I’m analysing the observations. I rarely rank one problem or finding over another. Why? Because all data is good data and it all adds to the overall picture.I’ve always been a huge advocate for presenting the whole story and I will never diminish the significance of a finding by boosting another. That said, I do understand the perspective of those who place metrics around their findings. Other designers have told me they feel that it allows them to quantify the seriousness of each issue and help their client/designer/boss make decisions about what to do next.We’ve all got our own way of doing things, so I’ll leave it up to you to choose whether or not you score the issues. If you decide to score your findings there are a number of scoring systems you can use and if I had to choose one, I quite like Jakob Nielsen’s methodology for the simple way it takes into consideration multiple factors. Ultimately you should choose the one that suits your working style best.

Let’s say you did decide to score the issues. Start by writing down each key finding on it’s own post it and move to a clean wall/ window. Leave your affinity diagram where it is. Divide the new wall in half: one side for wins eg findings that indicate things that tested well and the other for issues. You don’t need to score the wins but you do need to acknowledge what went well because knowing what you’re doing well is just as important as knowing where you need to improve. As a group (wow you must be getting sick of each other! Make sure you go out for air from time to time!) score the issues based on your chosen methodology.Once you have completed this entire process you will have everything you need to write a kick ass report.

What could possibly go wrong? (and how to deal with it)

No process is perfect and there are a few potential dramas to be aware of:

People jumping into solution mode too early

In the middle of the debrief meeting, someone has an epiphany. Shouts of We should move the help button! or We should make the yellow button smaller! ring out and the meeting goes off the rails.I’m not going to point fingers and blame any particular role because we’ve all done it, but it’s important to recognise that’s not why we’re sitting here. The debrief meeting is about digesting and sharing what you and the other observers just saw. Observing and facilitating user testing is a privilege. It’s a precious thing that deserves respect and if you jump into solution mode too soon, you may miss something. Keep the conversation on track by appointing a team member to facilitate the debrief meeting.

Storage problems

Handwritten notes taken by multiple observers over several days of testing adds up to an enormous pile of paper. Not only is it a ridiculous waste of paper but they have to be securely stored for three months following the release of the report. It’s not pretty. Typing them up can solve that issue but it comes with it’s own set of storage related hurdles. Just like the handwritten notes, they need to be stored securely. They don’t belong on SharePoint or in the share drive or any other shared storage environment that can be accessed by people outside your observer group. User testing notes are confidential and are not light reading for anyone and everyone no matter how much they complain. Store any typed notes in a limited access storage solution that only the observers have access to and if anyone who shouldn’t be reading them asks, tell them that they are confidential and the integrity of the research must be preserved and respected.

Time issues

Before the storage dramas begin, you have to actually pick through the mountain of paper. Not to mention the video footage, and the audio and you have to chase up that sneaky observer who disappeared when the clock struck 5. All of this takes up a lot of time. Another time related issue comes in the form of too much time passing in between testing sessions and debrief meetings. The best way to deal with both of these issues  is to be super organised and hold multiple smaller debriefs in between sessions where possible. As a group, work out your time commitments before testing begins and have a clear plan in place for when you will meet.  This will prevent everything piling up and overwhelming you at the end.

Disagreements over scoring

At the end of that long day/week we’re all tired and discussions around scoring the issues can get a little heated. One person’s showstopper may be another person’s mild issue. Many of the ranking systems use words as well as numbers to measure the level of severity and it’s easy to get caught up in the meaning of the words and ultimately get sidetracked from the task at hand. Be proactive and as a group set ground rules upfront for all discussions. Determine how long you’ll spend discussing an issue and what you will do in the event that agreement cannot be reached. People want to feel heard and they want to feel like their contributions are valued. Given that we are talking about an iterative process, sometimes it’s best just to write everything down to keep people happy and merge and cull the list in the next iteration. By then they’ve likely had time to reevaluate their own thinking.

And finally...

We all have our own ways of making sense of our user testing observations and there really is no right or wrong way to go about it. The one thing I would like to reiterate is the importance of collaboration and teamwork. You cannot do this alone, so please don’t try. If you’re a UX team of one, you probably already have a trusted person that you bounce ideas off. They would be a fantastic person to do this with. How do you approach this process? What sort of challenges have you faced? Let me know in the comments below.

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First Click Testing Data: Correct First Click Lead to 3X Higher Task Success

In 2009, Bob Bailey and Cari Wolfson published published findings that changed how we approach first click testing and usability testing. They analyzed 12 scenario-based user tests and found that if someone gets their first click right, they're about twice as likely to complete their task successfully. This finding was so compelling that we built First Click Testing (formerly Chalkmark) specifically to help teams test this.  But we'd never actually validated their research using our own data, until now.

Turns out, we're sitting on one of the world's largest databases of tree testing results. So we analyzed millions of task responses to see if the "first click predicts success" hypothesis holds up.

It does. Convincingly.

Users who get their first click correct are nearly three times more likely to complete their task successfully (70% vs 24% success rate).

Here's how we validated the original study, what our data shows, and why first clicks matter more than you might think.

Original first click testing study: 87% task success rate

Bob and Cari analyzed data from twelve usability studies on websites and products with varying amounts and types of content, a range of subject matter complexity, and distinct user interfaces. They found that people were about twice as likely to complete a task successfully if they got their first click right, than if they got it wrong:

If the first click was correct, the chances of getting the entire scenario correct was 87% if the first click was incorrect, the chances of eventually getting the scenario correct was only 46%.

Our Tree Testing data: First clicks predict 70% task success rate

We analyzed millions of tree testing responses in our database. We've found that people who get the first click correct are almost three times as likely to complete a task successfully:

If the first click was correct, the chances of getting the entire scenario correct was 70% if the first click was incorrect, the chances of eventually getting the scenario correct was 24%

To give you another perspective on the same data, here's the inverse:

If the first click was correct, the chances of getting the entire scenario incorrect was 30% if the first click was incorrect, the chances of getting the whole scenario incorrect was 76%

How Tree Testing measures first click success and task completion

Bob and Cari proved the usefulness of the methodology by linking two key metrics in scenario-based usability studies: first clicks and task success. First Click Testing doesn't measure task success — it's up to the researcher to determine as they're setting up the study what constitutes 'success', and then to interpret the results accordingly. Tree Testing (formerly Treejack) does measure task success — and first clicks.

In a tree test, participants are asked to complete a task by clicking though a text-only version of a website hierarchy, and then clicking 'I'd find it here' when they've chosen an answer. Each task in a tree test has a pre-determined correct answer — as was the case in Bob and Cari's usability studies — and every click is recorded, so we can see participant paths in detail.

Thus, every single time a person completes an individual tree testing task, we record both their first click and whether they are successful or not. When we came to test the 'correct first click leads to task success' hypothesis, we could therefore mine data from millions of task.

To illustrate this, have a look at the results for one task. The overall Task result, you see a score for success and directness, and a breakdown of whether each Success, Fail, or Skip was direct (they went straight to an answer), or indirect (they went back up the tree before they selected an answer):

Tree testing task results showing success and directness scores

In the pie tree for the same task, you can look in more detail at how many people went the wrong way from a label (each label representing one page of your website):

Pie tree visualization showing first click paths in tree testing

In the First Click tab, you get a percentage breakdown of which label people clicked first to complete the task:

First click data breakdown by label in tree testing

And in the Paths tab, you can view individual participant paths in detail (including first clicks), and can filter the table by direct and indirect success, fails, and skips (this table is only displaying direct success and direct fail paths):

Participant path analysis showing direct success and fail rates

How to run first click tests: Best practices for usability testing

First click analysis is one of the most predictive metrics in usability testing. Whether you're testing wireframes, landing pages, or information architecture, measuring first click success gives you early insight into whether your design will work.

This analysis reinforces something we already knew: first clicks matterIt is worth your time to get that first impression right. You have plenty of options for measuring the link between first clicks and task success in your scenario-based usability tests. From simply noting where your participants go during observations, to gathering quantitative first click data via online tools, you'll win either way. And if you want quantitative first click data, Optimal has you covered. First Click Testing works for wireframes and landing pages, while Tree Testing validates your information architecture.

To finish, here are a few invaluable insights from other researchers on getting the most from first click testing:

About this study

This analysis was conducted in 2015 using millions of task responses from Optimal’s First Click and Tree Testing tools. While the dataset predates recent UI trends, the underlying behavioral principle, that a correct first click strongly predicts task success, remains consistent with modern usability research.

Header graphic for the article 'Efficient Research: Maximizing the ROI of Understanding Your Customers'
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Efficient Research: Maximizing the ROI of Understanding Your Customers

Introduction

User research is invaluable, but in fast-paced environments, researchers often struggle with tight deadlines, limited resources, and the need to prove their impact. In our recent UX Insider webinar, Weidan Li, Senior UX Researcher at Seek, shared insights on Efficient Research—an approach that optimizes Speed, Quality, and Impact to maximize the return on investment (ROI) of understanding customers.

At the heart of this approach is the Efficient Research Framework, which balances these three critical factors:

  • Speed – Conducting research quickly without sacrificing key insights.
  • Quality – Ensuring rigor and reliability in findings.
  • Impact – Making sure research leads to meaningful business and product changes.

Within this framework, Weidan outlined nine tactics that help UX researchers work more effectively. Let’s dive in.

1. Time Allocation: Invest in What Matters Most

Not all research requires the same level of depth. Efficient researchers prioritize their time by categorizing projects based on urgency and impact:

  • High-stakes decisions (e.g., launching a new product) require deep research.
  • Routine optimizations (e.g., tweaking UI elements) can rely on quick testing methods.
  • Low-impact changes may not need research at all.

By allocating time wisely, researchers can avoid spending weeks on minor issues while ensuring critical decisions are well-informed.

2. Assistance of AI: Let Technology Handle the Heavy Lifting

AI is transforming UX research, enabling faster and more scalable insights. Weidan suggests using AI to:

  • Automate data analysis – AI can quickly analyze survey responses, transcripts, and usability test results.
  • Generate research summaries – Tools like ChatGPT can help synthesize findings into digestible insights.
  • Speed up recruitment – AI-powered platforms can help find and screen participants efficiently.

While AI can’t replace human judgment, it can free up researchers to focus on higher-value tasks like interpreting results and influencing strategy.

3. Collaboration: Make Research a Team Sport

Research has a greater impact when it’s embedded into the product development process. Weidan emphasizes:

  • Co-creating research plans with designers, PMs, and engineers to align on priorities.
  • Involving stakeholders in synthesis sessions so insights don’t sit in a report.
  • Encouraging non-researchers to run lightweight studies, such as A/B tests or quick usability checks.

When research is shared and collaborative, it leads to faster adoption of insights and stronger decision-making.

4. Prioritization: Focus on the Right Questions

With limited resources, researchers must choose their battles wisely. Weidan recommends using a prioritization framework to assess:

  • Business impact – Will this research influence a high-stakes decision?
  • User impact – Does it address a major pain point?
  • Feasibility – Can we conduct this research quickly and effectively?

By filtering out low-priority projects, researchers can avoid research for research’s sake and focus on what truly drives change.

5. Depth of Understanding: Go Beyond Surface-Level Insights

Speed is important, but efficient research isn’t about cutting corners. Weidan stresses that even quick studies should provide a deep understanding of users by:

  • Asking why, not just what – Observing behavior is useful, but uncovering motivations is key.
  • Using triangulation – Combining methods (e.g., usability tests + surveys) to validate findings.
  • Revisiting past research – Leveraging existing insights instead of starting from scratch.

Balancing speed with depth ensures research is not just fast, but meaningful.

6. Anticipation: Stay Ahead of Research Needs

Proactive researchers don’t wait for stakeholders to request studies—they anticipate needs and set up research ahead of time. This means:

  • Building a research roadmap that aligns with upcoming product decisions.
  • Running continuous discovery research so teams have a backlog of insights to pull from.
  • Creating self-serve research repositories where teams can find relevant past studies.

By anticipating research needs, UX teams can reduce last-minute requests and deliver insights exactly when they’re needed.

7. Justification of Methodology: Explain Why Your Approach Works

Stakeholders may question research methods, especially when they seem time-consuming or expensive. Weidan highlights the importance of educating teams on why specific methods are used:

  • Clearly explain why qualitative research is needed when stakeholders push for just numbers.
  • Show real-world examples of how past research has led to business success.
  • Provide a trade-off analysis (e.g., “This method is faster but provides less depth”) to help teams make informed choices.

A well-justified approach ensures research is respected and acted upon.

8. Individual Engagement: Tailor Research Communication to Your Audience

Not all stakeholders consume research the same way. Weidan recommends adapting insights to fit different audiences:

  • Executives – Focus on high-level impact and key takeaways.
  • Product teams – Provide actionable recommendations tied to specific features.
  • Designers & Engineers – Share usability findings with video clips or screenshots.

By delivering insights in the right format, researchers increase the likelihood of stakeholder buy-in and action.

9. Business Actions: Ensure Research Leads to Real Change

The ultimate goal of research is not just understanding users—but driving business decisions. To ensure research leads to action:

  • Follow up on implementation – Track whether teams apply the insights.
  • Tie findings to key metrics – Show how research affects conversion rates, retention, or engagement.
  • Advocate for iterative research – Encourage teams to re-test and refine based on new data.

Research is most valuable when it translates into real business outcomes.

Final Thoughts: Research That Moves the Needle

Efficient research is not just about doing more, faster—it’s about balancing speed, quality, and impact to maximize its influence. Weidan’s nine tactics help UX researchers work smarter by:


✔️  Prioritizing high-impact work
✔️  Leveraging AI and collaboration
✔️  Communicating research in a way that drives action

By adopting these strategies, UX teams can ensure their research is not just insightful, but transformational.

Watch the full webinar here

Header graphic for the article 'Dan Dixon and Stéphan Willemse: HCD is dead, long live...'
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Dan Dixon and Stéphan Willemse: HCD is dead, long live HCD

There is strong backlash about the perceived failures of Human Centred Design (HCD) and its contribution to contemporary macro problems. There seems to be a straightforward connection: HCD and Design Thinking have been adopted by organizations and are increasingly part of product/experience development, especially in big tech. However the full picture is more complex, and HCD does have some issues.

Dan Dixon, UX and Design Research Director and Stéphan Willemse, Strategy Director/Head of Strategy, both from the Digital Arts Network, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, about the evolution and future of HCD.

In their talk, Dan and Stéphan cover the history of HCD, its use today, and its limitations, before presenting a Post HCD future. What could it be, and how should it be different? Dan and Stéphan help us to step outside of ourselves as we meet new problems with new ways of Design Thinking.

Dan Dixon and Stéphan Willemse bios

Dan is a long-term practitioner of human-centred experience design and has a wealth of experience in discovery and qual research. He’s worked in academic, agency and client-side roles in both the UK and NZ, covering diverse fields such as digital, product design, creative technology and game design. His history has blended a background in the digital industry with creative technology teaching and user experience research. He has taken pragmatic real-world knowledge into a higher education setting as well as bringing deeper research skills from academia into commercial design projects. In higher education, as well as talks and workshops, Dan has been teaching and sharing these skills for the last 16 years. 

Stéphan uses creativity, design and strategy to help organizations innovate towards positive, progressive futures. He works across innovation, experience design, emerging technologies, cultural intelligence and futures projects with clients including Starbucks, ANZ, Countdown, TradeMe and the public sector. He holds degrees in PPE, Development Studies, Education and an Executive MBA. However, he doesn’t like wearing a suit and his idea of the perfect board meeting is at a quiet surf break. He thinks ideas are powerful and that his young twins ask the best questions about the world we live in.

Contact Details:

Email: dan.dixon@digitalartsnetwork.com

Find Dan on LinkedIn  

HCD IS DEAD, LONG LIVE HCD 👑

Dan and Stéphan take us through the evolving landscape of Human Centred Design (HCD) and Design Thinking. Can HCD effectively respond to the challenges of the modern era, and can we get ahead of the unintended consequences of our design? They examine the inputs and processes of design, not just the output, to scrutinize the very essence of design practice.

A brief history of HCD

In the 1950s and 1960s, designers began exploring the application of scientific processes to design, aiming to transform it into a systematic problem-solving approach. Later in the 1960s, design thinkers in Scandinavia initiated the shift towards cooperative and participative design practices. Collaboration and engagement with diverse stakeholders became integral to design processes. Then, the 1970s and 1980s marked a shift in perspective, viewing design as a fundamentally distinct way of approaching problems. 

Moving into the late 1980s and 1990s, design thinking expanded to include user-centered design, and the idea of humans and technology becoming intertwined. Then the 2000s witnessed a surge in design thinking, where human-centered design started to make its mark.

Limitations of the “design process”

Dan and Stéphan discuss the “design squiggle”, a concept that portrays the messy and iterative nature of design, starting chaotically and gradually converging toward a solution. For 20 years, beginning in the early 90s, this was a popular way to explain how the design process feels. However, in the past 10 years or so, efforts to teach and pass down design processes have become common practice. Here enter concepts like the “double diamond” and “pattern problem”, which seek to be repeatable and process-driven. These neat processes, however, demand rigid adherence to specific design methods, which can ultimately stifle innovation. 

Issues with HCD and its evolution

The critique of such rigid design processes, which developed alongside HCD, highlights the need to acknowledge that humans are just one element in an intricate network of actors. By putting ourselves at the center of our design processes and efforts, we already limit our design. Design is just as much about the ecosystem surrounding any given problem as it is about the user. A limitation of HCD is that we humans are not actually at the center of anything except our own minds. So, how can we address this limitation?

Post-anthropocentric design starts to acknowledge that we are far less rational than we believe ourselves to be. It captures the idea that there are no clear divisions between ‘being human’ and everything else. This concept has become important as we adopt more and more technology into our lives, and we’re getting more enmeshed in it. 

Post-human design extends this further by removing ourselves from the center of design and empathizing with “things”, not just humans. This concept embraces the complexity of our world and emphasizes how we need to think about the problem just as much as we think about the solution. In other words, post-human design encourages us to “live” in our design problem(s) and consider multiple interventions.

Finally, Dan and Stéphan discuss the concept of Planetary design, which stresses that everything we create, and everything we do, has the possibility to impact everything else in the world. In fact, our designs do impact everything else, and we need to try and be aware of all possibilities.

Integrating new ways of thinking about design

To think beyond HCD and to foster innovation in design, we can begin by embracing emerging design practices and philosophies such as "life-centered design," "Society-centered design," and "Humanity-centered design." These emerging practices have toolsets that are readily available online and can be seamlessly integrated into your design approach, helping us to break away from traditional, often linear, methodologies. Or, taking a more proactive stance, we can craft our own unique design tools and frameworks. 

Why it matters 🎯

To illustrate how design processes can evolve to meet current and future challenges of our time, Dan and Stéphan present their concept of “Post human-centered design” (Post HCD). At its heart, it seeks to take what's great about HCD and build upon it, all while understanding its issues/limitations.

Dan and Stéphan put forward, as a starting point, some challenges for designers to consider as we move our practice to its next phase.

Suggested Post HCD principles:

  • Human to context: Moving from human-centered to a context-centred or context sensitive point of view.
  • Design Process to Design Behaviour: Not being beholden to design processes like the “double diamond”. Instead of thinking about designing for problems, we should design for behaviors instead. 
  • Problem-solutions to Interventions: Thinking more broadly about interventions in the problem space, rather than solutions to the problems
  • Linear to Dynamic: Understand ‘networks’ and complex systems.
  • Repeated to Reflexive: Challenging status quo processes and evolving with challenges that we’re trying to solve.

The talk wraps up by encouraging designers to incorporate some of this thinking into everyday practice. Some key takeaways are: 

  • Expand your web of context: Don’t just think about things having a center, think about networks.
  • Have empathy for “things”: Consider how you might then have empathy for all of those different things within that network, not just the human elements of the network.
  • Design practice is exploration and design exploration is our practice: Ensure that we're exploring both our practice as well as the design problem.
  • Make it different every time: Every time we design, try to make it different, don't just try and repeat the same loop over and over again.

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