Content designers have a few tools that we, along with other user-centred design colleagues, can use to help the process along.

Language definition workshop

Sometimes, when a team begins working on a new service, everyone uses different words and phrases to describe it. Some people might talk about the service going live, while others will use the term ” launching the service. Both mean the same thing.

Or, everyone might use the same terms, but with a different mental model of what they mean. Some people think precipitation refers only to rain, while others believe it can also mean rain, snow, or hail.

This can lead to confusion or differences in expectations. As Abby Covert puts it, language matters.

The workshop

1. Research how language is already used in similar services or situations.  Can you find any patterns or consistency?
2. Discuss what you want users and stakeholders to think of when they hear the words or phrases you are considering.
3. Agree on definitions for words and phrases that you wish to test with users to see if they understand them in the same way.

After testing with users, you can refine and rework the definitions based on what you learned from the testing. Working like this should bring:

Consensus

When the team discusses the meaning of the words, it helps them clarify the purpose and scope of the service.  Consensus enables everyone to communicate in the same terms, eliminating confusion.  

Clarity

Another benefit of being really clear about language is that you get consistency within the service.  A good team understanding can be refined using insights gained from user research and testing. This helps to make the service content and communications user-centred, clear and consistent.

Communication

The team can set and manage stakeholder expectations, ensuring consistency in their communication of progress. Agreeing on clear, consistent language helps to keep everyone on the same page. 

Lexicon

Recording language decisions

It’s no use spending lots of time defining the language your team is going to use if everyone forgets it straightaway. You need a record.

The Cambridge Dictionary defines a lexicon as “(a list of) all the words used in a particular language or subject, or a dictionary”. 

A living document

A lexicon is a living record of the words the team uses. It should grow and change as the project progresses. Store it centrally so that everyone has access to it. All team members should be able to refer to it, add to it, and edit it.

It should help the team to stay on track with each other linguistically and avoid confusion or differing interpretations.

Question Protocol

The cost of asking questions

Many services involve asking the user questions to gather information. We must ask the right questions and only request what we genuinely need. 

As Caroline Jarrett says, “Every question has a cost”. Asking too many questions, unnecessary questions, or overly invasive questions will lose your users’ goodwill.  This can lead to dropouts or poor data.

Questions to ask ourselves

A question protocol is a tool that helps narrow down what you actually need to ask. 

Look at each question and ask yourself about the value it gives:

• who uses the data?
• how do they use it?
• is it necessary to ask for this data?
• is the question mandatory or optional?
• what happens if the user puts in nonsense to get through the form?
• do we have this information already?

Benefits

Bringing form design and data collection into sharp focus helps to make better decisions. This gives the following benefits:

• reduce overheads by not collecting and storing unnecessary information
  • storing data is costly. Why store something you don’t need?
• ensure the integrity of the data you collect
  • making it easy for users means they are more likely to give you accurate information
• avoiding causing offence or unnecessary burden means that users are more likely to answer all the questions
• pinpoint whether asking a particular question helps or hinders user engagement
  • look for patterns where users drop out after a specific question, consistently miss a question or give false information
• find ways to reduce the burden on users
  • make questions easier to understand
  • tell users early in the process what information they might need to gather to answer the questions
  • avoid repeating questions by bringing through information that you already have
• avoid causing harm or offence to users
  • only ask for information that might be difficult or personal when there is a clear need
  • be clear with users why you are asking for it
  • tell them how you will use it and who will see it
  • avoid being reductive, use inclusive language for sensitive topics or vulnerable user groups
  • use a trauma-informed approach

Content Design at Made Tech

Content Designers aren’t just here to write about decisions that were made before we were brought in. Involve us from the start. The linguistic tools mentioned in this blog are just part of the range of skills we bring. Making decisions can be hard, but we’re here to help.

The post 3 simple ways to use language to help decision-making appeared first on Made Tech.

One minute you’re asking how someone uses a digital service. The next, they’re telling you something deeply personal – sometimes sensitive or even traumatic. These moments are rare, but they do happen. And when they do, we need to be prepared. Both to support participants and protect our researchers and our teams.

Why planning matters

We plan every research activity sensitively and with safety at heart. Questions we regularly ask ourselves include:

• have we built in extra time for breaks or emotional space?
• have we chosen safe interview locations – research labs are best, public places can work, and only visit people’s homes if absolutely necessary (and take someone along with you)?
• what are the escalation routes, especially when working with children?
• have we offered companions for vulnerable participants – while balancing the need for honest responses?
• is everyone aware that it’s ok to stop, even if the session feels incomplete?
• have we checked in with researchers before and after to make sure they feel safe and supported?

These are part of the ethical responsibility we take seriously.  

This planning stage helps make sure that we’re prepared for the unexpected. And in user research, the unexpected is more common than you might think.

When a simple subject takes a hard turn

Even seemingly light topics can take a serious turn. In one research study about moving house – packing, removals, bills and utilities – most participants described the usual stress. But one woman became visibly upset. She explained she had to move quickly due to domestic abuse.

In situations like this, even well-meaning reactions can cause harm. Trauma-informed practice teaches us:

• don’t press for details, even if they seem relevant.
• don’t try to solve the problem or steer back to the research too quickly.
• do acknowledge what’s been said with care:  “Thank you for sharing that – it sounds like it was a really difficult time.”

We avoid making assumptions or showing pity with phrases like “You must have been terrified” or “You should call the police.” Instead, we stay present and steady. Neuroscience tells us that calm behaviour helps others regulate their own stress. Offering water, a break, or the chance to pause helps create calm. Even confirming they’re happy to continue with the session can restore a sense of control.

Later, we let the participant guide what happens next:

We don’t need to continue if you’d prefer not to.”

You’ve already shared a lot that will help us improve things for others.”

If the conversation feels safe enough to continue, we still offer lightness. Not minimising their experience, but giving them the chance to move to a neutral topic:

If it helps, we can talk about something else,  or I can just thank you and let you get on with your day.”

We finish by making it clear they’re in control of what happens to their data:

You’re in control of what we keep.”

But we’re also honest about limits to confidentiality. We provide consent and information sheets to all participants before each session. And on the very rare occasion where a safeguarding concern is presented, follow-up action may be needed.

Why we trained the whole team in trauma-informed practice

Because of these real-world complexities, we knew that planning on its own wasn’t enough. We also needed to invest in equipping our people with the right tools and frameworks.

Last December, our whole user research practice took part in trauma-informed practice (TIP) training. We brought in Kate Cairns from KCA Training who specialises in this type of work and spent a full day exploring what trauma-informed practice really means in the context of user research.

The session included an introduction to the principles and theory, but most of the time was spent in scenario-based exercises – thinking about how we use language, how we recognise signs of discomfort and how we can reduce the risk of retraumatising people we’re speaking to.

Our user researchers at Made Tech, often work on public services in areas such as health, justice or housing, where the people we speak to may have experienced trauma.. Even where the topic being discussed  seems relatively neutral, participants can sometimes disclose unexpected and sometimes very personal information.

That’s why it was important for us to train the whole team. We needed to be confident that anyone running research was equipped to respond in a sensitive, ethical and appropriate way and to create a psychologically safe environment for participants.

Real-world complexity in user research

Public services are often used during times of stress, grief or crisis. Our job as researchers is to understand what people need, even when they can’t always say it, by listening to their experiences and the context they’re in.

⚖️ Working with victims

In our work, we often speak with people who’ve been through very difficult experiences, but you don’t always know what someone will say.

They may open up about personal experiences such as serious illness, past traumas, or other life-changing events – even when these aren’t the focus of the discussion.

There’s no script for those moments. What matters is being able to hold space for the person, recognise what’s been shared and steer the conversation in a way that feels safe for them and for you.

🌊 Hearing distress in the detail

As part of a project exploring how councils respond to anti-social behaviour, we heard stories that showed the real emotional impact such experiences can have. 

People described feeling unsafe in their own homes, with fears around noise, suspected drug use and possible retaliation shaping how and when they chose to speak.

Thanks to the training we’d had, our team knew how to recognise the signs and respond by adjusting the pace and direction of the session. We didn’t need to ask about the distress directly. We just needed to listen and give space for people to speak through their experience of anti-social behaviour.

🧒🏽 The complexities of researching with children

We also occasionally run research with both children and school staff. I’ve spoken to very young children myself, but others on the team have worked with teenagers, which can be especially complex.

Before these sessions, we think carefully about how to plan for safety – both theirs and ours. For example:

• do we have the right team involved?
• have the teams been pre-briefed in terms of expectations?
• would the children benefit from having a trusted adult along with them at the session?
• how do we build in breaks?
• do the researchers know what the escalation routes are if they hear something concerning?

Even something as simple as knowing when to stop an interview can make all the difference. It sounds obvious, but in the moment – when you want to finish your discussion guide or collect that last bit of insight – it’s easy to keep going when you shouldn’t.

Supporting our teams too

At Made Tech, we embody best practices – we follow the code of conduct from the Market Research Society, GDPR and Government Digital Service. 

But our standards don’t just echo the best practice – at Made Tech we go further. We also address how to support our own teams during and after emotionally intense research.

Trauma-informed research isn’t just about participants. Researchers and delivery teams get affected, too.

On one project, our user research team dealt with death-related cases every day. Applying our best-practice standards, we planned rest days to help everyone process the emotional load.

Good research is about planning and protecting

We often say good user research is about listening. But it’s also about planning, protecting and responding with care.

Trauma-informed practice doesn’t just help us gather better insights. It helps us build better services and relationships. Relationships rooted in trust and respect.

For more information about our user-centred design services take a look at our web pages.

The post Doing sensitive user research, responsibly appeared first on Made Tech.

***

I was delighted to be making my third speaking appearance at UX Scotland. It’s a great conference with a diverse range of talks, workshops and lightning talks by designers in the public and private sectors. 

This year there were representations from private-sector organisations such as Pinterest, Netflix, Monzo and Natwest. From the public sector side of things in attendance were the Government Digital Service, the Ministry of Justice, Home Office and the NHS. 

My talk was called Being the Grown Up: The One Habit of Highly Effective Leadership. With 25 years’ experience in user-centred design I’ve learned a lot about why adopting a grown-up mindset is key to the trickiest parts of leadership.

The essence of my talk was a simple but important approach to leaning into leadership challenges. Ask yourself “what would a grown up do?” By channeling your inner grown-up and embracing maturity, responsibility and focusing on others you get this amazing lens to tackle almost any leadership challenge.

Key takeaways for effective design leadership

People who came along to my talk said that they left with a clearer idea of what leadership really is, along with practical strategies and useful frameworks. I shared real-world examples of how I’ve handled tough leadership situations, showing how an “allocentric” (other-focused) approach can be a leadership superpower.

Tackling tough situations: my real-world examples

I went into specific examples of where asking “what would a grown up do?” was a game-changer for me. Here’s a snapshot of what they looked like. 

Designing conversations for intended outcomes

This means planning out difficult conversations like performance reviews that might lead to someone leaving your organisation. For example, it’s essential to make sure as a leader, you’re aware of how dropping someone a simple ‘do you have a minute?’ message could fill them with terror!

Visible leadership in remote contexts

In today’s now often remote world, I’ve found that a grown-up leader proactively connects, communicates clearly and makes sure everyone feels like they belong. During COVID-19, I made intentional efforts like daily virtual rituals, to keep my team connected and feeling safe, even when we were apart.

Becoming an accidental leader of organisational change

Sometimes you find yourself leading big organisational shifts. My grown-up response involved taking ownership of cultural transformation through design leadership.

Strategies, tips and frameworks

Beyond those examples, I offered some big-picture strategies for adopting a grown-up mindset that include:

• focusing on the outcome, not just the emotion by acknowledging your feelings, but don’t let them run the show
• practicing active listening and empathy and really trying to understand others points of view
• communicating clearly and respectfully by being straightforward and treating everyone with dignity
• taking responsibility and own your decisions and actions, the good and the bad
• being proactive, not reactive and try to anticipate problems and deal with them before they blow up
• being accountable, that means owning it, even when it’s uncomfortable or a bit scary

Leadership and thinking beyond titles

Throughout my talk I made it clear that true leadership isn’t about having all the answers or just telling people what to do. Instead, for me it’s about:

• empowering others and helping them grow
• taking responsibility for all actions without ego
• having a positive influence and serving a bigger purpose

On the flip side, micromanaging, dictating and looking for personal glory are definitely not leadership.

The power of allocentric design leadership

My grown-up approach to leadership is fundamentally allocentric, which means it’s focused on others, not on me. I believe allocentric leaders put their team’s needs and growth first. Understanding the wider impact of their decisions and aiming for collective success. This is how you build truly effective and sustainable teams.

I also shared some practical tools, like the Rock, Tree, Heart, Star framework for personal reflection on strengths and areas to grow. Don’t forget the Accountability Ladder to help foster discussions about accountability within teams.

Ultimately my presentation at UX Scotland was a reminder that embracing your inner grown-up with maturity, responsibility, empathy and an other-focused view is the habit that builds a strong foundation for truly effective leadership.

By consistently asking myself “what would a grown-up do?” I find I can navigate challenges with intention, build connections, make thoughtful decisions and lead with a much greater impact.

If you’d like to stay up to date with insights like these from Dan, sign up to our newsletter.

The post A grown-up approach to design leadership appeared first on Made Tech.

This post won’t dive into the policy or the domain itself. Instead, it’s a reflection on how we’ve kept going when things got bumpy. It’s about working in uncertainty, under pressure, with shifting policy, heavy content and stretched teams. It’s about what we’ve learned and what we’re still learning as we try to move a complex service forward.

5 beta challenges we’ve been facing

We’ve been through discovery and alpha. Now we’re in beta, working toward a pilot in the summer and a private beta release later in the year. There’s still a long way to go, but this felt like a good time to pause, reflect and share 5 challenges we’ve faced and how we’ve tried to solve them.

1. When roles get too wide, bring in support

Large beta teams bring scale, but also complexity. On this project, our user-centred design (UCD) team (interaction, service and content designers, user researcher and business analyst) were being pulled in too many directions.

They weren’t just designing. They were refining tickets, managing backlogs, engaging with policy and devs and trying to hold the whole thing together. It was unsustainable.

Our solution to help this strain was by supporting the introduction of a client-side product manager. This was someone that could own the backlog, shape sprint goals and bring clearer focus to planning and delivery.

This one shift has already helped ease the load and rebalance the team.

2. Find your rhythm by creating space for work that matters

Naturally over time, what started as a few useful meetings turned into a packed calendar – ceremonies, stand ups, working groups and huddles.

Nothing was done ‘wrong’, this kind of thing happens as projects evolve. As the service took shape and the team grew, our ways of working expanded to keep pace. But without noticing, the balance shifted. There were so many sessions that people struggled to find the time for the deep, focused work needed to make real progress.

We stepped back and took stock. A retro helped us understand which meetings added value, and which didn’t. From there we started streamlining. Fewer meetings, more targeted attendee lists, clearer purpose and more room to think.

3. Policy and legislation keep changing, so learn to work with it

On this project the policy is still progressing through Parliament and all of the secondary legislation is yet to be finalised. That means we’ve had to deal with changing requirements, new priorities and some rework. 

Rather than let this derail the team, we mapped the service and clearly marked areas where policy is still undefined. To help manage change, we introduced content and design logs to track what’s changed and why. We talked openly about ambiguity and worked to build team resilience around it. 

In a beta like this, some uncertainty is the norm, not the exception. We encouraged the team to focus on what’s known and move forward with confidence, while flagging assumptions, documenting decisions, and staying ready to pivot. That mindset has helped us keep moving while also contributing to shaping policy in a user-centred way, even when things are in flux.

4. Heavy content lifting: our approach to a demanding workload

This is a content-heavy service with complex, multi-page guidance that needs to be shown clearly and simply in the user journey. As policy and legislation evolve, content often needs reworking. Some become outdated and new features introduce fresh guidance needs.

Managing that volume with a single content designer has been tough, especially with shifting priorities and ongoing context switching. To help ease the pressure, we mapped what content is left to do, what was blocked and where the biggest risks were.

This helped create clarity around the remaining work, making it easier to plan, prioritise and move forward in a more achievable way. It also gave us better visibility of where we might need to adapt or bring in additional content support to meet the demands of the beta.

5. Early UCD work matters and we’re making it visible

As soon as features start being built, it’s easy for the earlier UCD work (research, mapping and prototyping) to fade into the background. But that groundwork is critical to building the right thing, not just building anything.

We’ve made a conscious effort to recognise and celebrate that work – including in blogs like this one. It’s not just about morale, it’s about making sure every part of the team sees the value of what’s come before and how it connects to what’s happening now.

Good delivery is always a team effort, and it starts long before the first line of code. Keeping that work visible helps everyone stay aligned on the purpose behind what we’re building.

The beta benefits – we’re always learning

Betas are hard, and we’re still building, learning and adjusting.

We haven’t figured everything out, but we’re moving forward, because we’re open about what’s not working, supportive when people are under pressure and pragmatic about what we can fix now versus what needs to come next.

Every beta is different. This is just what we’ve learned from ours so far. Hopefully, it helps others facing similar challenges.

Looking to read more on what our user-centred design team are up to? Take a look at their latest blog posts, covering everything from career journeys to design insights. 

The post Beta blockers: 5 challenges and how we navigated them appeared first on Made Tech.

Q: When did you start to become interested in planet-centred design?

For me, the importance of planet-centred design really started to become clear when I was working in the space sector. As the name suggests, planet-centred design is about considering the sustainability and the planetary impact of our actions. 

To explain, let’s take an extreme example from my time in the space sector. A lot of the projects that my company was involved in needed satellite imagery or data. There was a sense that the planetary impact of launching a satellite into space was a necessary part of finding out whether the wider problem that we were trying to solve could be solved.

For me, this was the wrong approach. We should be considering whether launching a satellite into space is justifiable as a result of the research, prototyping and testing that we’d done on earth. That’s fundamental to planet-centred design and de-risking delivery.  

I was passionate about expanding what we consider to be our ecosystem as planet Earth to a little bit further out. For example, why aren’t we considering low Earth orbit as part of our ecosystem? Because that has a sustainability impact on us too. 

Q: How does planet-centred design differ from traditional user-centred design? 

Essentially, planet-centred design is about looking at the service design of something from a much wider perspective. 

With traditional user-centred design, we might focus solely on the user’s immediate needs. But planet-centred design forces us to zoom out and consider the broader consequences. It’s about asking questions like:

• what happens when that thing is no longer valuable? 
• how do we mitigate the risk of doing it? 
• does the sustainability impact of this service justify its existence?

Planet-centred design is about moving beyond just utility and desirability for the user and adding in the long term impact to the planet as a key metric too. 

Q: How important is it to challenge our ideas around sustainability?

Really important! It’s also important to remember that introducing a digital service doesn’t automatically mean it’s more sustainable, that’s something we need to factor in. As designers we need to consider the environmental impact of the things that we’re building as default. We need to question assumptions. We can do this in our everyday lives too.

For example, there’s the idea that by buying something like an e-reader, we’re reducing our carbon footprint. Interestingly that’s not always the case. While yes, e-readers do offer some environmental advantages by reducing the need for paper, their production and disposal also come with huge environmental challenges. They also don’t remove the planetary impact of producing all of the paper-based books that we already have on our shelves.  

Q: How do you navigate the complexities of leadership when making those decisions?

There have been times in my career where I’ve been kind of terrified by the level of influence that I actually ended up creating for myself. There is such a thing as almost being too influential. By that I mean if you’re not being challenged, you end up almost having to challenge yourself to make sure you’re doing the right thing.

Constructive criticism and diverse perspectives are essential to avoid unintended consequences. You need people around you that are going to ask you questions – ‘are you sure that’s the right approach?’ rather than just saying ‘stop doing what you’re doing.’

Self reflection is also crucial. You have to be willing to question your own assumptions and biases. It’s important to remember to reflect as that allows you to continually learn and improve.

Q: So how can we integrate sustainability into our service design processes?

We can start by looking at service design from a much wider perspective. When designing services, think about the environmental pain points alongside your user’s pain points. 

On projects an example of one way we might do this is in things like data centre choice. Is it a data centre powered by fossil fuels or is it a data centre powered by sustainably renewable energy? These are the kinds of questions we should be asking.

Another thing to consider when it comes to service design processes is our knowledge. Everyone should familiarise themselves with the new guidance on environmentally sustainable services added to the UK government service manual. It’s a good start and provides a great foundation for further action.

Finally, it’s crucial to actively advocate for user-centred and planet-centred design principles where we can. One way I’m doing this is by working across disciplines within Made Tech to create our own Sustainable Services Playbook – more on this soon. By working with some of our brilliant teams we’re focusing on how we can can factor sustainability into our ways of working. The playbook will provide a tangible resource for others to follow on their projects. 

Q: How can leaders drive organisational change towards those more sustainable practices?

From my experience, leaders can drive change first. It’s about selling the job while simultaneously doing the job. This is what I had to do when I joined a previous company to redesign their learning management system. I had to show them what could be done, not just tell them.

My advice is to advocate for it in conversations, on projects and within organisations – even when it might be easier or more comfortable to stay silent. I always try to use my voice to amplify the importance of considering the planet in our design choices.

We need to make sure we’re articulating the environmental impact. This way we’ll be better placed to prioritise sustainability in decision-making and be able to foster a culture of awareness. An example of doing this in practice is when inviting third party suppliers to bid for projects, always asking them to explain their proposal’s environmental impact.

Ultimately, leaders need to create an environment where these principles are valued and implemented – as default. 

Q: You’ve mentioned the importance of integrating sustainability. Are there any specific initiatives or resources you’d recommend to get started? 

Absolutely. One resource that’s been particularly valuable is the recent addition to the UK government’s service manual I mentioned earlier. But beyond that, it’s about building a community and sharing knowledge.

For instance, I helped organise a guest speaker slot about a year ago for the Made Tech team with Ned Gartside. He’s a service designer who’s deeply invested in planet-centred design, or as he might call it, ‘designing for greener services’. 

Hearing from experts like Ned, who are actively working in this space is a great way to learn and find inspiration. It’s about staying engaged with the conversation and seeking out those who are pushing the boundaries of sustainable design.

Q: What are some of the ways you engage with the broader design community yourself?

I speak at academic and design conferences when I can. I’ve been lucky enough to speak at UX Scotland a couple of times and I’m going back there again this summer. I’ve delivered a paper at the Chartered Institute of Ergonomics and Human Factors conference and I also spoke at the User Experience Professional Association’s International Conference in Austin, Texas a couple of years ago which was really fun.

Recently I’ve delivered a talk for Manchester Metropolitan University’s School of Digital Arts. And I’ve spoken to the masters students studying user experience design at Loughborough University’s Design School too. I really enjoy this and see it as me doing my bit to help to guide the designers of tomorrow.

I think it’s important to pass on what you’ve learned and also to use my privilege to challenge and push for positive change in the design community and beyond. Otherwise, what’s the point?

To stay up to date with exclusive event updates and our latest content on sustainability sign up to our newsletter.

The post The leader’s role in planet-centred design appeared first on Made Tech.

One of the most common questions I’ve had since taking on this role has been, “what does a UCP principal actually do?”

It’s a good question. And since the inner workings of account management aren’t always visible, I wanted to share some insights. In this post I’ll also reflect on my personal experience transitioning from project-based work to a cross-account focus that may be helpful if you’re looking to make a similar career change. 

My career retrospective

I’ve always loved the diverse nature of my work. My career has taken me from the shop floor at Aston Martin to designing JCB construction equipment and understanding their worldwide users. I’ve even worked in conducting prison research for the Ministry of Justice – a journey that’s been both fascinating and rewarding. 

All these roles had one thing in common – the users. I’ve always prioritised direct engagement with users. Not just remotely, but in-person research where possible too. 

Transforming work through user-centricity

This type of engagement with users has really shaped my approach, fuelled my passion and set me on my path to becoming a UCP. For me it isn’t just about gathering feedback, but about building a genuine understanding of users needs, pain points and aspirations – even picking up on behaviours that the user themselves may not realise.  

Working so closely with users has helped me learn the importance of active listening and empathy. I strive to immerse myself in their world and develop a deep understanding of their needs. This has helped me to be a real advocate for each and every person I work with, bringing their stories to life and helping design teams to empathise with them.  

This connection with users has transformed my work from a job into a passion. It’s allowed me to see the tangible benefits of my efforts and has fuelled my desire to continually learn and improve. By advocating for people, I’ve found a sense of purpose and fulfilment that makes every day meaningful.

Roles and responsibilities of a user-centred principal

Even with my varied background, my recent move from a lead user researcher to UCP has felt like the biggest shift yet. While I’m still within Made Tech, this is my first real step away from hands-on research and into account-level work. 

Now my goals are much more fluid and require a different approach to planning and execution. This ambiguity can be challenging at times but I find that a mindset shift and bringing a greater degree of proactiveness can help navigate that uncertainty.

As UCP I’m responsible for leading and delivering on strategically significant client work in the public sector. With a thorough understanding of our clients, their needs and strong subject matter expertise I turn meaningful strategy into effective solutions. 

While of course, there’s many different tasks and responsibilities that fit into this, some I’d like to highlight include:

Ultimately I’m working hard to make sure we deliver great work for our clients, their users and create real change in the public sector. 

A day in the life of a user-centred principal

My day-to-day now often involves more abstract activities like relationship building and strategic planning rather than more tangible deliverables like reports and presentations. 

While I’m learning a lot this can make it slightly harder to measure my progress and see the immediate impact of my work, I find that tools help with this – more on that below. This does also mean I’ve had to reduce the time I have for deep dives into specific research areas.

There are days when I miss the time to focus and the feeling of becoming an expert on a particular topic. The breadth of knowledge required across multiple projects means you can’t get that same depth.

However, instead of solely focusing on the intricacies of a single project, I’m now thinking strategically about growth. This allows me to see the bigger picture and connect seemingly unrelated dots to identify patterns that might be missed by those with a narrower focus. This is where I look for opportunities for even more improvement and innovation. 

This plays into one of the biggest positives I’ve found since taking on this role – the broader impact I can have. I’m operating at a higher level, making decisions that affect not just individual projects, but the overall strategic direction of our work. 

In short, I’m learning a whole new set of skills – from negotiation and stakeholder management to strategic planning and business development. All of which are a fantastic opportunity for my development. The ability to contribute to the growth of Made Tech on a larger scale is incredibly motivating. I’m really excited about continuing to develop my skills during this secondment and make a difference.

Staying organised with the right tools

The constant need to context switch, record progress and prioritise across our team, clients, the wider account and our Made Tech UCP community has highlighted the importance of effective organisation. 

I’ve found that having a robust note-taking system is absolutely essential for keeping track of everything and making sure nothing falls through the cracks. I’m old-school in thinking and still love pen and paper, so I’ve had to find something that works for me. 

I tried a lot of tools, here’s some that I’ve experimented with:

• Notion, a note taking app and ‘all-in-one workspace’
• Google tasks, a task management application
• Good old paper and pen
• Microsoft Word 
• Miro, the popular collaboration platform
• Microsoft Teams Planner is my favourite, as it allows me to take notes and add tasks to my to-do list at the same time

I’d encourage you to experiment with different tools and find one that works best for you – it will be a lifesaver. 

Final advice for aspiring UCPs

I’ll end with this. One of the most crucial things I’ve learned is the importance of building a support network. Finding people who have been through similar transitions or who have expertise in areas where I’m still learning has been invaluable. 

Don’t be afraid to ask what you might think are ‘silly’ questions. You’ll often find that not everyone knows the answer, and asking the question can actually spark valuable conversations and shared learning.

My final bits of parting advice are to:

• speak to others in the role and people that have worked alongside that role
• look at the job description and picture how you’d fit in, does it suit your strengths?
• always be yourself in interviews, discussions and applications

Are you looking to take the next step into a user-centred principal role? Or perhaps you’re looking for a new company where you can really spread your wings? Great news, we’re hiring for our next UCP. 

The post Finding my feet as a user-centred principal appeared first on Made Tech.

“So we don’t fall behind while you’re on leave, we’ll all just have a go at writing the content.”

Comments like these can devalue the work done by content designers. We can do it for you – because everyone can write, right? But writing is only one part of content design.

But words are the service, aren’t they? Yes. A service needs words. Filling out a form with no words on it is hard. But is it enough to just add some instructions and leave it at that? No, there’s much more. Let me explain.

The 5 planes of content design

My colleague Helena Rix, recently gave a talk about the 5 planes of UX – which often act as a guide for content designers. This framework, by Jesse James Garrett, outlines the process that takes a project from an abstract concept to a concrete product. In the diagram below, content design is the “product as information” column.

Before we explore each plane in a bit more detail, here’s a quick summary of each:

• surface is the last, most concrete stage. It is the sensory experience of the product – the words that the user will see or hear
• skeleton plane is where we define how information is arranged so users can navigate through and understand it
• structure relates to the way information is organised, categorised and labelled
• scope is where content requirements of the product are defined
• strategy is the most abstract stage where the objectives of the project are decided upon

Oz Chen explains more in “The 5 Planes of Content Strategy”.

Let’s dig into each of the 5 planes a bit deeper and explore why content design is so much more than just the words. 

Strategy

Governance

A large organisation might have many teams producing content. So, let them crack on right? Well, no. It’s not a great decision to allow everyone to pebbledash content all over the organisation’s digital platforms and here’s why. 

A good strategy guides and controls what teams do and how they do it so that all content stays on-brand and in good shape. For good content strategy, we need to ask questions like:

• why is the content needed?
• who is it for?
• who monitors and removes out of date content?
• how is success measured?

These questions form the basis of the rules (governance) for content creation. It helps us implement the strategy and keeps content relevant. 

Accessibility

Having a good content strategy in place also supports accessibility. If products and services aren’t accessible to everyone, they’re not meeting user needs. Some challenges that content designers need to consider are that:

• the UK average reading age is 9 to 11 years 
• people are often time short and need information fast
• when in need/vulnerable, people don’t have bandwidth for complication

This means that content designers need to be involved early in the process. Sometimes the content for online journeys is designed as an afterthought. All the boxes and buttons are on the screen and at the end, the content designer is asked to fill in the gaps or replace the dreaded ‘Lorem Ipsum’. Cue content designers everywhere screaming into their pillows! Get us in early so we can help make sure there’s a good content strategy in place from the very beginning. 

Scope

Now the scope plane. This is all about deciding what work will and will not be done. There’s a few questions to get you started when it comes to deciding your next steps:

• what’s essential? 
• what’s nice to have? 
• what shouldn’t be done?

While this may sound like quite a lot, content designers break it down by choosing which types of content to use by looking at:

• user needs
• the desired outcome
• time/effort required 
• constraints
• evidence based content patterns, like readability guidelines or the Government Design System

Structure

Too many user journeys are more complicated than they should be – which is not great for users. Information can sometimes be hidden under too many layers or in a place you don’t expect. Sometimes links don’t work or lead you on frustrating, circular journeys.

When we talk about structure in the 5 planes of content design we’re talking about information architecture (IA). IA is the organisation of information. For example, putting all career-related information into a careers section of a website – so it’s easy to find. Or creating logical, easy to follow links. A common example you’ve probably seen is navigating a website and finding links to ‘what it’s like to work here’ from the ‘current vacancies’ page. IA uses a range of techniques including:

• logical hierarchical structures
• categorising information 
• defining relationships between pieces of information
• naming conventions (taxonomy)

Content designers wrangle this information into a logical order. They design a plan for how to build a product or service or how to bring it back under control. All of this aims to help get the user what they need. This is your content structure. 

Skeleton

The skeleton plane is about how a user interacts with a product or service. There’s 2 areas that fall under this – navigation design and information design. 

Navigation design helps the user to find what they need – easily. A content designer considers how to effectively use website components like:

• flows 
• menus
• breadcrumbs
• filters 
• links 
• footers

A user needs to be able to navigate easily to information that relates to what they’re seeing. If you’re visiting the ‘about us’ section of a website, links to in-depth technical information would be less useful than links to pages like:

• our values
• meet the team
• how we are run
• what it’s like to work here

Information design is therefore how to communicate information so anyone can easily understand or get what they need. I was recently asked to redesign a job application form. A question about eligibility to work in the UK was right at the end. This was frustrating for candidates who spent time on the form, only to then find that they weren’t eligible at the end. Changing the order of questions made it a much smoother process for users.

Surface

This is where the writing happens. So what helps us choose the right words? There’s a few things that are on every content designer’s checklist. 

Research

Research can tell us:

• what language users already use and understand about the product/service
• what language causes pain points
• where there are gaps in the users’ understanding/knowledge
• where the current provision does not meet users’ needs

Do no harm

Many words and phrases have come from oppression, so we need to replace them with something better. A good example here is in her speech to Config 2023, Candi Williams talks about ‘deceptive patterns’ instead of ‘dark patterns’. She says it is more inclusive but is also clearer in its meaning.

Be inclusive

Being user-centred means no one is an edge case. Everyone’s lived experience is different. Giving the most vulnerable people what they need, makes the service better for everyone.

Plain English

Some writing jobs require a ‘way with words’, clever one-liners, funny quips or persuasive prose. Content designers focus on writing in a way that’s easy for everyone to understand. That doesn’t sound too difficult, I hear you cry. But it’s not just a case of taking some writing and re-wording it. We must gather, understand and distil complex information. In the surface plane, we turn it into words that users experience with minimal stress or effort. 

Content design is so much more than writing

So there you have it, content design is not just about writing. It’s a ‘full stack’ kind of situation. By all means step in to help if your team’s content designer is swamped or away on their holidays. But be prepared to dive deeper than just writing the words. 

If you’d like to learn more about all things content and user-centred design, take a look at some of the recent blog posts from the team.

The post The value of content design appeared first on Made Tech.

As indicators of tenant satisfaction, TSMs offer a valuable, quantifiable measure of the tenant experience, from repairs and maintenance to communication and complaint handling. 

With increasing emphasis on tenant experience from the Regulator of Social Housing (RSH), social housing providers must provide a consistent and positive experience. Getting this right at the initial point of contact can greatly influence tenant satisfaction and the ongoing relationship they have with that tenant, shaping TSM scores, reducing complaints, and building trust. 

What are Tenant Satisfaction Measure (TSM) scores?

Tenant Satisfaction Measures (TSMs) are a suite of performance metrics established by the RSH in partnership with the National Housing Federation (NHF). 

These measures, which are crucial for compliance, are designed to assess key areas of tenant interaction, such as repairs, safety, customer service, and responsiveness to complaints. 

TSMs gauge how effectively housing providers meet tenant needs and uphold housing standards. The scores are based on tenant feedback, making them a direct reflection of the tenant experience and an essential benchmark in social housing.

Why are TSM scores important?

Raising housing standards

TSM scores play a central role in maintaining regulatory compliance, especially given the RSH’s commitment to raising housing standards. These measures are vital for helping housing providers track, report, and improve their performance in critical areas. 

Fiona MacGregor, Chief Executive of RSH, said:

“Social landlords must keep tenants safe in their homes, listen to what they say and put things right when needed. We are introducing new standards to drive improvements in social housing, and we will actively inspect landlords to check they are meeting them.”

High TSM scores can enhance a provider’s reputation and reduce regulatory risk, while consistently low scores may lead to heightened scrutiny, interventions, and potential sanctions. 

Beyond the RSH, maintaining strong TSM scores aligns providers with best practices, ensuring they not only meet minimum standards but also proactively improve the tenant experience.

Increasing tenant satisfaction

TSM scores are intrinsically linked to tenant satisfaction. When scores are high, it signals that a provider is responsive, transparent, and attuned to tenant needs. 

Conversely, low TSM scores often correspond to high complaint volumes, impacting both trust and reputation. 

In cases of persistent issues, tenants have the right to escalate complaints to the Housing Ombudsman, whose role is to ensure that providers handle grievances fairly. The Ombudsman’s involvement can place providers under additional scrutiny, highlighting the importance of strong TSM scores in fostering a positive tenant-provider relationship. 

Data underscores this link: social housing providers with low TSM scores often face higher volumes of formal complaints and escalations to the Ombudsman, adding both financial and reputational costs.

Most common low-scoring TSM areas

We have reviewed published data from over 25 councils and housing associations and have identified the areas where scores seemed consistently low. 

Repairs and maintenance responsiveness

Delays in responding to repair requests, coupled with inflexible scheduling and high no-show rates, often lead to low satisfaction. Missed appointments cost providers an average of £112.52 outside London, and up to £150 within London—a significant financial burden that reinforces the need for reliable, tenant-centric repair processes​. 

We have suggested several solutions to the common issues associated with scheduling missed repairs appointments in our blog here. 

Quality of communication

Transparent, timely communication is essential for tenant satisfaction, especially during the repair process. When tenants lack regular updates on repair timelines or status, they may feel neglected or undervalued, leading to increased complaints. Providing real-time tracking and status updates, as demonstrated in the private sector by courier services, can greatly reduce these issues.

Complaint handling and transparency

Clear and accessible complaint channels are essential for managing grievances. When tenants experience delays in complaint responses or feel their issues aren’t taken seriously, their satisfaction—and TSM scores—are directly impacted.

Key factors affecting tenant satisfaction scores in repairs

Time and time again we’ve highlighted the key factors that negatively impact these scores. Earlier this year we published our 2024 Insights Report which includes strategies other social housing providers use to address these issues which we see as the biggest culprits when it comes to complaints and low scores.

Here are the big four:

1. Difficulty reporting repairs: Limited channels, slow response times, or confusing reporting processes can frustrate tenants and hinder quick resolution.
2. Missed repair appointments: Frequent missed appointments or delays are a significant cause of dissatisfaction, impacting tenants’ confidence in their provider’s reliability.
3. Lack of communication and transparency: tenants expect timely updates on repairs and appointments; without these, frustration grows, and complaint volumes increase.
4. Inflexible appointment scheduling: Restrictive scheduling options that don’t consider tenants’ varied availability often result in missed appointments and low satisfaction.

These issues are prevalent across the social housing sector, and resolving them can significantly improve both TSM scores and the overall tenant experience. We believe that we have created solutions to these challenges through our suite of specialist social housing products. 

These products came from a need to improve the tenant experience and true to that commitment, we test every aspect of our product with tenants from across the country to make sure everything is tenant-approved

How to improve your tenant satisfaction scores

Improving TSM scores and reducing complaints requires a tenant-first approach focused on convenience, transparency, and accessibility. Below are practical strategies for enhancing the first point of contact with tenants, leveraging technology and proactive communication to build trust and satisfaction:

1. Streamlined repair reporting

Implementing an accessible, user-friendly reporting platform can make a significant difference. Offering an online app where tenants can report issues, upload photos, and track the status of repairs empowers tenants while providing them with a sense of control over their living environment. 

A streamlined repair reporting process not only accelerates issue resolution but also enhances transparency, as tenants can check on the status of their request without needing to contact the housing provider directly. 

Automated notifications for appointments and completed repairs further ensure tenants remain informed at every stage.

2. Flexible appointment scheduling

Flexible scheduling options are critical for reducing missed appointments and ensuring repairs are completed promptly. 

By allowing tenants to choose appointment times that suit their availability, providers can reduce no-shows and enhance satisfaction. 

This approach has seen success in other sectors, such as healthcare, where self-scheduling and automated reminders have reduced missed appointments to as low as 2%​. 

When tenants have control over their schedules, they’re more likely to be present and prepared for appointments, leading to higher attendance and fewer missed opportunities to resolve repair issues.

3. Improved communication

Transparent, consistent communication throughout the repair process builds trust and prevents many issues from escalating. 

Providers can implement two-way communication tools that allow tenants to engage directly with housing teams, receive real-time updates, and ask questions as needed. 

This level of engagement reassures tenants that their concerns are valued, while also reducing strain on contact centres, as tenants can access information proactively. 

Clear communication—particularly through multiple channels, such as SMS, email, and tenant portals—ensures that all tenants, regardless of their preferred contact method, feel informed and involved.

4. Customisable tenant preferences

Recognising and accommodating tenants’ individual preferences can greatly enhance satisfaction.

Providing options for tenants to select their preferred communication method—whether SMS, email, or phone—and language creates a more inclusive experience. 

This flexibility, coupled with clear, user-friendly interfaces, empowers tenants to engage with housing services on their terms, further reinforcing positive first impressions and trust in their provider.

5. Feedback loops for continuous improvement

Finally, implementing feedback loops enables providers to gather tenant insights and continuously refine their services. 

Following a repair or service interaction, inviting tenants to provide feedback allows providers to identify and address recurring issues or pain points. 

This proactive approach demonstrates a commitment to improving the tenant experience and can uncover valuable insights for further enhancing TSM scores and service delivery.

Conclusion

By investing in transparent, flexible, and tenant-friendly processes, housing providers can not only comply with regulatory standards but also foster a more positive, supportive relationship with tenants. 

High TSM scores reflect a provider’s commitment to tenant well-being, contributing to retention, a positive reputation, and overall success in social housing.

If you’re ready to enhance tenant satisfaction and elevate your TSM scores, consider exploring how Made Tech’s specialist social housing product suite can streamline these processes and provide a tenant-centric experience. 

We’re always happy to provide a demo to show you how our products simplify housing repair reporting, scheduling, and communication, allowing your team to exceed TSM benchmarks and strengthen tenant relationships.

The post Factors affecting tenant satisfaction scores appeared first on Made Tech.

But none of that is any use if you can’t get access to a tenant’s property to carry out the required inspection.

One provider we spoke to recently told us that missed gas safety appointments alone cost them £750,000 a year. And the problem of no access is so bad that they’ve had to hire two full-time employees just to manage and rearrange inspections. 

Three-quarters of a million pounds is a lot of money to leave on the table for an organisation that’s constantly having its budget squeezed.

With increased responsibilities and costs on the horizon in response to the Safety and Quality Standard – the team and I are determined to find a solution that unlocks the hundreds of thousands of pounds being wasted on inefficient processes. 

The pitfalls of traditional appointment scheduling

For a long time, I’ve observed outdated and inconvenient ways of booking compliance inspections. 

Believe it or not, the primary way the team and I have seen councils try to book their appointments is by letter. A letter that includes a fixed appointment date and time and a telephone number they can call to arrange a meeting. 

This approach assumes that tenants are available during standard working hours and will receive, read, and act upon the letter.

But in reality, we know that people have other commitments such as work, childcare and other responsibilities that mean they can’t be at home all day, or make that call during open hours because of shift work. 

Then what?

This rigidity in the booking process is the primary reason why access rates are often so low. 

Our data shows that the average cost of a missed appointment is £112.52 – £150 if you’re based in London.

Based on our calculations, the cost of missed appointments for a social housing provider with 5000 stock outside London, totals £506,340.

Scale that up to a housing association with 20,000 stock, the price of this problem totals a whopping £2,025,360.

Here’s what this looks like for social housing providers of different sizes:

The need for a tenant-centred approach

The key to solving this issue lies in shifting to a tenant-centred approach. One that recognises and accommodates the diverse schedules of tenants and bins off relying solely on letters.

Rather than dictating appointment times that don’t work for tenants, landlords should provide tenants with the ability to choose a time and day that works best for them. 

Trials of similar approaches have proven successful in the NHS. Self-service appointment systems and appointment reminders have been found to reduce DNAs (Did Not Attend) to just 2%. 

We should be replicating this in social housing. 

Food and package delivery services are also using reminders and delivery rescheduling respectively to make sure customers are home at the point of delivery – which is great for their delivery rates – but also for customers who are more likely to be handed their goods personally.

If we can give tenants access to a scheduling system that reflects the availability of inspection teams, then access rates will increase. This not only respects the availability of tenants but also increases the likelihood of successful inspections, reducing the number of missed appointments and the associated costs.

In a world where convenience is increasingly expected, providing these options is not just a luxury; it is a necessity.

Introducing Inspection Scheduling 

Recognising the need for a more flexible, efficient system, the housing products team and I, have developed Inspection Scheduling, a tool that incorporates all of these suggestions to increase access rates. 

We’ve modelled data with current customers and other housing associations, which shows that Inspection Scheduling could cut 60% of compliance job admin costs.

We’ve built a cost savings calculator so that you can see your potential savings.

In the example we gave earlier, this tallies up to savings of £303,804 for a social housing provider with 5000 housing stock.

We also recognise the importance of compatibility and integrations to further automate the process.

Via our out-of-the-box integrations with common workforce schedulers, tenants can select their preferred appointment times through a user-friendly interface, receive reminders, and reschedule if necessary—all without needing to navigate cumbersome phone systems or wait for office hours.

This not only simplifies the process for tenants but also provides housing teams with a clear, organised view of upcoming inspections, allowing them to manage resources more effectively and reduce the number of missed appointments. All communication attempts are logged for audit purposes. 

View our Inspection Scheduling page for a full list of features.

A better experience for all

The benefits of this new approach are clear. 

For tenants, it means greater control over their schedules, reduced anxiety about missing important safety checks, and a more positive experience with their housing provider. 

For housing teams, it means fewer missed appointments, greater compliance coverage, and ultimately, safer homes for tenants.

As the social housing sector continues to evolve, we must embrace technology and innovation to improve the resident experience. Inspection Scheduling is a vital step in this direction, offering a solution that meets the needs of both tenants and housing providers. 

By making the booking process more convenient and accessible, we can ensure that safety inspections are completed on time, every time, providing peace of mind for all involved.

The post Reduce missed appointment and ‘no access’ costs with tenant-led scheduling appeared first on Made Tech.

Humour and user research: a partnership

Surprisingly, humour has been an unexpected asset to my career as a researcher so far. Here’s 4 ways you can use it in your next research project to get the most out of your insights. 

Opening up by breaking the ice 

Using humour can help break the ice as users can often be nervous when they come to a session. A common worry I hear is that the session may be overly formal or professional. In this situation people may withhold information or not feel completely free to speak their mind. By being able to laugh at yourself and show your personality users will often mirror that behaviour and feel free to be themself in return.

A great way to incorporate this into user sessions is through themed ice breakers. One of my go-to’s when starting a workshop is asking users to pick what cat they are. For example, giving them the option to pick a photo of a cat that aligns most with where they’re at for the day – sad cat or happy cat etc. Nothing groundbreaking, yet a really effective way to create a lighter mood and get people to open up. Give it a try at your next workshop. As a bonus, you may find users enjoy the session more – which is always a win if you’re planning follow-up research.

Think outside the box to boost engagement 

While recently working on a central government project, I found engagement in our regular user group session quite low and lacking in energy. I wanted to turn things around. I tried to think of times where I have felt engaged in meetings or workshops and why they were fun, so I could gain more from these sessions. I decided to gamify the situation by turning it into a pub quiz-style workshop. 

This was a great decision. We created teams, introduced some friendly competition and the fun element really helped people relax and be present in the moment. This quiz also kept users focused – which was a big challenge as we were hosting the session remotely and many attendees chose to have their cameras off. 

This was also a great exercise for me. It really tested my ability to laugh at myself as I was often the only person speaking with my camera on. My awkwardness paid off. There were a huge amount of comments in the chat box. Those comments provided useful insights to help direct the research while highlighting any immediate problems that could be resolved at pace. This approach also prompted debate between users – helping me to see the key differences in user needs.

Have fun with creative thinking

From my stint as a childcare worker I’d often observe the children while playing  – anyone who has spent time with children will understand that they’re not only having fun, but learning new things too. What I realised was, this can work in research as well. 

I might ask the user to imagine stepping into the shoes of another member of the team. Asking what they would do if they were designing the service for example. This gives the user freedom to imagine new ideas and think creatively. Quite often users have been doing the same things in the same way for a long time. Trying to imagine doing it any other way can seem impossible. Here’s where you can give them the opportunity to play a different role. You can use examples to prompt them if they get stuck, like showing them 2 images and asking which they prefer and why.What might they keep, what would they change and why.  

I was recently involved in a project where the organisation was going through a lot of rapid change. One user had been working there for many years and was not happy about this. They explained that they felt like the many changes were making things at the organisation complicated. While this could be a tricky situation, I asked them to pretend that I was a new member of staff and that they knew all about the updated system we were designing. I then asked them to explain to me how I should use it. The user was able to talk me through step by step on how to complete a set task. 

By doing this I was not only able to validate that the new system worked, but that they understood it well enough to teach someone. I also discovered where things within the system were a bit more tricky to understand based on their struggle to explain the steps. 

If a user is stuck thinking something will never work, try to instil a ‘just give it a go attitude’. When we don’t take these things too seriously people are more likely to get involved and tap into their creative side. Make it clear that no ideas are set in stone and it can be just a bit of fun – that’s where we see the magic happen.

Building your team relationships

Working in multidisciplinary teams can be hard. Particularly when it comes to complex projects where you’re trying to keep up with your developer’s explanations of different coding issues. In situations like these, this Taylor Swift quote comes to my mind, ‘the more that you say, the less I know.’ Having the ability to laugh at yourself and be honest about where you’re at helps to create positive communication within the team, something that is so important when it comes to collaborating. 

For this I find it’s best to be honest. In the scenario above, I’ll usually try to lighten the mood with something like “Sounds fabulous, but you lost me at bugs.” As a solo researcher on a project it’s okay to sometimes feel a bit out of your depth. It’s essential to remind yourself that you’re there to find stuff out. It’s okay that you don’t know everything. By asking clarifying questions from the start, your team will often get into the habit of doing it. I recommend booking in specific times for questions so that you’re not just blindsiding the team at stand up (I am so guilty of this). 

Having a good team relationship means the work can flow better. After all, we’re all working to the same goal – creating and building better services for society. 

Finding your voice a user researcher

Humour is the way I’ve always been able to deal with challenging situations. I’m proud it’s something I’ve also been able to bring into my work as a researcher as I engage users and unlock valuable insights. 

But one last piece of advice, I’d always advise you to take time to think about who your users are. One of the important aspects of our job is knowing when humour can help a situation, but it might not always be the right option. Some questions to ask yourself about your users include:

• what is their working environment?
• are they at home or in an office? 
• do they have a hierarchical organisation that may make junior staff uncomfortable? 
• can you separate users? 
• is this a stakeholder?
• is the topic sensitive?

Every situation is unique. Remember, some of us may be able to laugh ourselves out of a crisis but not everyone can. Take the time to think about who you’re speaking to and whether laughter will be an asset or distraction. 

In this post I’ve shared a few of my tips, but overall I think it comes down to finding your own particular style. For me it’s not just about dropping in multiple dad jokes (though this can help) or becoming a comedian overnight – it’s about not taking yourself too seriously. People want to feel good and most of the time a bit of laughter helps that. If nothing else, I hope this post inspires you to bring a bit more of yourself to your role so your team and users feel comfortable to be themselves too. 

Looking for a career change or to make the jump into user research? We’re always looking for great talent. Take a look at our open roles – our friendly team are always happy to have a chat.

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