Begin with the User in Mind

10 Lessons from Crafting User Experiences

To ‘begin with the end in mind’ is a powerful life principle that Stephen Covey highlights in his book Seven Habits. Covey wrote that envisioning and committing to an end goal will help keep our choices aligned and focused toward reaching it. That same principle can be applied to how we investigate, solve problems and design experiences for our users. The strategies below outline how beginning a project by focusing on end-user outcomes leads to better cross-functional collaboration, more thought-out solutions, and meaningful user experiences.

1. To find the right solution, spend time understanding the problem

When solving a difficult problem, how do you make sure you are not simply treating symptoms but solving underlying systemic issues?

There are two main ways organizations tackle complex problems impacting their business: Solution First and Problem First. Let’s take a look at each.

Solution First: A problem is identified. The natural impulse to counter the problem with solutions kicks in. One or more people come up with a number of possible solutions, then debate which one solves the problem the best. Once a decision is made, the organization implements the winning idea.

Problem First: A problem is identified. The natural impulse to counter the problem with solutions is put on pause. The organization takes time to investigate how and why the underlying causes of the problem impact users. Solutions are devised based on prioritized root causes. The most impactful solutions are prototyped, refined, and implemented.

It may seem counter-intuitive, but staying away from the solution space for a while can save you time in the long run. Solutioning right away will produce a solution that is influenced by people’s personal perceptions and needs. Beginning with a deep dive into the causes of a problem allows you to take a step back to see the bigger picture. It allows you to discover more angles to a problem, prioritize based on real data, and create more holistic solutions.

“ If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”

Albert Einstein

2. Replace expert opinion with insights from your users

One way the Problem First approach saves time is by avoiding lengthy back-and-forth, opinion-based discussions around which solution to implement, and how to implement it. Devising solutions and implementation strategies on the spot, prior to agreeing on a problem will be a time suck. It is often a lot easier to find agreement around a problem first, then decide on the right solution and a path forward.

A great way to begin dissecting a problem is by investigating how it affects different types of users or customers. Once you find the full story behind a problem, the solutions and strategies that follow will be much more aligned to what matters to your users. Figure out where you want to go first, then decide how to get there.

3. To identify which outcomes matter, observe your users in their environment

One of the best ways to focus on meaningful user outcomes is by observing and interviewing your users and customers. By observing your users in their environment (digital or physical), you receive a trove of information about what matters most to them.

You will learn new (sometimes unintended) ways in which they use your products which will provide clues on how you might improve them. Contextual inquiry will help you learn about your users’ perspective and the things that matter most to them. In addition, you will observe needs that you weren’t aware of at all.

4. Don’t allow assumptions to become facts

Assumptions are necessary to generate ideas. As we move from idea generation into producing designs or concepts, it is dangerous to allow assumptions to metamorphose into foundational facts. I like to think of assumptions as similar to scaffolding on a building — they keep things in place and are necessary for construction. Scaffolding, however, cannot replace the structural elements of a building indefinitely. We still need to do the research in order to lay a foundation based on facts. As the project progresses, the scaffolding gives way to the building structure.

5. Test ideas early and often in order to achieve a higher quality product

Another motivation to test early is cost. The cost of change and the number of alternatives have an inverse relationship during a development cycle. Early in the process, you will have tons of alternatives and change will be cheap, because nothing (or not much) is built.

Late in the process, you will have only a few options to choose from and changes will be costlier. By testing early, you will have ample time to course correct and address issues before they are baked into the product. Multiple iterations and multiple rounds of testing will lead you to a higher quality product.

6. Replace ‘validation’ with ‘iteration’

Nielsen Norman Group, a UX consultancy, famously calls out that ‘validation’ is a term that often undermines research efficacy. ‘Validation’ assumes a positive response, while the word ‘testing’ signals flexibility to choose a different direction or solution, depending on the results. To be effective, design and user research should have the ability to question a solution fully. Start by investigating prospective users and their desired outcomes, produce several ideas as solutions, then test those concepts and refine them before moving to the development phase. Replace ‘validation’ with ‘iterative testing’.

7. When in doubt, keep inquiring

Uncovering unspoken user needs requires deep research and time. It takes time to understand which outcomes matter to your customers, and why other similar solutions fail to meet those needs. Similarly, simply asking what users want will not produce breakthroughs. Key differentiators lie below the surface or between the lines. It’s OK to continue inquiring if you feel there is more behind an answer. When scratching the surface on a complex issue, ask your interviewees to elaborate. Ask for concrete examples in addition to asking why and how questions. Speak with different sets of customers to ensure patterns you observe are consistent across different types.

“If I had asked people what they wanted, they would have said faster horses”.

Henry Ford

8. Focus on questions rather than answers to create an environment for breakthrough ideas

In meetings, encourage your team to ask questions whenever possible to uncover unspoken needs and unknown unknowns. In his book “A More Beautiful Question” Warren Berger writes about how a mindset shift from answers to questions can fuel innovation. He describes how traditionally the reward systems in education and the workplace focuses on those who provide answers. The space for answers is usually filled by the strongest voices in the room. Those with questions tend to keep quiet if dissent or discussion is not being encouraged. This in turn reduces the variety of ideas that are available to a team.

Brainstorming questions rather than answers is a way to more fully utilize the collective brain power of a team. You will also find that brainstorming questions comes more naturally, because it postpones judgment or evaluation. Not pressuring for an answer will level the playing field for intro- and extroverts alike to contribute. As a result, you will have a lot more perspectives and a better picture of the problem you are trying to solve.

9. To create a masterpiece, let go of your darlings

Great songs require songwriters to let go of parts that turn out to not fit into a project. Disney will not release anything that does not match their high standard for quality. In fact, each Disney movie project begins with 3-idea-pitches and up to one year of deep in-field research trips. Apple undergoes several physical iterations of iPhone prior to mass production. Car manufacturers spend millions on testing concept cars before going into industrial production. In all of these examples, people create a massive amount of exploration work that never makes it to production. Why?

Most organizations avoid such throwaway work, and remain stuck in a trap of sunk cost and mediocrity. Great organizations explore, improve, and make changes informed by feedback mechanisms and data. Because of potential bias and emotional attachment to aspects of a projects— be it a name, a must-have feature or a preference for a specific design — it is helpful to have someone from another team test your ideas. To innovate and reach excellence, organizations need to be prepared to let go of parts of a solution, even to re-design the solution entirely, if necessary.

10. Delight, don’t just satisfy

Many years ago, I was saving up for grad school, and part of a team working in the service industry. Our jobs were hard, pay was low, and we were under constant pressure to deliver a top notch customer experience. He inspired our team by saying: “Whatever the job is, do your best. Every job is important.” He encouraged each and every one on the team - no matter their position - to see how their work ladders up to the overall end result.

“You will succeed if you have delighted customers, don’t settle for satisfied.” — Warren Buffet

So, as you think of beginning with the user outcomes in mind, aim high. Set the tone of a project at the beginning by focusing on results that aim to go above expectations. Not every project is glamorous. But no matter the appearance, each project matters, and makes a difference in the bigger picture.

What are your strategies for impacting user outcomes and crafting great experiences? Please reach out and let me know in the comments, via email or LinkedIn.