You completed some initial customer research and have a number of key insights you need to share with your team. You want to make sure the insights get actioned as the project develops. But, how do you make sure this happens effectively?

To deliver value and benefit to customers, insights need to actively and mindfully be included within the design solution. For a successful customer outcome the team needs to be clear on what behaviours and interactions you are trying to promote, change or introduce.

In short, you want to be intentional with your design direction and decisions. …

Project Journey canvas

A new take on a great agile planning ritual for teams … I was first introduced to this team exercise of listing things that can push a team forward, hold them back, blow a project off course or totally derail it. I’ve just added a fresh spin to it with this graphic I use.

Use this canvas in project kick-off meetings to help capture all the assumptions, challenges, dependencies, unknowns, risks, or concerns relating to a successful outcome.

Once you’ve captured these items the team and stakeholders can begin to think about how they might resolve any identified issues.

The ability to pivot and adapt to change, have resilience, a sense of trust, supporting colleagues and work collaboratively are traits that can benefit any team. Change within projects is inevitable and can be driven by many things. A tactical business need, aligning a project delivery to a strategic goal or sometimes wanting to improve how we work.

Change can impact when we lack a clear understanding of the full costs and benefits derived from decisions we make (what we gain and what we lose through a decision we make).

And blind spots in our decision-making can lead to poor…

In the pre-planning or project kick-off phase, how do teams agree where to focus their effort to deliver a successful outcome? What happens if team members have different views and assumptions on where they should focus effort, and will these assumptions hinder or impact the project delivery if the team can’t agree on what’s important?

One simple exercise to conduct to highlight assumptions stakeholders and the team may have is Scales of Importance. Starting with the project objectives (the aims of the project) ask everyone to identify key areas to focus effort on. …

In this post I wanted to share a canvas I use for pre-planning projects. A big part in ensuring the success on any project is achieving clarity between the team and stakeholders around the nature of the project (why is the project required); what are the key objectives (what we want to achieve); and, who will benefit when we deliver the project (the key value that will be delivered).

This is where the Knowledge Share Canvas can help. The canvas is broken into three main columns,

  1. What do we already know?
  2. What are we unclear about?
  3. What are the big…

In this meta analysis article I have gathered a number of research insights from Behavioural Economists and Psychologists from the field of human behaviour and specifically change behaviour. This article looks at human behaviour and decision making that affects both long and short-term change.

Behavioural change in our lives

If we want to accomplish long-term behavioural change in our lives then it’s important to understand how we can affect real change. What needs to happen for behavioural change to be sustainable? And, what happens when a change that’s needed is unsuccessful, or doesn’t occur.

Some of the things covered in this article:

· Setting short…

(Initially published on

People remember where others have been reciprocal to them in the past. Humans are very good in detecting when others are not being reciprocal with them, and break stable reciprocal relationships. Previous research in this area (carried out independently by Dan Ariely and Daniel Kahneman) shows we are cognitively more disposed to recognise patterns of cheating over pattern of trust; that is, we are more disposed to recognise irregular trust patterns than normal trust patterns.

And this is understandable in the history human development as small groups learned to trust kin and non-kin, as well as trust between other tribes and larger groups. Much of our learned social behaviour was based around one party trying to get away with something (cheating) and another party detecting when this was occurring. There is also a body of literature that suggests that our brains are hard-wired towards detecting danger and focusing on negative information. This makes sense from an evolutionary standpoint as behaviours were optimised to keep us safe.

”Why should you ever co-operate…

This article covers some of the books and authors who have influenced my own UX practice and approaches. Each one of these books has provided me with an insightful ‘aha’ moment that has changed the way I think about human behaviour, intuition and social interactions. Many of these authors cover areas of thinking, behaviour, drivers and emotions and how they affects our everyday social interactions, as well as having larger cultural implications. I would recommend you to read any of these fantastic books.

Originally posted on my blog,

Further reflections on the limitations of intuitive thinking

Originally posted in my UX Blog,

For most, the use of our intuitions in everyday life serves us well. Intuition allows us to make quick decisions, form impressions and recognise intentions without the need of engaging our deeper cognitive reasoning. Think about how we suddenly become aware of potentially dangerous situations, work out simple maths equations, sense someone else’s emotional state, repeat common tasks with ease or understand non-verbal communications and gestures. Looking at it another way you could say that intuitions allow us to arrive at an answer to a problem or situation without really thinking about it…

Understanding how people systemise the world around us, can be used to it’s advantage within the area of interaction and user interface design.

Originally posted on my blog,

One common human trait is our ability to abstractly systemise the world around us; understand how things relate to each other; how they operate together and decipher the rules that govern these systems. What varies amongst different cultures, societies and individuals is the level of our ability to systemise. But most of us, on a basic level, can recognise related patterns and construct systems to organise these patterns within. (Baron-Cohan, 2003)

Patterns are good, because…

More than any other species on this planet, humans beings are hard-wired towards recognising and organising the world around us into categorised patterns…

Colin Eyre

UX/CX Design. Originally from Ireland. Graphic Design, UX Research, Interaction Design and making things easy for people to use.

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