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Between the dream of getting it right and the fear of it going wrong—like when we encounter “persofails ” in the spirit of a company regularly imploring everyday users to buy additional potty seats—the personalization difference is real. It’s an particularly confusing place to be a modern competent without a chart, a map, or a plan.

For those of you venturing into customisation, there’s no Lonely Planet and some tour guides because powerful personalization is so specific to each organization’s talent, technology, and market place.

But you can ensure that your group has packed its carriers reasonably.

There’s a DIY method to increase your chances for victory. At least, you’ll relieve your boss’s foolish excitement. Before the gathering you’ll needed to successfully plan.

We call it prepersonalization.

Behind the audio

Acquire Spotify’s DJ element, which debuted this past year.

We’re used to seeing the polished final outcome of a personalization have. Before the year-end prize, the making-of story, or the behind-the-scenes success shoulder, a personalized have had to be conceived, budgeted, and valued. Before any customisation have goes live in your product or service, it lives amid a delay of valuable ideas for expressing consumer experiences more automatically.

So how do you know where to place your personalization bets? How do you design consistent interactions that won’t trip up users or—worse—breed mistrust? We’ve found that for many budgeted programs to justify their ongoing investments, they first needed one or more workshops to convene key stakeholders and internal customers of the technology. Make yours count.

​ From Big Tech to fledgling startups, we’ve seen the same evolution up close with our clients. In our experiences with working on small and large personalization efforts, a program’s ultimate track record—and its ability to weather tough questions, work steadily toward shared answers, and organize its design and technology efforts—turns on how effectively these prepersonalization activities play out.

Time and again, we’ve seen effective workshops separate future success stories from unsuccessful efforts, saving countless time, resources, and collective well-being in the process.

A personalization practice involves a multiyear effort of testing and feature development. It’s not a switch-flip moment in your tech stack. It’s best managed as a backlog that often evolves through three steps:

1. customer experience optimization ( CXO, also known as A/B testing or experimentation )
2. always-on automations ( whether rules-based or machine-generated )
3. mature features or standalone product development ( such as Spotify’s DJ experience )

This is why we created our progressive personalization framework and why we’re field-testing an accompanying deck of cards: we believe that there’s a base grammar, a set of “nouns and verbs ” that your organization can use to design experiences that are customized, personalized, or automated. You won’t need these cards. But we strongly recommend that you create something similar, whether that might be digital or physical.

Set your kitchen timer

How long does it take to cook up a prepersonalization workshop? The surrounding assessment activities that we recommend including can ( and often do ) span weeks. For the core workshop, we recommend aiming for two to three days. Here’s a summary of our broader approach along with details on the essential first-day activities.

The full arc of the wider workshop is threefold:

1. Kickstart: This sets the terms of engagement as you focus on the opportunity as well as the readiness and drive of your team and your leadership. .
2. Plan your work: This is the heart of the card-based workshop activities where you specify a plan of attack and the scope of work.
3. Work your plan: This phase is all about creating a competitive environment for team participants to individually pitch their own pilots that each contain a proof-of-concept project, its business case, and its operating model.

Give yourself at least a day, split into two large time blocks, to power through a concentrated version of those first two phases.

Kickstart: Whet your appetite

We call the first lesson the “landscape of connected experience. ” It explores the personalization possibilities in your organization. A connected experience, in our parlance, is any UX requiring the orchestration of multiple systems of record on the backend. This could be a content-management system combined with a marketing-automation platform. It could be a digital-asset manager combined with a customer-data platform.

Spark conversation by naming consumer examples and business-to-business examples of connected experience interactions that you admire, find familiar, or even dislike. This should cover a representative range of personalization patterns, including automated app-based interactions ( such as onboarding sequences or wizards ), notifications, and recommenders. We have a catalog of these in the cards. Here’s a list of 142 different interactions to jog your thinking.

This is all about setting the table. What are the possible paths for the practice in your organization? If you want a broader view, here ’s a long-form primer and a strategic framework.

Assess each example that you discuss for its complexity and the level of effort that you estimate that it would take for your team to deliver that feature ( or something similar ). In our cards, we divide connected experiences into five levels: functions, features, experiences, complete products, and portfolios. Size your own build here. This will help to focus the conversation on the merits of ongoing investment as well as the gap between what you deliver today and what you want to deliver in the future.

Next, have your team plot each idea on the following 2×2 grid, which lays out the four enduring arguments for a personalized experience. This is critical because it emphasizes how personalization can not only help your external customers but also affect your own ways of working. It’s also a reminder ( which is why we used the word argument earlier ) of the broader effort beyond these tactical interventions.

Each team member should vote on where they see your product or service putting its emphasis. Naturally, you can’t prioritize all of them. The intention here is to flesh out how different departments may view their own upsides to the effort, which can vary from one to the next. Documenting your desired outcomes lets you know how the team internally aligns across representatives from different departments or functional areas.

The third and final kickstart activity is about naming your personalization gap. Is your customer journey well documented? Will data and privacy compliance be too big of a challenge? Do you have content metadata needs that you have to address? ( We’re pretty sure that you do: it ’s just a matter of recognizing the relative size of that need and its remedy. ) In our cards, we’ve noted a number of program risks, including common team dispositions. Our Detractor card, for example, lists six stakeholder behaviors that hinder progress.

Effectively collaborating and managing expectations is critical to your success. Consider the potential barriers to your future progress. Press the participants to name specific steps to overcome or mitigate those barriers in your organization. As studies have shown, personalization efforts face many common barriers.

At this point, you ’ve hopefully discussed sample interactions, emphasized a key area of benefit, and flagged key gaps? Good—you’re ready to continue.

Hit that test kitchen

Next, let’s look at what you’ll need to bring your personalization recipes to life. Personalization engines, which are robust software suites for automating and expressing dynamic content, can intimidate new customers. Their capabilities are sweeping and powerful, and they present broad options for how your organization can conduct its activities. This presents the question: Where do you begin when you’re configuring a connected experience?

What’s important here is to avoid treating the installed software like it were a dream kitchen from some fantasy remodeling project ( as one of our client executives memorably put it ). These software engines are more like test kitchens where your team can begin devising, tasting, and refining the snacks and meals that will become a part of your personalization program’s regularly evolving menu.

The ultimate menu of the prioritized backlog will come together over the course of the workshop. And creating “dishes ” is the way that you’ll have individual team stakeholders construct personalized interactions that serve their needs or the needs of others.

The dishes will come from recipes, and those recipes have set ingredients.

Verify your ingredients

Like a good product manager, you’ll make sure—andyou’ll validate with the right stakeholders present—that you have all the ingredients on hand to cook up your desired interaction ( or that you can work out what needs to be added to your pantry ). These ingredients include the audience that you’re targeting, content and design elements, the context for the interaction, and your measure for how it’ll come together.

This is n’t just about discovering requirements. Documenting your personalizations as a series of if-then statements lets the team:

1. compare findings toward a unified approach for developing features, not unlike when artists paint with the same palette;
2. specify a consistent set of interactions that users find uniform or familiar;
3. and develop parity across performance measurements and key performance indicators too.

This helps you streamline your designs and your technical efforts while you deliver a shared palette of core motifs of your personalized or automated experience.

Compose your recipe

What ingredients are important to you? Think of a who-what-when-why construct:

• Who are your key audience segments or groups?
• What kind of content will you give them, in what design elements, and under what circumstances?
• And for which business and user benefits?

We first developed these cards and card categories five years ago. We regularly play-test their fit with conference audiences and clients. And we still encounter new possibilities. But they all follow an underlying who-what-when-why logic.

Here are three examples for a subscription-based reading app, which you can generally follow along with right to left in the cards in the accompanying photo below.

1. Nurture personalization: When a guest or an unknown visitor interacts with a product title, a banner or alert bar appears that makes it easier for them to encounter a related title they may want to read, saving them time.
2. Welcome automation: When there’s a newly registered user, an email is generated to call out the breadth of the content catalog and to make them a happier subscriber.
3. Winback automation: Before their subscription lapses or after a recent failed renewal, a user is sent an email that gives them a promotional offer to suggest that they reconsider renewing or to remind them to renew.

A useful preworkshop activity may be to think through a first draft of what these cards might be for your organization, although we’ve also found that this process sometimes flows best through cocreating the recipes themselves. Start with a set of blank cards, and begin labeling and grouping them through the design process, eventually distilling them to a refined subset of highly useful candidate cards.

You can think of the later stages of the workshop as moving from recipes toward a cookbook in focus—like a more nuanced customer-journey mapping. Individual “cooks” will pitch their recipes to the team, using a common jobs-to-be-done format so that measurability and results are baked in, and from there, the resulting collection will be prioritized for finished design and delivery to production.

Better kitchens require better architecture

Simplifying a customer experience is a complicated effort for those who are inside delivering it. Beware anyone who says otherwise. With that being said, “Complicated problems can be hard to solve, but they are addressable with rules and recipes. ”

When personalization becomes a laugh line, it ’s because a team is overfitting: they aren’t designing with their best data. Like a sparse pantry, every organization has metadata debt to go along with its technical debt, and this creates a drag on personalization effectiveness. Your AI’s output quality, for example, is indeed limited by your IA. Spotify’s poster-child prowess today was unfathomable before they acquired a seemingly modest metadata startup that now powers its underlying information architecture.

You can definitely stand the heat …

Personalization technology opens a doorway into a confounding ocean of possible designs. Only a disciplined and highly collaborative approach will bring about the necessary focus and intention to succeed. So banish the dream kitchen. Instead, hit the test kitchen to save time, preserve job satisfaction and security, and safely dispense with the fanciful ideas that originate upstairs of the doers in your organization. There are meals to serve and mouths to feed.

This workshop framework gives you a fighting shot at lasting success as well as sound beginnings. Wiring up your information layer is n’t an overnight affair. But if you use the same cookbook and shared recipes, you’ll have solid footing for success. We designed these activities to make your organization’s needs concrete and clear, long before the hazards pile up.

While there are associated costs toward investing in this kind of technology and product design, your ability to size up and confront your unique situation and your digital capabilities is time well spent. Don’t squander it. The proof, as they say, is in the pudding.

Ever since I was a child, I’ve been fascinated with videos. I loved the heroes and the excitement—but most of all the stories. I wanted to be an actor. And I believed that I’d get to do the things that Indiana Jones did and go on exciting activities. I also dreamed up suggestions for videos that my friends and I could render and sun in. But they never went any farther. I did, however, end up working in user experience ( UX). Today, I realize that there’s an element of drama to UX— I had n’t actually considered it before, but consumer analysis is story. And to get the most out of consumer research, you need to show a good account where you bring stakeholders—the solution team and choice makers—along and getting them interested in learning more.

Think of your favourite film. More than likely it follows a three-act framework that ’s frequently seen in story: the layout, the fight, and the quality. The second act shows what exists now, and it helps you get to know the figures and the challenges and problems that they face. Act two introduces the turmoil, where the action is. Here, difficulties grow or get worse. And the third and final work is the solution. This is where the issues are resolved and the figures learn and change. I believe that this architecture is also a great way to think about customer study, and I think that it can be particularly helpful in explaining person exploration to others.

Use story as a framework to complete research

It’s sad to say, but many have come to see studies as being inconsequential. If finances or timelines are small, analysis tends to be one of the first points to go. Instead of investing in research, some product managers rely on designers or—worse—their own opinion to make the “right ” choices for users based on their experience or accepted best practices. That may get clubs some of the way, but that approach is so quickly miss out on solving people ’ real problems. To be user-centered, this is something we really avoid. User studies puts style. It keeps it on trail, pointing to problems and opportunities. Being aware of the issues with your goods and reacting to them can help you stay ahead of your competition.

In the three-act structure, each action corresponds to a part of the process, and each part is important to telling the whole story. Let’s look at the different functions and how they align with consumer study.

Act one: layout

The layout is all about understanding the history, and that ’s where basic research comes in. Basic research ( also called conceptual, discovery, or original research ) helps you understand people and identify their problems. You’re learning about what exists now, the obstacles people have, and how the problems affect them—just like in the videos. To do basic research, you may conduct cultural inquiries or journal studies ( or both! ), which can help you start to identify issues as well as opportunities. It does n’t need to be a great investment in time or money.

Erika Hall writes about minimum practical anthropology, which can be as easy as spending 15 minutes with a customer and asking them one point: “‘Walk me through your day yesterday. ’ That’s it. Present that one request. Shut up and listen to them for 15 minutes. Do your damndest to keep yourself and your interests out of it. Bam, you’re doing ethnography. ” According to Hall,“[ This ] will probably prove quite illuminating. In the highly unlikely case that you did n’t learn anything new or useful, carry on with enhanced confidence in your direction. ”

This makes total sense to me. And I love that this makes user research so accessible. You don’t need to prepare a lot of documentation; you can just recruit participants and do it! This can yield a wealth of information about your users, and it’ll help you better understand them and what’s going on in their lives. That’s really what act one is all about: understanding where users are coming from.

Jared Spool talks about the importance of foundational research and how it should form the bulk of your research. If you can draw from any additional user data that you can get your hands on, such as surveys or analytics, that can supplement what you ’ve heard in the foundational studies or even point to areas that need further investigation. Together, all this data paints a clearer picture of the state of things and all its shortcomings. And that ’s the beginning of a compelling story. It’s the point in the plot where you realize that the main characters—or the users in this case—are facing challenges that they need to overcome. Like in the movies, this is where you start to build empathy for the characters and root for them to succeed. And hopefully stakeholders are now doing the same. Their sympathy may be with their business, which could be losing money because users can’t complete certain tasks. Or maybe they do empathize with users ’ struggles. Either way, act one is your initial hook to get the stakeholders interested and invested.

Once stakeholders begin to understand the value of foundational research, that can open doors to more opportunities that involve users in the decision-making process. And that can guide product teams toward being more user-centered. This benefits everyone—users, the product, and stakeholders. It’s like winning an Oscar in movie terms—it often leads to your product being well received and successful. And this can be an incentive for stakeholders to repeat this process with other products. Storytelling is the key to this process, and knowing how to tell a good story is the only way to get stakeholders to really care about doing more research.

This brings us to act two, where you iteratively evaluate a design or concept to see whether it addresses the issues.

Act two: conflict

Act two is all about digging deeper into the problems that you identified in act one. This usually involves directional research, such as usability tests, where you assess a potential solution ( such as a design ) to see whether it addresses the issues that you found. The issues could include unmet needs or problems with a flow or process that ’s tripping users up. Like act two in a movie, more issues will crop up along the way. It’s here that you learn more about the characters as they grow and develop through this act.

Usability tests should typically include around five participants according to Jakob Nielsen, who found that that number of users can usually identify most of the problems: “As you add more and more users, you learn less and less because you will keep seeing the same things again and again… After the fifth user, you are wasting your time by observing the same findings repeatedly but not learning much new. ”

There are parallels with storytelling here too; if you try to tell a story with too many characters, the plot may get lost. Having fewer participants means that each user’s struggles will be more memorable and easier to relay to other stakeholders when talking about the research. This can help convey the issues that need to be addressed while also highlighting the value of doing the research in the first place.

Researchers have run usability tests in person for decades, but you can also conduct usability tests remotely using tools like Microsoft Teams, Zoom, or other teleconferencing software. This approach has become increasingly popular since the beginning of the pandemic, and it works well. You can think of in-person usability tests like going to a play and remote sessions as more like watching a movie. There are advantages and disadvantages to each. In-person usability research is a much richer experience. Stakeholders can experience the sessions with other stakeholders. You also get real-time reactions—including surprise, agreement, disagreement, and discussions about what they’re seeing. Much like going to a play, where audiences get to take in the stage, the costumes, the lighting, and the actors ’ interactions, in-person research lets you see users up close, including their body language, how they interact with the moderator, and how the scene is set up.

If in-person usability testing is like watching a play—staged and controlled—then conducting usability testing in the field is like immersive theater where any two sessions might be very different from one another. You can take usability testing into the field by creating a replica of the space where users interact with the product and then conduct your research there. Or you can go out to meet users at their location to do your research. With either option, you get to see how things work in context, things come up that would n’t have in a lab environment—and conversion can shift in entirely different directions. As researchers, you have less control over how these sessions go, but this can sometimes help you understand users even better. Meeting users where they are can provide clues to the external forces that could be affecting how they use your product. In-person usability tests provide another level of detail that ’s often missing from remote usability tests.

That’s not to say that the “movies ”—remote sessions—aren’t a good option. Remote sessions can reach a wider audience. They allow a lot more stakeholders to be involved in the research and to see what’s going on. And they open the doors to a much wider geographical pool of users. But with any remote session there is the potential of time wasted if participants can’t log in or get their microphone working.

The benefit of usability testing, whether remote or in person, is that you get to see real users interact with the designs in real time, and you can ask them questions to understand their thought processes and grasp of the solution. This can help you not only identify problems but also glean why they’re problems in the first place. Furthermore, you can test hypotheses and gauge whether your thinking is correct. By the end of the sessions, you’ll have a much clearer picture of how usable the designs are and whether they work for their intended purposes. Act two is the heart of the story—where the excitement is—but there can be surprises too. This is equally true of usability tests. Often, participants will say unexpected things, which change the way that you look at things —and these twists in the story can move things in new directions.

Unfortunately, user research is sometimes seen as expendable. And too often usability testing is the only research process that some stakeholders think that they ever need. In fact, if the designs that you’re evaluating in the usability test aren’t grounded in a solid understanding of your users ( foundational research ), there’s not much to be gained by doing usability testing in the first place. That’s because you’re narrowing the focus of what you’re getting feedback on, without understanding the users ‘ needs. As a result, there’s no way of knowing whether the designs might solve a problem that users have. It’s only feedback on a particular design in the context of a usability test.

On the other hand, if you only do foundational research, while you might have set out to solve the right problem, you won’t know whether the thing that you’re building will actually solve that. This illustrates the importance of doing both foundational and directional research.

In act two, stakeholders will—hopefully—get to watch the story unfold in the user sessions, which creates the conflict and tension in the current design by surfacing their highs and lows. And in turn, this can help motivate stakeholders to address the issues that come up.

Act three: resolution

While the first two acts are about understanding the background and the tensions that can propel stakeholders into action, the third part is about resolving the problems from the first two acts. While it ’s important to have an audience for the first two acts, it ’s crucial that they stick around for the final act. That means the whole product team, including developers, UX practitioners, business analysts, delivery managers, product managers, and any other stakeholders that have a say in the next steps. It allows the whole team to hear users ’ feedback together, ask questions, and discuss what’s possible within the project’s constraints. And it lets the UX research and design teams clarify, suggest alternatives, or give more context behind their decisions. So you can get everyone on the same page and get agreement on the way forward.

This act is mostly told in voiceover with some audience participation. The researcher is the narrator, who paints a picture of the issues and what the future of the product could look like given the things that the team has learned. They give the stakeholders their recommendations and their guidance on creating this vision.

Nancy Duarte in the Harvard Business Review offers an approach to structuring presentations that follow a persuasive story. “The most effective presenters use the same techniques as great storytellers: By reminding people of the status quo and then revealing the path to a better way, they set up a conflict that needs to be resolved, ” writes Duarte. “That tension helps them persuade the audience to adopt a new mindset or behave differently. ”

This type of structure aligns well with research results, and particularly results from usability tests. It provides evidence for “what is ”—the problems that you ’ve identified. And “what could be”—your recommendations on how to address them. And so on and so forth.

You can reinforce your recommendations with examples of things that competitors are doing that could address these issues or with examples where competitors are gaining an edge. Or they can be visual, like quick mockups of how a new design could look that solves a problem. These can help generate conversation and momentum. And this continues until the end of the session when you ’ve wrapped everything up in the conclusion by summarizing the main issues and suggesting a way forward. This is the part where you reiterate the main themes or problems and what they mean for the product—the denouement of the story. This stage gives stakeholders the next steps and hopefully the momentum to take those steps!

While we are nearly at the end of this story, let’s reflect on the idea that user research is storytelling. All the elements of a good story are there in the three-act structure of user research:

Act one: You meet the protagonists ( the users ) and the antagonists ( the problems affecting users ). This is the beginning of the plot. In act one, researchers might use methods including contextual inquiry, ethnography, diary studies, surveys, and analytics. The output of these methods can include personas, empathy maps, user journeys, and analytics dashboards.

• Act two: Next, there’s character development. There’s conflict and tension as the protagonists encounter problems and challenges, which they must overcome. In act two, researchers might use methods including usability testing, competitive benchmarking, and heuristics evaluation. The output of these can include usability findings reports, UX strategy documents, usability guidelines, and best practices.

Act three: The protagonists triumph and you see what a better future looks like. In act three, researchers may use methods including presentation decks, storytelling, and digital media. The output of these can be: presentation decks, video clips, audio clips, and pictures.

The researcher has multiple roles: they’re the storyteller, the director, and the producer. The participants have a small role, but they are significant characters ( in the research ). And the stakeholders are the audience. But the most important thing is to get the story right and to use storytelling to tell users ’ stories through research. By the end, the stakeholders should walk away with a purpose and an eagerness to resolve the product’s ills.

So the next time that you’re planning research with clients or you’re speaking to stakeholders about research that you ’ve done, think about how you can weave in some storytelling. Ultimately, user research is a win-win for everyone, and you just need to get stakeholders interested in how the story ends.

As a solution contractor over too many years to explain, I’ve lost count of the number of days I’ve seen promising suggestions go from zero to warrior in a few days, only to fade out within months.

Financial goods, which is the area I work in, are no exception. With people’s true hard-earned money on the line, person objectives running high, and a crowded industry, it’s tempting to put as many functions at the ceiling as possible and expect something sticks. But this method is a recipe for disaster. Here’s why:

The perils of feature-first growth

When you start building a financial product from the ground up, or are migrating existing client expeditions from paper or phone channels onto online bank or mobile software, it’s easy to get caught up in the pleasure of creating new functions. You might think,” If I can only add one more thing that solves this particular person issue, they’ll love me! ” But what happens when you ultimately hit a barrier because the narcs (your safety group! ) don’t like it? When a hard-fought have isn’t as common as you thought, or it breaks due to unforeseen difficulty?

This is where the concept of Minimum Viable Product ( MVP ) comes in. Jason Fried’s text Getting True and his audio Overhaul usually touch on this idea, even if he does n’t often call it that. An MVP is a product that provides just enough significance to your users to keep them engaged, but not so much that it becomes overwhelming or difficult to maintain. It sounds like an easy concept but it requires a razor sharp eye, a ruthless edge and having the courage to stick by your opinion because it is easy to be seduced by “the Columbo Effect”… when there’s always “just one more thing … ” that someone wants to add.

The problem with most fund apps, however, is that they often become a mirror of the domestic politics of the business rather than an encounter entirely designed around the consumer. This means that the emphasis is on delivering as some features and functionalities as possible to satisfy the needs and wants of competing inside agencies, rather than providing a distinct value statement that is focused on what the folks out there in the real world want. As a result, these products can very easily bloat to become a mixed bag of confusing, unrelated and ultimately unlovable customer experiences—a feature salad, you might say.

The importance of bedrock

So what’s a better approach? How can we build products that are stable, user-friendly, and—most importantly—stick?

That’s where the concept of “bedrock” comes in. Bedrock is the core element of your product that truly matters to users. It’s the fundamental building block that provides value and stays relevant over time.

In the world of retail banking, which is where I work, the bedrock has got to be in and around the regular servicing journeys. People open their current account once in a blue moon but they look at it every day. They sign up for a credit card every year or two, but they check their balance and pay their bill at least once a month.

Identifying the core tasks that people want to do and then relentlessly striving to make them easy to do, dependable, and trustworthy is where the gravy’s at.

But how do you get to bedrock? By focusing on the” MVP” approach, prioritizing simplicity, and iterating towards a clear value proposition. This means cutting out unnecessary features and focusing on delivering real value to your users.

It also means having some guts, because your colleagues might not always instantly share your vision to start with. And controversially, sometimes it can even mean making it clear to customers that you’re not going to come to their house and make their dinner. The occasional “opinionated user interface design ” ( i. e. clunky workaround for edge cases ) might sometimes be what you need to use to test a concept or buy you space to work on something more important.

Practical strategies for building financial products that stick

So what are the key strategies I’ve learned from my own experience and research?

1. Start with a clear “why”: What problem are you trying to solve? For whom? Make sure your mission is crystal clear before building anything. Make sure it aligns with your company ’s objectives, too.
2. Focus on a single, core feature and obsess on getting that right before moving on to something else: Resist the temptation to add too many features at once. Instead, choose one that delivers real value and iterate from there.
3. Prioritize simplicity over complexity: Less is often more when it comes to financial products. Cut out unnecessary bells and whistles and keep the focus on what matters most.
4. Embrace continuous iteration: Bedrock isn’t a fixed destination—it’s a dynamic process. Continuously gather user feedback, refine your product, and iterate towards that bedrock state.
5. Stop, look and listen: Don’t just test your product as part of your delivery process—test it repeatedly in the field. Use it yourself. Run A/B tests. Gather user feedback. Talk to people who use it, and refine accordingly.

The bedrock paradox

There’s an interesting paradox at play here: building towards bedrock means sacrificing some short-term growth potential in favour of long-term stability. But the payoff is worth it—products built with a focus on bedrock will outlast and outperform their competitors, and deliver sustained value to users over time.

So, how do you start your journey towards bedrock? Take it one step at a time. Start by identifying those core elements that truly matter to your users. Focus on building and refining a single, powerful feature that delivers real value. And above all, test obsessively—for, in the words of Abraham Lincoln, Alan Kay, or Peter Drucker ( whomever you believe! ! ), “The best way to predict the future is to create it. ”

Warning: contains clues for Doctor Who show “The Story & The Engine”. The Doctor and Belinda land in Lagos, Nigeria, where a mysterious Barber is holding people hostage and using their stories for nefarious purposes, in a poetic, conceptually daring episode that vividly shows how Doctor Who can keep itself fresh and vital into the [ …]

The blog Doctor Who Series 15 Episode 5 Review: The Story & The Engine appeared initially on Den of Geek.

Jason Mantzoukas enjoys himself approach too much in this unique Taskmaster year 19 picture.

South of Midnight allows you to skip boss conflicts, and believe it or not, that ’s fine.

“ I just loaded South of Midnight, interested to check out such a gorgeous-looking match, and was immediately delighted by the artwork and the remarkable performances in the scenes, but then—as Zack warned us— I was immediately underwhelmed by the repeated battle. But, while casually fiddling through the game’s configurations to see what was what, I saw a switch I definitely was not expecting: ‘Boss miss solution. ’ ”

Learn more at Kotaku

Following a pattern of post-apocalyptic triumphs on additional streamers, Netflix has found an appreciative crowd for its music access, The Eternaut.

“Shows like Silo and Fallout have become global experiences for Apple TV + and Prime Video in the last few years, and then Netflix has suddenly responded with a post-apocalyptic set of its own. Netflix’s newest collection comes in the form of The Eternaut, which follows a group of individuals as they fight off an alien risk after a brutal rain took the lives of millions of people. ”

Learn more at Collider

Max is cracking down on login posting, following Netflix’s case. But the income capture does take some time to apply.

“ While it ’s easy to dunk on Warner Bros. Discovery’s terribly unhappy decision-making, this is more or less the same timeframe Netflix worked out when it launched its unique password-sharing assault a few years ago. Netflix’s action was first tested in Latin American countries like Chile and Peru in 2022 before it came stateside in 2023. People and their precise mother complained about it, but Netflix claimed those problems did not actually deter people from using Netflix. ”

Learn more at The A. V. Team

Benedict Wong is on panel for Ridley Scott’s next post-apocalypse story, The Dog Stars.

“Benedict Wong ( Weapons ) has joined the cast of The Dog Stars, Ridley Scott’s post-apocalyptic thriller based on the novel by Peter Heller. Character facts are under covers. Wong joins an opera led by Jacob Elordi, which even includes Margaret Qualley, Josh Brolin, and Guy Pearce. Currently shooting in Italy, the film reunites the actor with Scott following the duo’s work together on Prometheus ( 2012 ) and The Martian ( 2015 ). ”

Learn more at Deadline

The article Link Tank: Unique Taskmaster Clip Shows Jason Mantzoukas at His Chaotic Best appeared first on Den of Geek.

It’s irrefutable. Ryan Coogler’s Sinners is a confirmed box office crush. The record-breaking video just achieved another large feat, taking$ 33. 1 million on its third weekend of domestic release with another impressively small drop of just 27 percent week-on-week despite losing all Premium, Large Format, and IMAX screens to Marvel‘s latest would-be blockbuster, Thunderbolts * ( Nee [ … ]

The article Criminals, Thunderbolts*, and the Need to Rethink IMAX Releases appeared initially on Den of Geek.

Jason Mantzoukas enjoys himself approach too much in this unique Taskmaster year 19 picture.

South of Midnight allows you to skip boss conflicts, and believe it or not, that ’s fine.

“ I just loaded South of Midnight, interested to check out such a gorgeous-looking match, and was immediately delighted by the artwork and the remarkable performances in the scenes, but then—as Zack warned us— I was immediately underwhelmed by the repeated battle. But, while casually fiddling through the game’s configurations to see what was what, I saw a switch I definitely was not expecting: ‘Boss miss solution. ’ ”

Learn more at Kotaku

Following a pattern of post-apocalyptic triumphs on additional streamers, Netflix has found an appreciative crowd for its music access, The Eternaut.

“Shows like Silo and Fallout have become global experiences for Apple TV + and Prime Video in the last few years, and then Netflix has suddenly responded with a post-apocalyptic set of its own. Netflix’s newest collection comes in the form of The Eternaut, which follows a group of individuals as they fight off an alien risk after a brutal rain took the lives of millions of people. ”

Learn more at Collider

Max is cracking down on login posting, following Netflix’s case. But the income capture does take some time to apply.

“ While it ’s easy to dunk on Warner Bros. Discovery’s terribly unhappy decision-making, this is more or less the same timeframe Netflix worked out when it launched its unique password-sharing assault a few years ago. Netflix’s program was initially tested in Latin American countries like Chile and Peru in 2022 before it came stateside in 2023. People and their precise mother complained about it, but Netflix claimed those problems did not actually deter people from using Netflix. ”

Learn more at The A. V. Team

Benedict Wong is on panel for Ridley Scott’s next post-apocalypse novel, The Dog Stars.

“Benedict Wong ( Weapons ) has joined the cast of The Dog Stars, Ridley Scott’s post-apocalyptic thriller based on the novel by Peter Heller. Character facts are under covers. Wong joins an opera led by Jacob Elordi, which even includes Margaret Qualley, Josh Brolin, and Guy Pearce. Currently shooting in Italy, the film reunites the actor with Scott following the duo’s work together on Prometheus ( 2012 ) and The Martian ( 2015 ). ”

Learn more at Deadline

The article Link Tank: Special Taskmaster Clip Shows Jason Mantzoukas at His Chaotic Best appeared first on Den of Geek.

Warning: contains trailers for Doctor Who Season 2 Episode 5. Doctor Who continues its investigation of gods and folklore with fresh instance “The Story and the Engine. ” A pitstop for the Fifteenth Doctor ( Ncuti Gatwa ) and Belinda ( Varada Sethu ) in 2019 Lagos, Nigeria turns into an otherworldly mystery as four men mysteriously disappear following their [ …]

The blog Doctor Who Writer Explains “The Story & The Engine ” Inspirations and Ending appeared first on Den of Geek.

Jason Mantzoukas enjoys himself approach too much in this unique Taskmaster year 19 picture.

South of Midnight allows you to miss boss conflicts, and believe it or not, that ’s fine.

“ I just loaded South of Midnight, interested to check out such a gorgeous-looking match, and was immediately delighted by the artwork and the remarkable performances in the scenes, but then—as Zack warned us— I was immediately underwhelmed by the repeated battle. But, while casually fiddling through the game’s configurations to see what was what, I saw a switch I definitely was not expecting: ‘Boss miss solution. ’ ”

Learn more at Kotaku

Following a pattern of post-apocalyptic triumphs on additional streamers, Netflix has found an appreciative crowd for its music access, The Eternaut.

“Shows like Silo and Fallout have become global experiences for Apple TV + and Prime Video in the last few years, and then Netflix has suddenly responded with a post-apocalyptic set of its own. Netflix’s newest collection comes in the form of The Eternaut, which follows a group of individuals as they fight off an alien risk after a brutal rain took the lives of millions of people. ”

Learn more at Collider

Max is cracking down on login posting, following Netflix’s case. But the income capture does take some time to apply.

“ While it ’s easy to dunk on Warner Bros. Discovery’s terribly unhappy decision-making, this is more or less the same timeframe Netflix worked out when it launched its unique password-sharing assault a few years ago. Netflix’s program was initially tested in Latin American countries like Chile and Peru in 2022 before it came stateside in 2023. People and their precise family complained about it, but Netflix claimed those problems did not actually deter people from using Netflix. ”

Learn more at The A. V. Membership

Benedict Wong is on board for Ridley Scott’s next post-apocalypse novel, The Dog Stars.

“Benedict Wong ( Weapons ) has joined the cast of The Dog Stars, Ridley Scott’s post-apocalyptic thriller based on the novel by Peter Heller. Character facts are under covers. Wong joins an opera led by Jacob Elordi, which even includes Margaret Qualley, Josh Brolin, and Guy Pearce. Currently shooting in Italy, the film reunites the actor with Scott following the duo’s work together on Prometheus ( 2012 ) and The Martian ( 2015 ). ”

Learn more at Deadline

The article Link Tank: Special Taskmaster Clip Shows Jason Mantzoukas at His Chaotic Best appeared first on Den of Geek.

But what on earth is a passionate stress?

Envision a person determined to do it all. She has two wonderful children whom she, along with her father who is also working mildly, is homeschooling during a crisis. She has a demanding customer fill at work—all of whom she loves. She gets up early to get some movement in ( or often catch up on work ), does dinner prep as the kids are eating breakfast, and gets to work while positioning herself near “fourth grade ” to listen in as she juggles clients, tasks, and budgets. Sound like a bit? Also with a supportive group both at home and at work, it is.

Sounds like this person has too much on her disk and needs self-care. But no, she does n’t have time for that. In truth, she starts to feel like she’s dropping balloons. Never accomplishing much. There’s not enough of her to be here and it; she is trying to divide her head in two all the time, all day, every day. She starts to fear herself. And as those thoughts creep in more and more, her domestic tale becomes more and more important.

Instantly she KNOWS what she needs to do! She really DO MORE.

This is a painful and dangerous period. Hear why? Because once she does n’t finish that novel aim, that narrative will get worse. Instantly she’s failing. She is n’t doing much. SHE is not enough. She may fail, she may refuse her home… but she’ll get more she really do. She does n’t sleeping as much, walk as much, all in the work to do more. Caught in this period of trying to prove herself to herself, not reaching any purpose. Not feeling “enough. ”

But, yeah, that ’s what zealous burnout looks like for me. It does n’t happen overnight in some magnificent sign but rather carefully builds over weeks and months. My burning out process looks like speeding up, hardly a man losing focus. I rate up and up and up… and therefore I simply quit.

I am the one who was

It’s interesting the things that shape us. Through the glass of youth, I viewed the worries, problems, and sacrifices of someone who had to make it all work without having much. I was happy that my mom was so competent and my dad friendly; I never went without and also got an extra here or there.

Growing up, I did not think pity when my family paid with food passports; in truth, I’d have probably taken on any debate on the topic, orally eviscerating anyone who dared to criticize the disabled person trying to make sure all our needs were met with so little. As a child, I watched the way the worry of not making those ends meet impacted persons I love. As the non-disabled people in my home, I would take on many of the real things because I was “the one who could ” make our lives a much easier. I learned first to relate fears or confusion with putting more of myself into it— I am the one who does. I learned first that when something frightens me, I can double down and work harder to make it better. I may possess the problem. When people have seen this in me as an child, I’ve been told I seem brave, but make no mistake, I’m no. If I seem brave, it ’s because this behavior was forged from other people’s concerns.

And here I am, more than 30 times afterwards still feeling the urge to aimlessly force myself forward when faced with overwhelming things ahead of me, assuming that I am the one who is and consequently does. I find myself driven to prove that I may make things happen if I work longer hours, taking on more responsibility, and do more.

I do not see people who struggle financially as problems, because I have seen how powerful that tide is be—it takes you along the way. I really get that I have been privileged to be able to prevent many of the problems that were current in my children. That said, I am also “the a who can” who feels she does, but if I were faced with not having much to make ends meet for my own home, I do see myself as having failed. Though I am supported and educated, most of this is due to great riches. I will, but, permit myself the pride of saying I have been cautious with my options to have encouraged that chance. My personality stems from the idea that I am “the a who can” but so feel bound to do the most. I can choose to halt, and with some pretty precise warm water splashed in my mouth, I’ve made the choice to previously. But that choosing to quit is certainly my go-to; I move forward, driven by a dread that is so a part of me that I hardly notice it ’s there until I’m feeling utterly worn away.

So why all the story? You see, stress is a volatile thing. I have heard and read a bit about stress over the years. Stress is true. Particularly today, with COVID, many of us are balancing more than we ever have before—all at once! It’s challenging, and the postponing, the evasion, the shutting down impacts so many wonderful professionals. There are significant articles that relate to what I imagine must get the majority of people out there, but not me. That’s hardly what my fatigue looks like.

The harmful visibility of passionate burnout

A lot of work environments see the extra hours, extra effort, and overall focused commitment as an asset ( and sometimes that ’s all it is ). They see anyone trying to rise to difficulties, never one stuck in their anxiety. Some well-meaning companies have safeguards in place to protect their clubs from stress. But in cases like this, those warnings are not always tripped, and then when the inevitable prevent comes, some members of the organization feel surprised and disappointed. And maybe even actually betrayed.

Parents—more but mother, mathematically speaking—are praised as being so on bottom of it all when they can work, get involved in the after-school activities, exercise self-care in the form of diet and exercise, and also meet friends for coffee or wine. During COVID many of us have binged countless streaming episodes showing how it ’s so hard for the female protagonist, but she is strong and funny and can do it. It’s a “very special episode” when she breaks down, cries in the bathroom, woefully admits she needs help, and just stops for a bit. Truth is, countless people are hiding their tears or are doom-scrolling to escape. We know that the media is a lie to amuse us, but often the perception that it ’s what we should strive for has penetrated much of society.

Women and burnout

I love men. And though I don’t love every man ( heads up, I don’t love every woman or nonbinary person either ), I think there is a beautiful spectrum of individuals who represent that particular binary gender.

That said, women are still more often at risk of burnout than their male counterparts, especially in these COVID stressed times. Mothers in the workplace feel the pressure to do all the “mom” things while giving 110 %. Mothers not in the workplace feel they need to do more to “justify ” their lack of traditional employment. Women who are not mothers often feel the need to do even more because they don’t have that extra pressure at home. It’s vicious and systemic and so a part of our culture that we’re often not even aware of the enormity of the pressures we put on ourselves and each other.

And there are prices beyond happiness too. Harvard Health Publishing released a study a decade ago that “uncovered strong links between women’s job stress and cardiovascular disease. ” The CDC noted, “ Heart disease is the leading cause of death for women in the United States, killing 299,578 women in 2017—or about 1 in every 5 female deaths. ”

This relationship between work stress and health, from what I have read, is more dangerous for women than it is for their non-female counterparts.

But what if your burnout is n’t like that either?

That might not be you either. After all, each of us is so different and how we respond to stressors is too. It’s part of what makes us human. Don’t stress what burnout looks like, just learn to recognize it in yourself. Here are a few questions I sometimes ask friends if I am concerned about them.

Are you happy? This simple question should be the first thing you ask yourself. Chances are, even if you’re burning out doing all the things you love, as you approach burnout you’ll just stop taking as much joy from it all.

Do you feel empowered to say no? I have observed in myself and others that when someone is burning out, they no longer feel they can say no to things. Even those who don’t “speed up ” feel pressure to say yes to not disappoint the people around them.

What are three things you ’ve done for yourself? Another observance is that we all tend to stop doing things for ourselves. Anything from skipping showers and eating poorly to avoiding talking to friends. These can be red flags.

Are you making excuses? Many of us try to disregard feelings of burnout. Over and over I have heard, “It’s just crunch time, ” “As soon as I do this one thing, it will all be better, ” and “Well I should be able to handle this, so I’ll figure it out. ” And it might really be crunch time, a single goal, and/or a skill set you need to learn. That happens—life happens. BUT if this does n’t stop, be honest with yourself. If you ’ve worked more 50-hour weeks since January than not, maybe it ’s not crunch time—maybe it ’s a bad situation that you’re burning out from.

Do you have a plan to stop feeling this way? If something is truly temporary and you do need to just push through, then it has an exit route with a
defined end.

Take the time to listen to yourself as you would a friend. Be honest, allow yourself to be uncomfortable, and break the thought cycles that prevent you from healing.

So now what?

What I just described is a different path to burnout, but it ’s still burnout. There are well-established approaches to working through burnout:

• Get enough sleep.
• Eat healthy.
• Work out.
• Get outside.
• Take a break.
• Overall, practice self-care.

Those are hard for me because they feel like more tasks. If I’m in the burnout cycle, doing any of the above for me feels like a waste. The narrative is that if I’m already failing, why would I take care of myself when I’m dropping all those other balls? People need me, right?

If you’re deep in the cycle, your inner voice might be pretty awful by now. If you need to, tell yourself you need to take care of the person your people depend on. If your roles are pushing you toward burnout, use them to help make healing easier by justifying the time spent working on you.

To help remind myself of the airline attendant message about putting the mask on yourself first, I have come up with a few things that I do when I start feeling myself going into a zealous burnout.

Cook an elaborate meal for someone!

OK, I am a “food-focused ” individual so cooking for someone is always my go-to. There are countless tales in my home of someone walking into the kitchen and turning right around and walking out when they noticed I was “chopping angrily. ” But it ’s more than that, and you should give it a try. Seriously. It’s the perfect go-to if you don’t feel worthy of taking time for yourself—do it for someone else. Most of us work in a digital world, so cooking can fill all of your senses and force you to be in the moment with all the ways you perceive the world. It can break you out of your head and help you gain a better perspective. In my house, I’ve been known to pick a place on the map and cook food that comes from wherever that is ( thank you, Pinterest ). I love cooking Indian food, as the smells are warm, the bread needs just enough kneading to keep my hands busy, and the process takes real attention for me because it ’s not what I was brought up making. And in the end, we all win!

Vent like a foul-mouthed fool

Be careful with this one!

I have been making an effort to practice more gratitude over the past few years, and I recognize the true benefits of that. That said, sometimes you just gotta let it all out—even the ugly. Hell, I’m a big fan of not sugarcoating our lives, and that sometimes means that to get past the big pile of poop, you’re gonna wanna complain about it a bit.

When that is what’s needed, turn to a trusted friend and allow yourself some pure verbal diarrhea, saying all the things that are bothering you. You need to trust this friend not to judge, to see your pain, and, most importantly, to tell you to remove your cranium from your own rectal cavity. Seriously, it ’s about getting a reality check here! One of the things I admire the most about my husband ( though often after the fact ) is his ability to break things down to their simplest. “We’re spending our lives together, of course you’re going to disappoint me from time to time, so get over it ” has been his way of speaking his dedication, love, and acceptance of me—and I could not be more grateful. It also, of course, has meant that I needed to remove my head from that rectal cavity. So, again, usually those moments are appreciated in hindsight.

Pick up a book!

There are many books out there that aren’t so much self-help as they are people just like you sharing their stories and how they’ve come to find greater balance. Maybe you’ll find something that speaks to you. Titles that have stood out to me include:

• Thrive by Arianna Huffington
• Tools of Titans by Tim Ferriss
• Girl, Stop Apologizing by Rachel Hollis
• Dare to Lead by Brené Brown

Or, another tactic I love to employ is to read or listen to a book that has NOTHING to do with my work-life balance. I’ve read the following books and found they helped balance me out because my mind was pondering their interesting topics instead of running in circles:

• The Drunken Botanist by Amy Stewart
• Superlife by Darin Olien
• A Brief History of Everyone Who Ever Lived by Adam Rutherford
• Gaia’s Garden by Toby Hemenway

If you’re not into reading, pick up a topic on YouTube or choose a podcast to subscribe to. I’ve watched countless permaculture and gardening topics in addition to how to raise chickens and ducks. For the record, I do not have a particularly large food garden, nor do I own livestock of any kind… yet. I just find the topic interesting, and it has nothing to do with any aspect of my life that needs anything from me.

Forgive yourself

You are never going to be perfect—hell, it would be boring if you were. It’s OK to be broken and flawed. It’s human to be tired and sad and worried. It’s OK to not do it all. It’s scary to be imperfect, but you cannot be brave if nothing were scary.

This last one is the most important: allow yourself permission to NOT do it all. You never promised to be everything to everyone at all times. We are more powerful than the fears that drive us.

This is hard. It is hard for me. It’s what’s driven me to write this—that it ’s OK to stop. It’s OK that your unhealthy habit that might even benefit those around you needs to end. You can still be successful in life.

I recently read that we are all writing our eulogy in how we live. Knowing that your professional accomplishments won’t be mentioned in that speech, what will yours say? What do you want it to say?

Look, I get that none of these ideas will “fix it, ” and that ’s not their purpose. None of us are in control of our surroundings, only how we respond to them. These suggestions are to help stop the spiral effect so that you are empowered to address the underlying issues and choose your response. They are things that work for me most of the time. Maybe they’ll work for you.

Does this sound familiar?

If this sounds familiar, it ’s not just you. Don’t let your negative self-talk tell you that you “even burn out wrong. ” It’s not wrong. Even if rooted in fear like my own drivers, I believe that this need to do more comes from a place of love, determination, motivation, and other wonderful attributes that make you the amazing person you are. We’re going to be OK, ya know. The lives that unfold before us might never look like that story in our head—that idea of “perfect” or “done ” we’re looking for, but that ’s OK. Really, when we stop and look around, usually the only eyes that judge us are in the mirror.

Do you remember that Winnie the Pooh sketch that had Pooh eat so much at Rabbit’s house that his buttocks could n’t fit through the door? Well, I already associate a lot with Rabbit, so it came as no surprise when he abruptly declared that this was unacceptable. But do you recall what happened next? He put a shelf across poor Pooh’s ankles and decorations on his back, and made the best of the big butt in his kitchen.

At the end of the day we are resourceful and know that we are able to push ourselves if we need to—even when we are tired to our core or have a big butt of fluff ‘n ’ stuff in our room. None of us has to be afraid, as we can manage any obstacle put in front of us. And maybe that means we will need to redefine success to allow space for being uncomfortably human, but that does n’t really sound so bad either.

So, wherever you are right now, please breathe. Do what you need to do to get out of your head. Forgive and take care.

Feedback, in whichever form it takes, and whatever it may be called, is one of the most powerful sweet skills that we have at our disposal to jointly get our models to a better position while growing our own skills and ideas.

Feedback is also one of the most underestimated resources, and frequently by assuming that we’re already good at it, we settle, forgetting that it ’s a skill that can be trained, grown, and improved. Bad feedback can make confusion in projects, send down confidence, and change faith and team collaboration over the long term. Quality opinions can be a revolutionary force.

Practicing our knowledge is absolutely a good way to increase, but the learning gets yet faster when it ’s paired with a good foundation that programs and focuses the process. What are some basic aspects of giving great feedback? And how can comments be adjusted for isolated and distributed job settings?

On the web, we can discover a long history of sequential suggestions: from the early days of open source, script was shared and discussed on mailing lists. Today, developers engage on pull requests, designers comment in their favorite design tools, project managers and scrum masters exchange ideas on tickets, and so on.

Design critique is often the name used for a type of feedback that ’s provided to make our work better, collaboratively. So it shares a lot of the principles with feedback in general, but it also has some differences.

The content

The foundation of every good critique is the feedback’s content, so that ’s where we need to start. There are many models that you can use to shape your content. The one that I personally like best—because it ’s clear and actionable—is this one from Lara Hogan.

While this equation is generally used to give feedback to people, it also fits really well in a design critique because it ultimately answers some of the core questions that we work on: What? Where? Why? How? Imagine that you’re giving some feedback about some design work that spans multiple screens, like an onboarding flow: there are some pages shown, a flow blueprint, and an outline of the decisions made. You spot something that could be improved. If you keep the three elements of the equation in mind, you’ll have a mental model that can help you be more precise and effective.

Here is a comment that could be given as a part of some feedback, and it might look reasonable at a first glance: it seems to superficially fulfill the elements in the equation. But does it?

Not sure about the buttons ’ styles and hierarchy—it feels off. Can you change them?

Observation for design feedback does n’t just mean pointing out which part of the interface your feedback refers to, but it also refers to offering a perspective that ’s as specific as possible. Are you providing the user’s perspective? Your expert perspective? A business perspective? The project manager’s perspective? A first-time user’s perspective?

When I see these two buttons, I expect one to go forward and one to go back.

Impact is about the why. Just pointing out a UI element might sometimes be enough if the issue may be obvious, but more often than not, you should add an explanation of what you’re pointing out.

When I see these two buttons, I expect one to go forward and one to go back. But this is the only screen where this happens, as before we just used a single button and an “× ” to close. This seems to be breaking the consistency in the flow.

The question approach is meant to provide open guidance by eliciting the critical thinking in the designer receiving the feedback. Notably, in Lara’s equation she provides a second approach: request, which instead provides guidance toward a specific solution. While that ’s a viable option for feedback in general, for design critiques, in my experience, defaulting to the question approach usually reaches the best solutions because designers are generally more comfortable in being given an open space to explore.

The difference between the two can be exemplified with, for the question approach:

When I see these two buttons, I expect one to go forward and one to go back. But this is the only screen where this happens, as before we just used a single button and an “× ” to close. This seems to be breaking the consistency in the flow. Would it make sense to unify them?

Or, for the request approach:

When I see these two buttons, I expect one to go forward and one to go back. But this is the only screen where this happens, as before we just used a single button and an “× ” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same pair of forward and back buttons.

At this point in some situations, it might be useful to integrate with an extra why: why you consider the given suggestion to be better.

When I see these two buttons, I expect one to go forward and one to go back. But this is the only screen where this happens, as before we just used a single button and an “× ” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same two forward and back buttons so that users don’t get confused.

Choosing the question approach or the request approach can also at times be a matter of personal preference. A while ago, I was putting a lot of effort into improving my feedback: I did rounds of anonymous feedback, and I reviewed feedback with other people. After a few rounds of this work and a year later, I got a positive response: my feedback came across as effective and grounded. Until I changed teams. To my shock, my next round of feedback from one specific person was n’t that great. The reason is that I had previously tried not to be prescriptive in my advice—because the people who I was previously working with preferred the open-ended question format over the request style of suggestions. But now in this other team, there was one person who instead preferred specific guidance. So I adapted my feedback for them to include requests.

One comment that I heard come up a few times is that this kind of feedback is quite long, and it does n’t seem very efficient. No… but also yes. Let’s explore both sides.

No, this style of feedback is actually efficient because the length here is a byproduct of clarity, and spending time giving this kind of feedback can provide exactly enough information for a good fix. Also if we zoom out, it can reduce future back-and-forth conversations and misunderstandings, improving the overall efficiency and effectiveness of collaboration beyond the single comment. Imagine that in the example above the feedback were instead just, “Let’s make sure that all screens have the same two forward and back buttons. ” The designer receiving this feedback would n’t have much to go by, so they might just apply the change. In later iterations, the interface might change or they might introduce new features—and maybe that change might not make sense anymore. Without the why, the designer might imagine that the change is about consistency… but what if it was n’t? So there could now be an underlying concern that changing the buttons would be perceived as a regression.

Yes, this style of feedback is not always efficient because the points in some comments don’t always need to be exhaustive, sometimes because certain changes may be obvious (“The font used does n’t follow our guidelines” ) and sometimes because the team may have a lot of internal knowledge such that some of the whys may be implied.

So the equation above is n’t meant to suggest a strict template for feedback but a mnemonic to reflect and improve the practice. Even after years of active work on my critiques, I still from time to time go back to this formula and reflect on whether what I just wrote is effective.

The tone

Well-grounded content is the foundation of feedback, but that ’s not really enough. The soft skills of the person who’s providing the critique can multiply the likelihood that the feedback will be well received and understood. Tone alone can make the difference between content that ’s rejected or welcomed, and it ’s been demonstrated that only positive feedback creates sustained change in people.

Since our goal is to be understood and to have a positive working environment, tone is essential to work on. Over the years, I’ve tried to summarize the required soft skills in a formula that mirrors the one for content: the receptivity equation.

Respectful feedback comes across as grounded, solid, and constructive. It’s the kind of feedback that, whether it ’s positive or negative, is perceived as useful and fair.

Timing refers to when the feedback happens. To-the-point feedback does n’t have much hope of being well received if it ’s given at the wrong time. Questioning the entire high-level information architecture of a new feature when it ’s about to ship might still be relevant if that questioning highlights a major blocker that nobody saw, but it ’s way more likely that those concerns will have to wait for a later rework. So in general, attune your feedback to the stage of the project. Early iteration? Late iteration? Polishing work in progress? These all have different needs. The right timing will make it more likely that your feedback will be well received.

Attitude is the equivalent of intent, and in the context of person-to-person feedback, it can be referred to as radical candor. That means checking before we write to see whether what we have in mind will truly help the person and make the project better overall. This might be a hard reflection at times because maybe we don’t want to admit that we don’t really appreciate that person. Hopefully that ’s not the case, but that can happen, and that ’s okay. Acknowledging and owning that can help you make up for that: how would I write if I really cared about them? How can I avoid being passive aggressive? How can I be more constructive?

Form is relevant especially in a diverse and cross-cultural work environments because having great content, perfect timing, and the right attitude might not come across if the way that we write creates misunderstandings. There might be many reasons for this: sometimes certain words might trigger specific reactions; sometimes nonnative speakers might not understand all the nuances of some sentences; sometimes our brains might just be different and we might perceive the world differently—neurodiversity must be taken into consideration. Whatever the reason, it ’s important to review not just what we write but how.

A few years back, I was asking for some feedback on how I give feedback. I received some good advice but also a comment that surprised me. They pointed out that when I wrote “ Oh, [ …], ” I made them feel stupid. That was n’t my intent! I felt really bad, and I just realized that I provided feedback to them for months, and every time I might have made them feel stupid. I was horrified … but also thankful. I made a quick fix: I added “oh” in my list of replaced words (your choice between: macOS’s text replacement, aText, TextExpander, or others ) so that when I typed “oh, ” it was instantly deleted.

Something to highlight because it ’s quite frequent—especially in teams that have a strong group spirit—is that people tend to beat around the bush. It’s important to remember here that a positive attitude does n’t mean going light on the feedback—it just means that even when you provide hard, difficult, or challenging feedback, you do so in a way that ’s respectful and constructive. The nicest thing that you can do for someone is to help them grow.

We have a great advantage in giving feedback in written form: it can be reviewed by another person who is n’t directly involved, which can help to reduce or remove any bias that might be there. I found that the best, most insightful moments for me have happened when I’ve shared a comment and I’ve asked someone who I highly trusted, “How does this sound? , ” “How can I do it better, ” and even “How would you have written it? ”—and I’ve learned a lot by seeing the two versions side by side.

The format

Asynchronous feedback also has a major inherent advantage: we can take more time to refine what we’ve written to make sure that it fulfills two main goals: the clarity of communication and the actionability of the suggestions.

Let’s imagine that someone shared a design iteration for a project. You are reviewing it and leaving a comment. There are many ways to do this, and of course context matters, but let’s try to think about some elements that may be useful to consider.

In terms of clarity, start by grounding the critique that you’re about to give by providing context. Specifically, this means describing where you’re coming from: do you have a deep knowledge of the project, or is this the first time that you’re seeing it? Are you coming from a high-level perspective, or are you figuring out the details? Are there regressions? Which user’s perspective are you taking when providing your feedback? Is the design iteration at a point where it would be okay to ship this, or are there major things that need to be addressed first?

Providing context is helpful even if you’re sharing feedback within a team that already has some information on the project. And context is absolutely essential when giving cross-team feedback. If I were to review a design that might be indirectly related to my work, and if I had no knowledge about how the project arrived at that point, I would say so, highlighting my take as external.

We often focus on the negatives, trying to outline all the things that could be done better. That’s of course important, but it ’s just as important—if not more—to focus on the positives, especially if you saw progress from the previous iteration. This might seem superfluous, but it ’s important to keep in mind that design is a discipline where there are hundreds of possible solutions for every problem. So pointing out that the design solution that was chosen is good and explaining why it ’s good has two major benefits: it confirms that the approach taken was solid, and it helps to ground your negative feedback. In the longer term, sharing positive feedback can help prevent regressions on things that are going well because those things will have been highlighted as important. As a bonus, positive feedback can also help reduce impostor syndrome.

There’s one powerful approach that combines both context and a focus on the positives: frame how the design is better than the status quo ( compared to a previous iteration, competitors, or benchmarks ) and why, and then on that foundation, you can add what could be improved. This is powerful because there’s a big difference between a critique that ’s for a design that ’s already in good shape and a critique that ’s for a design that is n’t quite there yet.

Another way that you can improve your feedback is to depersonalize the feedback: the comments should always be about the work, never about the person who made it. It’s “This button is n’t well aligned ” versus “You have n’t aligned this button well. ” This is very easy to change in your writing by reviewing it just before sending.

In terms of actionability, one of the best approaches to help the designer who’s reading through your feedback is to split it into bullet points or paragraphs, which are easier to review and analyze one by one. For longer pieces of feedback, you might also consider splitting it into sections or even across multiple comments. Of course, adding screenshots or signifying markers of the specific part of the interface you’re referring to can also be especially useful.

One approach that I’ve personally used effectively in some contexts is to enhance the bullet points with four markers using emojis. So a red square � � means that it ’s something that I consider blocking; a yellow diamond � � is something that I can be convinced otherwise, but it seems to me that it should be changed; and a green circle � � is a detailed, positive confirmation. I also use a blue spiral � � for either something that I’m not sure about, an exploration, an open alternative, or just a note. But I’d use this approach only on teams where I’ve already established a good level of trust because if it happens that I have to deliver a lot of red squares, the impact could be quite demoralizing, and I’d reframe how I’d communicate that a bit.

Let’s see how this would work by reusing the example that we used earlier as the first bullet point in this list:

• 🔶 Navigation—When I see these two buttons, I expect one to go forward and one to go back. But this is the only screen where this happens, as before we just used a single button and an “× ” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same two forward and back buttons so that users don’t get confused.
• � � Overall— I think the page is solid, and this is good enough to be our release candidate for a version 1. 0.
• � � Metrics—Good improvement in the buttons on the metrics area; the improved contrast and new focus style make them more accessible.
• � � Button Style—Using the green accent in this context creates the impression that it ’s a positive action because green is usually perceived as a confirmation color. Do we need to explore a different color?
• 🔶Tiles—Given the number of items on the page, and the overall page hierarchy, it seems to me that the tiles should n’t be using the Subtitle 1 style but the Subtitle 2 style. This will keep the visual hierarchy more consistent.
• � � Background—Using a light texture works well, but I wonder whether it adds too much noise in this kind of page. What is the thinking in using that?

What about giving feedback directly in Figma or another design tool that allows in-place feedback? In general, I find these difficult to use because they hide discussions and they’re harder to track, but in the right context, they can be very effective. Just make sure that each of the comments is separate so that it ’s easier to match each discussion to a single task, similar to the idea of splitting mentioned above.

One final note: say the obvious. Sometimes we might feel that something is obviously good or obviously wrong, and so we don’t say it. Or sometimes we might have a doubt that we don’t express because the question might sound stupid. Say it—that’s okay. You might have to reword it a little bit to make the reader feel more comfortable, but don’t hold it back. Good feedback is transparent, even when it may be obvious.

There’s another advantage of asynchronous feedback: written feedback automatically tracks decisions. Especially in large projects, “ Why did we do this? ” could be a question that pops up from time to time, and there’s nothing better than open, transparent discussions that can be reviewed at any time. For this reason, I recommend using software that saves these discussions, without hiding them once they are resolved.

Content, tone, and format. Each one of these subjects provides a useful model, but working to improve eight areas—observation, impact, question, timing, attitude, form, clarity, and actionability—is a lot of work to put in all at once. One effective approach is to take them one by one: first identify the area that you lack the most (either from your perspective or from feedback from others ) and start there. Then the second, then the third, and so on. At first you’ll have to put in extra time for every piece of feedback that you give, but after a while, it’ll become second nature, and your impact on the work will multiply.

Thanks to Brie Anne Demkiw and Mike Shelton for reviewing the first draft of this article.

“Any reply? ” is perhaps one of the worst ways to ask for opinions. It’s vague and empty ended, and it does n’t give any indication of what we’re looking for. Getting good opinions starts sooner than we might hope: it starts with the demand.

It might seem contradictory to start the process of receiving feedback with a problem, but that makes sense if we realize that getting feedback can be thought of as a form of design study. In the same way that we would n’t do any studies without the correct questions to get the insight that we need, the best way to ask for feedback is also to create strong issues.

Design criticism is never a one-shot process. Sure, any great comments process continues until the project is finished, but this is especially true for layout because architecture work continues iteration after iteration, from a high level to the finest details. Each stage needs its unique set of questions.

And suddenly, as with any great research, we need to review what we got up, get to the base of its perspectives, and take activity. Topic, generation, and evaluation. Let’s look at each of those.

The issue

Being available to input is important, but we need to be specific about what we’re looking for. Simply saying “Any reply? ”, “ What do you think? ”, or “I’d like to get your mind ” at the end of a presentation—whether it ’s in man, over videos, or through a written post—is possible to get a number of different ideas or, even worse, get everyone to follow the direction of the first person who speaks up. And next… we get frustrated because vague issues like those you change a high-level moves review into folks rather commenting on the frontiers of buttons. Which might be a savory matter, so it might be hard at that point to divert the crew to the topics that you had wanted to focus on.

But how do we get into this scenario? It’s a mix of elements. One is that we don’t often consider asking as a part of the input approach. Another is how healthy it is to just abandon the issue implied, expecting the people to be on the same site. Another is that in nonprofessional conversations, there’s usually no need to be that exact. In short, we tend to underestimate the importance of the issues, so we don’t work on improving them.

The work of asking good questions guidelines and focuses the criticism. It’s likewise a form of assent: it makes it clear that you’re opened to feedback and what kind of feedback you’d like to get. It puts people in the right emotional state, especially in situations when they weren’t expecting to provide feedback.

There is n’t a second best way to ask for opinions. It simply needs to be certain, and precision may take several shapes. A design for design critique that I’ve found especially helpful in my training is the one of stage over depth.

“Stage ” refers to each of the steps of the process—in our case, the design process. In moving from customer research to the last design, the kind of comments evolves. But within a single stage, one might also examine whether some assumptions are correct and whether there’s been a suitable language of the amassed input into updated designs as the project has evolved. A starting point for potential questions could derive from the layers of user experience. What do you want to know: Project objectives? User needs? Functionality? Content? Interaction design? Information architecture? UI design? Navigation design? Visual design? Branding?

Here’re a few example questions that are precise and to the point that refer to different layers:

• Functionality: Is automating account creation desirable?
• Interaction design: Take a look through the updated flow and let me know whether you see any steps or error states that I might’ve missed.
• Information architecture: We have two competing bits of information on this page. Is the structure effective in communicating them both?
• UI design: What are your thoughts on the error counter at the top of the page that makes sure that you see the next error, even if the error is out of the viewport?
• Navigation design: From research, we identified these second-level navigation items, but once you’re on the page, the list feels too long and hard to navigate. Are there any suggestions to address this?
• Visual design: Are the sticky notifications in the bottom-right corner visible enough?

The other axis of specificity is about how deep you’d like to go on what’s being presented. For example, we might have introduced a new end-to-end flow, but there was a specific view that you found particularly challenging and you’d like a detailed review of that. This can be especially useful from one iteration to the next where it ’s important to highlight the parts that have changed.

There are other things that we can consider when we want to achieve more specific—and more effective—questions.

A simple trick is to remove generic qualifiers from your questions like “good, ” “well, ” “nice, ” “bad, ” “okay, ” and “cool. ” For example, asking, “ When the block opens and the buttons appear, is this interaction good? ” might look specific, but you can spot the “good ” qualifier, and convert it to an even better question: “ When the block opens and the buttons appear, is it clear what the next action is? ”

Sometimes we actually do want broad feedback. That’s rare, but it can happen. In that sense, you might still make it explicit that you’re looking for a wide range of opinions, whether at a high level or with details. Or maybe just say, “At first glance, what do you think? ” so that it ’s clear that what you’re asking is open ended but focused on someone’s impression after their first five seconds of looking at it.

Sometimes the project is particularly expansive, and some areas may have already been explored in detail. In these situations, it might be useful to explicitly say that some parts are already locked in and aren’t open to feedback. It’s not something that I’d recommend in general, but I’ve found it useful to avoid falling again into rabbit holes of the sort that might lead to further refinement but aren’t what’s most important right now.

Asking specific questions can completely change the quality of the feedback that you receive. People with less refined critique skills will now be able to offer more actionable feedback, and even expert designers will welcome the clarity and efficiency that comes from focusing only on what’s needed. It can save a lot of time and frustration.

The iteration

Design iterations are probably the most visible part of the design work, and they provide a natural checkpoint for feedback. Yet a lot of design tools with inline commenting tend to show changes as a single fluid stream in the same file, and those types of design tools make conversations disappear once they’re resolved, update shared UI components automatically, and compel designs to always show the latest version—unless these would-be helpful features were to be manually turned off. The implied goal that these design tools seem to have is to arrive at just one final copy with all discussions closed, probably because they inherited patterns from how written documents are collaboratively edited. That’s probably not the best way to approach design critiques, but even if I don’t want to be too prescriptive here: that could work for some teams.

The asynchronous design-critique approach that I find most effective is to create explicit checkpoints for discussion. I’m going to use the term iteration post for this. It refers to a write-up or presentation of the design iteration followed by a discussion thread of some kind. Any platform that can accommodate this structure can use this. By the way, when I refer to a “write-up or presentation, ” I’m including video recordings or other media too: as long as it ’s asynchronous, it works.

Using iteration posts has many advantages:

• It creates a rhythm in the design work so that the designer can review feedback from each iteration and prepare for the next.
• It makes decisions visible for future review, and conversations are likewise always available.
• It creates a record of how the design changed over time.
• Depending on the tool, it might also make it easier to collect feedback and act on it.

These posts of course don’t mean that no other feedback approach should be used, just that iteration posts could be the primary rhythm for a remote design team to use. And other feedback approaches ( such as live critique, pair designing, or inline comments ) can build from there.

I don’t think there’s a standard format for iteration posts. But there are a few high-level elements that make sense to include as a baseline:

1. The goal
2. The design
3. The list of changes
4. The issues

Each project is likely to have a goal, and hopefully it ’s something that ’s already been summarized in a single sentence somewhere else, such as the client brief, the product manager’s outline, or the project owner’s request. So this is something that I’d repeat in every iteration post—literally copy and pasting it. The idea is to provide context and to repeat what’s essential to make each iteration post complete so that there’s no need to find information spread across multiple posts. If I want to know about the latest design, the latest iteration post will have all that I need.

This copy-and-paste part introduces another relevant concept: alignment comes from repetition. So having posts that repeat information is actually very effective toward making sure that everyone is on the same page.

The design is then the actual series of information-architecture outlines, diagrams, flows, maps, wireframes, screens, visuals, and any other kind of design work that ’s been done. In short, it ’s any design artifact. For the final stages of work, I prefer the term blueprint to emphasize that I’ll be showing full flows instead of individual screens to make it easier to understand the bigger picture.

It can also be useful to label the artifacts with clear titles because that can make it easier to refer to them. Write the post in a way that helps people understand the work. It’s not too different from organizing a good live presentation.

For an efficient discussion, you should also include a bullet list of the changes from the previous iteration to let people focus on what’s new, which can be especially useful for larger pieces of work where keeping track, iteration after iteration, could become a challenge.

And finally, as noted earlier, it ’s essential that you include a list of the questions to drive the design critique in the direction you want. Doing this as a numbered list can also help make it easier to refer to each question by its number.

Not all iterations are the same. Earlier iterations don’t need to be as tightly focused—they can be more exploratory and experimental, maybe even breaking some of the design-language guidelines to see what’s possible. Then later, the iterations start settling on a solution and refining it until the design process reaches its end and the feature ships.

I want to highlight that even if these iteration posts are written and conceived as checkpoints, by no means do they need to be exhaustive. A post might be a draft—just a concept to get a conversation going—or it could be a cumulative list of each feature that was added over the course of each iteration until the full picture is done.

Over time, I also started using specific labels for incremental iterations: i1, i2, i3, and so on. This might look like a minor labelling tip, but it can help in multiple ways:

• Unique—It’s a clear unique marker. Within each project, one can easily say, “This was discussed in i4 ,” and everyone knows where they can go to review things.
• Unassuming—It works like versions ( such as v1, v2, and v3 ) but in contrast, versions create the impression of something that ’s big, exhaustive, and complete. Iterations must be able to be exploratory, incomplete, partial.
• Future proof—It resolves the “final” naming problem that you can run into with versions. No more files named “final final complete no-really-its-done. ” Within each project, the largest number always represents the latest iteration.

To mark when a design is complete enough to be worked on, even if there might be some bits still in need of attention and in turn more iterations needed, the wording release candidate (RC ) could be used to describe it: “with i8, we reached RC” or “i12 is an RC. ”

The review

What usually happens during a design critique is an open discussion, with a back and forth between people that can be very productive. This approach is particularly effective during live, synchronous feedback. But when we work asynchronously, it ’s more effective to use a different approach: we can shift to a user-research mindset. Written feedback from teammates, stakeholders, or others can be treated as if it were the result of user interviews and surveys, and we can analyze it accordingly.

This shift has some major benefits that make asynchronous feedback particularly effective, especially around these friction points:

1. It removes the pressure to reply to everyone.
2. It reduces the frustration from swoop-by comments.
3. It lessens our personal stake.

The first friction point is feeling a pressure to reply to every single comment. Sometimes we write the iteration post, and we get replies from our team. It’s just a few of them, it ’s easy, and it does n’t feel like a problem. But other times, some solutions might require more in-depth discussions, and the amount of replies can quickly increase, which can create a tension between trying to be a good team player by replying to everyone and doing the next design iteration. This might be especially true if the person who’s replying is a stakeholder or someone directly involved in the project who we feel that we need to listen to. We need to accept that this pressure is absolutely normal, and it ’s human nature to try to accommodate people who we care about. Sometimes replying to all comments can be effective, but if we treat a design critique more like user research, we realize that we don’t have to reply to every comment, and in asynchronous spaces, there are alternatives:

One is to let the next iteration speak for itself. When the design evolves and we post a follow-up iteration, that ’s the reply. You might tag all the people who were involved in the previous discussion, but even that ’s a choice, not a requirement.
• Another is to briefly reply to acknowledge each comment, such as “ Understood. Thank you, ” “Good points—I’ll review, ” or “Thanks. I’ll include these in the next iteration. ” In some cases, this could also be just a single top-level comment along the lines of “Thanks for all the feedback everyone—the next iteration is coming soon! ”
• Another is to provide a quick summary of the comments before moving on. Depending on your workflow, this can be particularly useful as it can provide a simplified checklist that you can then use for the next iteration.

The second friction point is the swoop-by comment, which is the kind of feedback that comes from someone outside the project or team who might not be aware of the context, restrictions, decisions, or requirements —or of the previous iterations ’ discussions. On their side, there’s something that one can hope that they might learn: they could start to acknowledge that they’re doing this and they could be more conscious in outlining where they’re coming from. Swoop-by comments often trigger the simple thought “We’ve already discussed this …”, and it can be frustrating to have to repeat the same reply over and over.

Let’s begin by acknowledging again that there’s no need to reply to every comment. If, however, replying to a previously litigated point might be useful, a short reply with a link to the previous discussion for extra details is usually enough. Remember, alignment comes from repetition, so it ’s okay to repeat things sometimes!

Swoop-by commenting can still be useful for two reasons: they might point out something that still is n’t clear, and they also have the potential to stand in for the point of view of a user who’s seeing the design for the first time. Sure, you’ll still be frustrated, but that might at least help in dealing with it.

The third friction point is the personal stake we could have with the design, which could make us feel defensive if the review were to feel more like a discussion. Treating feedback as user research helps us create a healthy distance between the people giving us feedback and our ego ( because yes, even if we don’t want to admit it, it ’s there ). And ultimately, treating everything in aggregated form allows us to better prioritize our work.

Always remember that while you need to listen to stakeholders, project owners, and specific advice, you don’t have to accept every piece of feedback. You have to analyze it and make a decision that you can justify, but sometimes “no” is the right answer.

As the designer leading the project, you’re in charge of that decision. Ultimately, everyone has their specialty, and as the designer, you’re the one who has the most knowledge and the most context to make the right decision. And by listening to the feedback that you ’ve received, you’re making sure that it ’s also the best and most balanced decision.

Thanks to Brie Anne Demkiw and Mike Shelton for reviewing the first draft of this article.

I’m never sure when I first heard this offer, but it ’s something that has stayed with me over the years. How do you make services for scenarios you can’t think? Or pattern products that work on products yet to be invented?

Flash, Photoshop, and flexible pattern

When I first started designing sites, my go-to technology was Photoshop. I created a 960px paint and set about creating a design that I would eventually lose information in. The growth phase was about attaining pixel-perfect reliability using set widths, fixed levels, and absolute placement.

Ethan Marcotte’s talk at An Event Off and subsequent post “Responsive Web Design ” in A List Off in 2010 changed all this. I was sold on reactive style as soon as I heard about it, but I was even terrified. The pixel-perfect models full of special figures that I had formerly prided myself on producing were no longer good enough.

The fear was n’t helped by my first experience with flexible architecture. My second project was to get an active fixed-width website and make it reactive. What I learned the hard way was that you can’t only include sensitivity at the end of a job. To make smooth design, you need to prepare throughout the style stage.

A new way to style

Developing flexible or smooth sites has always been about removing limitations, producing material that can be viewed on any system. It relies on the use of percentage-based design, which I immediately achieved with local CSS and power groups:

.column-span-6 { width: 49%; float: left; margin-right: 0.5%; margin-left: 0.5%;}.column-span-4 { width: 32%; float: left; margin-right: 0.5%; margin-left: 0.5%;}.column-span-3 { width: 24%; float: left; margin-right: 0.5%; margin-left: 0.5%;}

Then with Sass so I could take advantage of @includes to re-use repeated slabs of script and walk up to more semantic html:

.logo { @include colSpan(6);}.search { @include colSpan(3);}.social-share { @include colSpan(3);}

Media questions

The next ingredient for flexible design is press queries. Without them, glad may shrink to fit the available area regardless of whether that information remained readable ( The exact same difficulty occurred with the introduction of a mobile-first view ).

Media questions prevented this by allowing us to add breakpoints where the design could adapt. Like most people, I started out with three breakpoints: one for desktop, one for tablets, and one for mobile. Over the years, I added more and more for phablets, wide screens, and so on. 

For years, I happily worked this way and improved both my design and front-end skills in the process. The only problem I encountered was making changes to content, since with our Sass grid system in place, there was no way for the site owners to add content without amending the markup—something a small business owner might struggle with. This is because each row in the grid was defined using a div as a container. Adding content meant creating new row markup, which requires a level of HTML knowledge.

String premium was a mainstay of early flexible design, present in all the frequently used systems like Bootstrap and Skeleton.

 
1 of 7
 
2 of 7
 
3 of 7
 
4 of 7
 
5 of 7
 
6 of 7
 
7 of 7

Another difficulty arose as I moved from a design firm building websites for tiny- to medium-sized companies, to larger in-house teams where I worked across a collection of related sites. In those tasks I started to work many more with reusable components.

Our rely on multimedia queries resulted in parts that were tied to frequent window sizes. If the goal of component books is reuse, then this is a real problem because you can only use these parts if the products you’re designing for correspond to the screen sizes used in the design library—in the approach not really hitting that “devices that don’t yet exist ” purpose.

Then there’s the problem of space. Media questions allow components to adapt based on the viewport size, but what if I put a component into a sidebar, like in the figure below?

Container queries: our savior or a false dawn?

Container queries have long been touted as an improvement upon media queries, but at the time of writing are unsupported in most browsers. There are JavaScript workarounds, but they can create dependency and compatibility issues. The basic theory underlying container queries is that elements should change based on the size of their parent container and not the viewport width, as seen in the following illustrations.

One of the biggest arguments in favor of container queries is that they help us create components or design patterns that are truly reusable because they can be picked up and placed anywhere in a layout. This is an important step in moving toward a form of component-based design that works at any size on any device.

In other words, responsive components to replace responsive layouts.

Container queries will help us move from designing pages that respond to the browser or device size to designing components that can be placed in a sidebar or in the main content, and respond accordingly.

My concern is that we are still using layout to determine when a design needs to adapt. This approach will always be restrictive, as we will still need pre-defined breakpoints. For this reason, my main question with container queries is, How would we decide when to change the CSS used by a component?

A component library removed from context and real content is probably not the best place for that decision.

As the diagrams below illustrate, we can use container queries to create designs for specific container widths, but what if I want to change the design based on the image size or ratio?

In this example, the dimensions of the container are not what should dictate the design; rather, the image is.

It’s hard to say for sure whether container queries will be a success story until we have solid cross-browser support for them. Responsive component libraries would definitely evolve how we design and would improve the possibilities for reuse and design at scale. But maybe we will always need to adjust these components to suit our content.

CSS is changing

Whilst the container query debate rumbles on, there have been numerous advances in CSS that change the way we think about design. The days of fixed-width elements measured in pixels and floated div elements used to cobble layouts together are long gone, consigned to history along with table layouts. Flexbox and CSS Grid have revolutionized layouts for the web. We can now create elements that wrap onto new rows when they run out of space, not when the device changes.

.wrapper { display: grid; grid-template-columns: repeat(auto-fit, 450px); gap: 10px;}

The repeat() function paired with auto-fit or auto-fill allows us to specify how much space each column should use while leaving it up to the browser to decide when to spill the columns onto a new line. Similar things can be achieved with Flexbox, as elements can wrap over multiple rows and “flex” to fill available space. 

.wrapper { display: flex; flex-wrap: wrap; justify-content: space-between;}.child { flex-basis: 32%; margin-bottom: 20px;}

The biggest benefit of all this is you don’t need to wrap elements in container rows. Without rows, content is n’t tied to page markup in quite the same way, allowing for removals or additions of content without additional development.

This is a big step forward when it comes to creating designs that allow for evolving content, but the real game changer for flexible designs is CSS Subgrid.

Remember the days of crafting perfectly aligned interfaces, only for the customer to add an unbelievably long header almost as soon as they’re given CMS access, like the illustration below?

Subgrid allows elements to respond to adjustments in their own content and in the content of sibling elements, helping us create designs more resilient to change.

.wrapper { display: grid; grid-template-columns: repeat(auto-fit, minmax(150px, 1fr)); grid-template-rows: auto 1fr auto; gap: 10px;}.sub-grid { display: grid; grid-row: span 3; grid-template-rows: subgrid; /* sets rows to parent grid */}

CSS Grid allows us to separate layout and content, thereby enabling flexible designs. Meanwhile, Subgrid allows us to create designs that can adapt in order to suit morphing content. Subgrid at the time of writing is only supported in Firefox but the above code can be implemented behind an @supports feature query.

Intrinsic layouts

I’d be remiss not to mention intrinsic layouts, the term created by Jen Simmons to describe a mixture of new and old CSS features used to create layouts that respond to available space.

Responsive layouts have flexible columns using percentages. Intrinsic layouts, on the other hand, use the fr unit to create flexible columns that won’t ever shrink so much that they render the content illegible.

frunits is a way to say I want you to distribute the extra space in this way, but… don’t ever make it smaller than the content that ’s inside of it.

—Jen Simmons, “Designing Intrinsic Layouts”

Intrinsic layouts can also utilize a mixture of fixed and flexible units, allowing the content to dictate the space it takes up.

What makes intrinsic design stand out is that it not only creates designs that can withstand future devices but also helps scale design without losing flexibility. Components and patterns can be lifted and reused without the prerequisite of having the same breakpoints or the same amount of content as in the previous implementation.

We can now create designs that adapt to the space they have, the content within them, and the content around them. With an intrinsic approach, we can construct responsive components without depending on container queries.

Another 2010 moment?

This intrinsic approach should in my view be every bit as groundbreaking as responsive web design was ten years ago. For me, it ’s another “everything changed ” moment.

But it does n’t seem to be moving quite as fast; I have n’t yet had that same career-changing moment I had with responsive design, despite the widely shared and brilliant talk that brought it to my attention.

One reason for that could be that I now work in a large organization, which is quite different from the design agency role I had in 2010. In my agency days, every new project was a clean slate, a chance to try something new. Nowadays, projects use existing tools and frameworks and are often improvements to existing websites with an existing codebase.

Another could be that I feel more prepared for change now. In 2010 I was new to design in general; the shift was frightening and required a lot of learning. Also, an intrinsic approach is n’t exactly all-new; it ’s about using existing skills and existing CSS knowledge in a different way.

You can’t framework your way out of a content problem

Another reason for the slightly slower adoption of intrinsic design could be the lack of quick-fix framework solutions available to kick-start the change.

Responsive grid systems were all over the place ten years ago. With a framework like Bootstrap or Skeleton, you had a responsive design template at your fingertips.

Intrinsic design and frameworks do not go hand in hand quite so well because the benefit of having a selection of units is a hindrance when it comes to creating layout templates. The beauty of intrinsic design is combining different units and experimenting with techniques to get the best for your content.

And then there are design tools. We probably all, at some point in our careers, used Photoshop templates for desktop, tablet, and mobile devices to drop designs in and show how the site would look at all three stages.

How do you do that now, with each component responding to content and layouts flexing as and when they need to? This type of design must happen in the browser, which personally I’m a big fan of.

The debate about “whether designers should code” is another that has rumbled on for years. When designing a digital product, we should, at the very least, design for a best- and worst-case scenario when it comes to content. To do this in a graphics-based software package is far from ideal. In code, we can add longer sentences, more radio buttons, and extra tabs, and watch in real time as the design adapts. Does it still work? Is the design too reliant on the current content?

Personally, I look forward to the day intrinsic design is the standard for design, when a design component can be truly flexible and adapt to both its space and content with no reliance on device or container dimensions.

Content first

Content is not constant. After all, to design for the unknown or unexpected we need to account for content changes like our earlier Subgrid card example that allowed the cards to respond to adjustments to their own content and the content of sibling elements.

Thankfully, there’s more to CSS than layout, and plenty of properties and values can help us put content first. Subgrid and pseudo-elements like ::first-line and ::first-letter help to separate design from markup so we can create designs that allow for changes.

Instead of old markup hacks like this —

 First line of text with different styling...

—we can target content based on where it appears.

.element::first-line { font-size: 1.4em;}.element::first-letter { color: red;}

Much bigger additions to CSS include logical properties, which change the way we construct designs using logical dimensions (start and end) instead of physical ones (left and right), something CSS Grid also does with functions like min(), max(), and clamp().

This flexibility allows for directional changes according to content, a common requirement when we need to present content in multiple languages. In the past, this was often achieved with Sass mixins but was often limited to switching from left-to-right to right-to-left orientation.

In the Sass version, directional variables need to be set.

$direction: rtl;$opposite-direction: ltr;$start-direction: right;$end-direction: left;

These variables can be used as values—

body { direction: $direction; text-align: $start-direction;}

—or as properties.

margin-#{$end-direction}: 10px;padding-#{$start-direction}: 10px;

However, now we have native logical properties, removing the reliance on both Sass ( or a similar tool ) and pre-planning that necessitated using variables throughout a codebase. These properties also start to break apart the tight coupling between a design and strict physical dimensions, creating more flexibility for changes in language and in direction.

margin-block-end: 10px;padding-block-start: 10px;

There are also native start and end values for properties like text-align, which means we can replace text-align: right with text-align: start.

Like the earlier examples, these properties help to build out designs that aren’t constrained to one language; the design will reflect the content’s needs.

Fixed and fluid

We briefly covered the power of combining fixed widths with fluid widths with intrinsic layouts. The min() and max() functions are a similar concept, allowing you to specify a fixed value with a flexible alternative. 

For min() this means setting a fluid minimum value and a maximum fixed value.

.element { width: min(50%, 300px);}

The element in the figure above will be 50 % of its container as long as the element’s width does n’t exceed 300px.

For max() we can set a flexible max value and a minimum fixed value.

.element { width: max(50%, 300px);}

Now the element will be 50 % of its container as long as the element’s width is at least 300px. This means we can set limits but allow content to react to the available space.

The clamp() function builds on this by allowing us to set a preferred value with a third parameter. Now we can allow the element to shrink or grow if it needs to without getting to a point where it becomes unusable.

.element { width: clamp(300px, 50%, 600px);}

This time, the element’s width will be 50 % ( the preferred value ) of its container but never less than 300px and never more than 600px.

With these techniques, we have a content-first approach to responsive design. We can separate content from markup, meaning the changes users make will not affect the design. We can start to future-proof designs by planning for unexpected changes in language or direction. And we can increase flexibility by setting desired dimensions alongside flexible alternatives, allowing for more or less content to be displayed correctly.

Situation first

Thanks to what we’ve discussed so far, we can cover device flexibility by changing our approach, designing around content and space instead of catering to devices. But what about that last bit of Jeffrey Zeldman’s quote, “… situations you have n’t imagined”?

It’s a very different thing to design for someone seated at a desktop computer as opposed to someone using a mobile phone and moving through a crowded street in glaring sunshine. Situations and environments are hard to plan for or predict because they change as people react to their own unique challenges and tasks.

This is why choice is so important. One size never fits all, so we need to design for multiple scenarios to create equal experiences for all our users.

Thankfully, there is a lot we can do to provide choice.

Responsible design

“There are parts of the world where mobile data is prohibitively expensive, and where there is little or no broadband infrastructure. ”

“ I Used the Web for a Day on a 50 MB Budget”

Chris Ashton

One of the biggest assumptions we make is that people interacting with our designs have a good wifi connection and a wide screen monitor. But in the real world, our users may be commuters traveling on trains or other forms of transport using smaller mobile devices that can experience drops in connectivity. There is nothing more frustrating than a web page that won’t load, but there are ways we can help users use less data or deal with sporadic connectivity.

The srcset attribute allows the browser to decide which image to serve. This means we can create smaller ‘cropped’ images to display on mobile devices in turn using less bandwidth and less data.

The preload attribute can also help us to think about how and when media is downloaded. It can be used to tell a browser about any critical assets that need to be downloaded with high priority, improving perceived performance and the user experience. 

There’s also native lazy loading, which indicates assets that should only be downloaded when they are needed.

With srcset, preload, and lazy loading, we can start to tailor a user’s experience based on the situation they find themselves in. What none of this does, however, is allow the user themselves to decide what they want downloaded, as the decision is usually the browser’s to make. 

So how can we put users in control?

The return of media queries

Media questions have always been about much more than device sizes. They allow content to adapt to different situations, with screen size being just one of them.

We’ve long been able to check for media types like print and speech and features such as hover, resolution, and color. These checks allow us to provide options that suit more than one scenario; it ’s less about one-size-fits-all and more about serving adaptable content.

As of this writing, the Media Queries Level 5 spec is still under development. It introduces some really exciting queries that in the future will help us design for multiple other unexpected situations.

For example, there’s a light-level feature that allows you to modify styles if a user is in sunlight or darkness. Paired with custom properties, these features allow us to quickly create designs or themes for specific environments.

@media (light-level: normal) { --background-color: #fff; --text-color: #0b0c0c; }@media (light-level: dim) { --background-color: #efd226; --text-color: #0b0c0c;}

Another key feature of the Level 5 spec is personalization. Instead of creating designs that are the same for everyone, users can choose what works for them. This is achieved by using features like prefers-reduced-data, prefers-color-scheme, and prefers-reduced-motion, the latter two of which already enjoy broad browser support. These features tap into preferences set via the operating system or browser so people don’t have to spend time making each site they visit more usable. 

Media questions like this go beyond choices made by a browser to grant more control to the user.

Expect the unexpected

In the end, the one thing we should always expect is for things to change. Devices in particular change faster than we can keep up, with foldable screens already on the market.

We can’t design the same way we have for this ever-changing landscape, but we can design for content. By putting content first and allowing that content to adapt to whatever space surrounds it, we can create more robust, flexible designs that increase the longevity of our products.

A lot of the CSS discussed here is about moving away from layouts and putting content at the heart of design. From responsive components to fixed and fluid units, there is so much more we can do to take a more intrinsic approach. Even better, we can test these techniques during the design phase by designing in-browser and watching how our designs adapt in real-time.

When it comes to unexpected situations, we need to make sure our products are usable when people need them, whenever and wherever that might be. We can move closer to achieving this by involving users in our design decisions, by creating choice via browsers, and by giving control to our users with user-preference-based media queries.

Good design for the unexpected should allow for change, provide choice, and give control to those we serve: our users themselves.