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- Herausgeber: Gregg Bernstein
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
While other research books offer standard operating procedures, this book provides something more durable in the real world. It’s a practical field guide that will give you the encouragement to get started, no matter what your background.—Aarron Walter
This book is not an argument for doing user research. Nor is it a tutorial or toolkit for common methodologies. It won’t show you how to run a usability session or recruit users remotely.
Research Practice captures the day-to-day of the practice of user research—what it looks like to work with peers and stakeholders, to raise awareness of research, to make tradeoffs, and to build a larger team. This book takes you inside the field of applied user research through the stories and experiences of the people doing the work. Each chapter explores a specific theme:
Finding a way in presents the various pathways people take to this field. You’ll learn how practitioners navigated from schools, the social sciences, fine arts, and beyond to a career that satisfies and rewards a passion for understanding people.
Getting started in a new role demystifies why organizations hire researchers, how to assess a role, the hiring process, and how to start when you land a new job.
Building momentum describes the different roles and teams a user researcher might work with, how to build and navigate relationships with colleagues and stakeholders, and the best place within an organization for researchers to make an impact.
Sharing the work unpacks what researchers really share by exploring how practitioners build an awareness of research, teach research methodologies, and—yes—disseminate research findings with their teams and organizations.
Expanding your practice covers how to navigate growth in both influence and headcount for practitioners, from what research leadership means to how to hire a team to when to operationalize a practice.
Overcoming challenges exposes the hard parts that no one tells you about user research, from the loneliness of being a team of one to battling imposter syndrome to advocating for change to taking an ethical stand.
Where to go next charts the pathways of a research career through an examination of possible career ladders, perspectives on when it’s time to leave a role, and thoughts on where a research leader goes when there isn’t a clear next step.
If you’re in school or considering a career switch, you’ll learn what a job in user research might look like. If you’re new to the field, you’ll see where your career might go and know how to get there. And if you’re expanding the size or reach of a practice, you’ll understand how others have approached it.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Veröffentlichungsjahr: 2021
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Research Practice
Perspectives from UX researchers in a changing field
Gregg Bernstein
Research Practice: Perspectives from UX researchers in a changing field
Greggcorp, LLC | Athens, GA USA
Author and publisher: Gregg Bernstein
Editor: Nicole Fenton
Termina and Factoria cover typefaces: Fort Foundry
Cover design and interior layout: Gregg Bernstein
Copyright © 2021 by Gregg Bernstein
All rights reserved.
ISBN-13: 978-0-578-81117-8
Created with Vellum
Contents
Foreword
Aarron Walter
Introduction
I. Finding a way in
1. I had to become a user researcher
Jess Greco
2. How I made my way into user research
Nikki Anderson
3. The scientific method is the process that keeps on giving
Janelle Ward
4. Shaking the guilt of leaving academia
Torang Asadi
5. What’s a psychologist doing in tech?
Noam Segal
6. Applying a social science lens in research
Amy Santee
7. Being a social scientist in research
Jesse Zolna
8. Adventures of a curious mind
Kelly Silver
9. Embracing the messenger
Michael Morgan
10. Always design thinking
Gregg Bernstein
11. On a career in mixed methods research
From a conversation with Matt Arnold
12. How people end up in research
Gregg Bernstein
II. Getting started in a new role
13. What mission will your research advance?
Noam Segal
14. Why organizations hire user researchers
Gregg Bernstein
15. The best place to get started
From a conversation with Janine Coover
16. One thing people entering the field should know
Gregg Bernstein
17. What I wish I had known
Sarah Jones
18. The interview process is a compelling research question
Maura Youngman
19. Considering a UX research opportunity
Gregg Bernstein
20. Research to the rescue
Jess Greco
21. Assessing UX maturity
Nikki Anderson
22. Congratulations, you’re hired! Now where do you start?
Marianne Berkovich
23. A 90-day (and beyond) plan for a research team of one
Snigdha Diehl
24. Finding quick wins
Gregg Bernstein
25. Building partnerships to leverage feedback for impact
Christiana Lackner
III. Building momentum
26. Reframing decision-making
Jess Greco
27. Bringing the org chart to life
Gregg Bernstein
28. An alliance of perspectives
Steph Troeth
29. User research and data science are actually BFFs
Roy Opate Olende
30. Working with data scientists, analysts, and market researchers
From a conversation with Lauren Isaacson
31. The relationship between research and design
From a conversation with Aras Bilgen
32. Bridging the gap between product and research teams
Asha Scott-Morris
33. An exercise for setting your project up for success
Amber Davis
34. A process for any research project
Stephanie Pratt
35. Gumption and tact
Michael Morgan
36. Preparing stakeholders to be flexible
From a conversation with Janine Coover
37. Dealing with difficult stakeholders
From a conversation with Nikki Anderson
38. Choosing an approach—to embed or not
Gregg Bernstein
39. Aiming for embedded research
Dylan Blanchard
IV. Sharing the work
40. What is the purpose of user research?
Gregg Bernstein
41. Giving research a voice
Laura MacMillan
42. A layered approach to building research awareness
Emma McCabe
43. Make it fun: building in-office and remote research awareness
Sarah Jones
44. Back to basics: building awareness through education
Stephanie Pratt
45. Lessons from creating research lessons
Ane Sharma and Kathleen Asjes
46. Sharing findings for maximum impact
Aras Bilgen
47. Just give me the headline
Gregg Bernstein
48. Always write a topline
Lauren Isaacson
49. Walking along the quant/qual border
Torang Asadi
50. Sharing findings and insights
Krista Plano and Nikki Anderson
51. Giving organizational knowledge a home
From a conversation with Matthew Eng
52. Preserving the user’s voice
Mila Djordjevic
V. Expanding your practice
53. What makes a user research leader?
Steph Troeth
54. Getting a research practice off the ground
From a conversation with Matthew Eng
55. Building a business versus building an empire
Yelena Cope
56. Measuring impact
Gregg Bernstein
57. Making everyone a researcher
Carol Rossi
58. Hiring a research team
From a conversation with Alex Wright
59. Hiring without fear
Carol Rossi
60. The cover letter filter
Gregg Bernstein
61. Hiring for a successful research practice
Noam Segal
62. When is it time for research operations?
Brigette Metzler
VI. Overcoming challenges
63. Resilience in the face of loneliness
Lindsay Ferris
64. Isolation and imposter syndrome
From conversations with Krista Plano and Lauren Isaacson
65. The imposter syndrome never wears off
Maura Youngman
66. Research isn’t strictly the domain of the trained researcher
From a conversation with Aras Bilgen
67. Convincing stakeholders to trust you
From a conversation with Matt Arnold
68. Invalidating with research
Maura Youngman
69. You don’t always have to get out of the building
Noam Segal
70. Generating the case for generative research
Gregg Bernstein
71. Learning how decisions are made
Steph Troeth
72. Speaking truth to power
Jess Greco
73. Answering a really large question
From a conversation with Cyd Harrell
74. Ethics for researchers
From a conversation with Danielle Smith
VII. Where to go next
75. What is the career ladder for user researchers?
Gregg Bernstein
76. Finding your career path
Danielle Smith
77. Knowing when to stay or leave
Diana Sapanaro and Hannah Moyers
78. When it’s time to leave your current role or organization
From conversations with Cyd Harrell and Krista Plano
79. Where research leaders go next
From conversations with Alex Wright and Nikki Anderson
Outro
Appendix
The process behind Research Practice
Gregg Bernstein
Survey responses
How did you end up in user research?
Why do orgs hire user researchers? What’s the mandate?
What’s one thing you want people entering the profession of user research to know?
Do you prefer the embedded or consultancy approach?
What is the purpose of user research?
What is the career ladder for user researchers?
Resources
Example topline report
Tech media app
Lauren Isaacson
Example test plan
Carol Rossi
A few of my all-time favorite research resources
Gregg Bernstein
Contributors
Acknowledgments
About Gregg
For Alyssa, Britt, and Nolan, the best possible humans to embed with.
Foreword
Aarron Walter
Gregg Bernstein and I met back in 2011 through a mutual friend. After an email exchange in which Gregg mentioned his interest in user experience and the design team I was running at Mailchimp, we met at a local coffee shop to discuss and discovered we lived just down the road from one another. Strange that our paths had never crossed given our proximity and shared backgrounds in design and teaching.
We talked a lot about the budding design practice at Mailchimp. Gregg asked insightful questions about our customers, our design process, and where the company was headed. His curiosity caught my attention.
Curiosity is the locus of a designer’s power. We can’t design useful products or engaging experiences without being curious about the people for whom we’re designing. Curiosity is essential to a designer’s success, and yet it’s too often absent from our work.
Not so with Gregg, though. In this and many subsequent conversations I could see curiosity was his modus operandi.
He joined our design team at Mailchimp and helped us grow our research practice. Research played an essential role in Mailchimp’s growth from a tiny little company with a few thousand users to more than 10 million customers.
The research that Gregg helped lead made the company smarter about the people using our products, their behaviors, motivations, constraints, and unspoken desires. It helped us focus on what was important to our customers and pushed potential distractions to the periphery.
The curiosity I witnessed in Gregg when I met him in that coffee shop years ago still drives him today like an itch that can’t be scratched, and it’s manifest here in this book. Gregg’s curiosity about the field of user experience research has led him into deep investigation about how others approach their practice, find their way into a career in this field, stand up an effective research practice, navigate the treacherous territory of influencing organizations, and lead through research.
Many of us struggle to find answers to these questions at the school of hard knocks (that’s been my painful path), but Gregg has given us a quicker way to learn in this book. He’s brought together the best and brightest in the field of design research and collected their hard won wisdom so that we can find success faster. Gregg has researched the field of research so all of us can be smarter and better at what we do.
While other research books offer standard operating procedures, this book provides something more durable in the real world. It’s a practical field guide that will give you the encouragement to get started, no matter what your background. This book shows you the trailhead where your journey begins, provides a practical guide to your first 90 days, points out the pitfalls where others have fallen, guides you in developing the skills you didn’t know you’d need, and provides the unlocks to the biggest challenges you’ll face.
If only I’d had this compendium of wisdom as I was starting my career so long ago!
I hope the curiosity that inspired Gregg to write this book and shaped his career serves as inspiration to cultivate this essential trait on your own path. With this book, you’ll have the wisdom of many brilliant researchers guiding you and a breadth of perspective that few who came before you ever had.
What a wonderful way to grow a research practice.
Introduction
The heart of user research is the stories—stories about a person or a community. Stories about a struggle or success. Stories give us enough context to make sense of the world and make sensible decisions for navigating it. When organizations make a concerted effort to gather and act upon stories, they can do great things. I know this because of an experience my family went through that changed my entire approach to this work, and led me to seek better stories.
I met my wife, Alyssa, in college. After an engagement prolonged by grad school (her) and relocations for work (me), we married, bought a house, and later welcomed our first son, Britton, into the world. A few years later we gave Britt a baby brother, Nolan. As we started 2013, we were the picture of happiness: a family of four with a house of our own. Alyssa and I were in stable, fulfilling careers that afforded us a comfortable lifestyle.
I’ve just spent a few sentences describing our good fortune, so you know something bad was bound to happen.
That summer, Alyssa was diagnosed with cancer—and not just any cancer, but an aggressive form of oral cancer that typically strikes men with a long history of alcohol and tobacco use. This wasn’t supposed to happen to Alyssa.
She had to have two rounds of surgery. After she recovered, Alyssa needed chemotherapy and radiation treatment. We consulted with local doctors, and decided to get a second opinion from the MD Anderson Cancer Center in Houston, Texas. There we met Dr. Steven Frank, who walked into our examination room holding a folder with Alyssa’s case history. He placed it on a nearby table and said, “I’ve looked at your file. I’ve read your lab reports. Why don’t you tell me your story?”
Unsure of what he was after, Alyssa asked, “What would you like to know?”
“Tell me your story,” he said. “Tell me everything. Start at the beginning. Take as much time as you need.”
For the next two hours, we told the doctor everything. When Alyssa talked about her work as a psychologist, Dr. Frank said, “Speaking to your patients is crucial to your work, and chemo and radiation therapy can make speech difficult. As part of your treatment, I want you to see one of our speech therapists.”
When Alyssa mentioned our kids, he said, “Even the best parents have a hard time communicating cancer to children. I want you to see our social workers so they can guide you and your kids through this difficult stretch of treatment.”
When Alyssa mentioned her vegetarian diet, Dr. Frank said, “This treatment makes it hard enough to eat, and if you’re not eating, you’re not healing. Let’s have you see a nutritionist as part of your treatment.”
For everything we said to Dr. Frank, he reflected back how he would incorporate it into Alyssa’s treatment plan. He designed a user experience that centered Alyssa’s needs and our needs as a family. And happily, it was the right treatment. At the time of this writing, Alyssa is cancer-free.
In search of better stories
Dr. Frank took the time to gather the context about Alyssa’s daily life, not just her symptoms and immediate needs. Dr. Frank works for an organization that reflects a truly holistic approach to treatment. The practitioners at MD Anderson are empowered to connect their patients with different parts of their organization to create the best possible healing experience.
The staff at MD Anderson practices integrative medicine—an approach to healing that places the patient at the center of complementary and multidisciplinary treatments. Specialists like Dr. Frank work with a range of practitioners to address the whole patient—and all of the unique physical, mental, social, and emotional characteristics that might affect their health. This integrated approach offers the best path toward healing for the patient, and the best chance of success for the medical staff.
I started in this field as a design researcher. I had conducted plenty of useful studies, but my work was not impactful. MD Anderson’s mission to completely, holistically understand and serve each patient is what impactful research looks like, and it changed how I approach my work in my own practice.
I decided to get the full story, every time. Not just the story that informs where we place a button on a page, but how someone came to that page in the first place, and how their story connects to the work of everyone within an organization. I wanted to capture the context that would help everyone make informed decisions.
The mission of making everyone smarter supersedes any methodology or organizational silo. Information that helps a designer also helps the sales team. Reports that a support team collects are also useful to product managers. Researchers connect the teams and the dots.
It doesn’t really matter whether we call ourselves user researchers, design researchers, or strategists; or if we come from psychology, anthropology, design, human-computer interaction (HCI), or anywhere else. We all share a mission to uncover crucial stories and make everyone smarter through better research practice. And that’s why I decided to make this book—so we can all learn from each other.
A congregation of voices
When I started teaching college design courses, an experienced colleague offered me this advice: have just one thing you want the students to learn from each class. That wisdom guided my approach to being an educator. I began each class with a short lecture about one thing—kerning, ligatures, maybe Paul Rand—and then we’d transition into a discussion or critique. After I said my piece, I yielded my time to other voices.
I started this book project to document what worked for me in scaling research practices and teams. However, in speaking to other practitioners, I learned how narrow my perspective is—what worked for me is not quite applicable to someone spinning up research for a new product or feature at a Google-sized organization. As I began to capture more perspectives from researchers working in different scenarios, I knew that these stories were best told by those who lived these experiences.
I share my experiences and ideas throughout this book, but I also open the floor to many additional (and sometimes conflicting) perspectives. The world of user research is multifaceted, complex, and sometimes contradictory. The best way to understand the nuances of user research is to learn from other practitioners, and scores of research professionals share what they know within these pages. You can learn more about each contributor in the appendix.
In putting this book together, I interviewed and solicited narratives from a variety of researchers, and surveyed professionals around the world to present the work behind the work. Read this book however you like—in one sitting or over time. You can start at the beginning, or move around based on your interest at the moment. However you proceed, you’re sure to find an interesting story.
What’s in this book
This book is not an argument for doing user research. Nor is it a tutorial or toolkit for common methodologies. It won’t show you how to run a usability session or recruit users remotely—though I will share helpful resources on those topics. Instead it captures the day-to-day of the practice itself—what it looks like to work with peers and stakeholders, to raise awareness of research, to make tradeoffs, and to build a larger team.
This book takes you inside the field of applied user research through the stories and experiences of the people doing the work. Each chapter explores a specific theme:
Finding a way in presents the various pathways people take to this field. You’ll learn how practitioners navigated from schools, the social sciences, fine arts, and beyond to a career that satisfies and rewards a passion for understanding people.
Getting started in a new role demystifies why organizations hire researchers, how to assess a role, the hiring process, and how to start when you land a new job.
Building momentum describes the different roles and teams a user researcher might work with, how to build and navigate relationships with colleagues and stakeholders, and the best place within an organization for researchers to make an impact.
Sharing the work unpacks what researchers really share by exploring how practitioners build an awareness of research, teach research methodologies, and—yes—disseminate research findings with their teams and organizations.
Expanding your practice covers how to navigate growth in both influence and headcount for practitioners, from what research leadership means to how to hire a team to when to operationalize a practice.
Overcoming challenges exposes the hard parts that no one tells you about user research, from the loneliness of being a team of one to battling imposter syndrome to advocating for change to taking an ethical stand.
Where to go next charts the pathways of a research career through an examination of possible career ladders, perspectives on when it’s time to leave a role, and thoughts on where a research leader goes when there isn’t a clear next step.
If you’re in school or considering a career switch, I want you to know what a job in user research might look like. If you’re new to the field, I want you to see where your career might go and know how to get there. If you’re expanding the size or reach of a practice, I want you to understand how others have approached it.
Above all, I want you to stand on the shoulders of giants and then chart your own path. Now let’s make it happen.
Finding a way in
I stumbled into user research. After a decade of designing album covers, band merchandise, and advertisements, I burned out on client work but retained my love for the design process. I spent a couple of blissful years thinking deeply and talking about design as a lecturer at Georgia State University’s graphic design program, and felt fulfilled enough in academia to pursue a master’s degree; ultimately I wanted to be a design professor. By accident I discovered the fields of UX and—specifically—UX research in pursuit of my MFA when I happened across Luke Wroblewski’s book, Web Form Design: Filling in the Blanks.1 My excitement at the idea that people perform rigorous research into the design and usability of forms—forms!—was my proverbial “aha!” moment. I turned my master’s thesis into a UX research study, and put my search for a professorship aside after graduation to join the UX team at Mailchimp as a design researcher.
It was all unintentional and, in each moment, felt random—a unique and unrepeatable journey. But as I met others in the field, I was struck by how common and obvious a path like mine was. The user research profession is growing quickly2 as more organizations realize the business case for—and ROI of—user experience.3 Of course practitioners gravitate to the favorable job market of user research. But where do they come from and why? How did they end up in the roles they’re in now?
As I interviewed more people and received responses from the community, I was struck by how different our backgrounds are. Practitioners like Noam Segal and Amy Santee transitioned from the social sciences when they saw a match between their skills and areas of need in the industry. As Segal describes:
The field of psychology is arguably the most directly tied to the understanding of people and their emotions, their cognitions, their behaviors, the things that drive ‘em, the things that stop ‘em, people’s heuristics, their limitations… It is time we progress beyond the discussion of product-market fit to a discussion of product-mental model fit, and who better to understand those mental-models than psychologists?
Similarly, Santee deduced that anthropologists are jacks-of-all-trades in the world of user experience:
The theories and methods of anthropology enable practitioners to make sense of people, learn from them, and solve their problems with better design… Broadly speaking, they can shapeshift between roles and activities, from conducting exploratory studies of a broad topic of interest or leading evaluations of concepts and prototypes, to facilitating team meetings and connecting the dots across organizations.
But it doesn’t take a PhD to make the leap to user research practice. Jess Greco explains that she acquired research skills out of necessity for both her and her organization because, “When I started working as a designer, I was frustrated making ill-conceived ideas appear more palatable.” Likewise, Melissa Eggleston took it upon herself to adopt research skills in service of her work. She notes, “I was a content strategist. When I asked questions about target audiences I would get shaky answers or blank stares, so I started doing user research.”
I heard from practitioners who transitioned from customer support, architecture, web development, and business analysis, among other points of origin. What’s common among these paths is self-awareness, industriousness, and—critically—curiosity about people. Once a nascent researcher speaks to a user, receives feedback about a design, observes people clicking through a prototype, or stress tests an idea against observable behavior, they typically experience their own aha moment. As Ania Mastalerz shares, “Overall it was discovering a love of working with and advocating for people throughout many different roles before finding my place.”
In this chapter, you’ll learn how researchers ended up in their roles, the paths they took, how they struggled, and what compelled them in the first place. You’ll read about the skills and mindsets that lend themselves to user research. You’ll meet some practicing researchers who share their perspectives and advice. And I’ll share key quotes from my industry survey so you can see how other practitioners ended up in the field.
1https://rosenfeldmedia.com/books/web-form-design/
2https://trends.google.com/trends/explore?hl=en-US&tz=240&date=today+5-y&q=ux+research&sni=3
3https://www.forbes.com/sites/forbestechcouncil/2015/11/19/good-ux-is-good-business-how-to-reap-its-benefits/#7146143e4e51
I had to become a user researcher
Jess Greco
I never intended to be a researcher, but I had to become one in order to shape outcomes.
When I started working as a designer, I was frustrated making ill-conceived ideas appear more palatable. I remember sitting at my desk years ago and watching the head of product discuss big challenges on the horizon with our VP of design—she wanted help figuring out how to tackle them. His response? “I’ll go away and think on it, and make you some wireframes.” I was stunned. There had to be more to this than plucking an idea out of thin air. I remember telling a friend that if nobody else was going to get us the information we needed to make directional recommendations, then I would.
Practicality has been a constant throughout my career. If I’m learning from research interviews, analytics, co-creation, workshops, or surveys, I also expect it to feed that into a larger plan of action for the product to ensure we’re taking the learnings into consideration during design.
Over several years, I expanded my skills in increasingly broad contexts, going from small studies to large transformation work. For a while there, the only way I could describe it was that I felt like I was becoming. Evaluative research, participatory design, generative research methods, facilitation… I absorbed all of it. I acquired all the skills necessary to navigate that in-between space, to fill in the gaps between assumption and understanding, and to frame the opportunities that float around as we do the work.
Once I began accounting for that complexity, I found that my business counterparts were eager to partner with me to shape early decisions around the value delivered to customers and the business; I was able to help them frame the why.
In my current role as design director at Mastercard, I work across an entire ecosystem with multiple workstreams, partnering closely with product management. I like to think of my job as designing how we work together to recognize assumptions and gather the information necessary to make better decisions over time. You might say that I’m interested in decision-making, and how that manifests at individual, team, product, and organizational levels. Putting a rationale on the decisions that shape products and services—and the strategies that tie them together—is the way to get invited into the conversations that matter.
How I made my way into user research
Nikki Anderson
I originally planned to join the FBI. I had my Masters in Psychology, I applied for my PhD in forensic psychology, and I wanted to get into the FBI and join the behavioral analysis unit. That was my path. But instead I got super burned out working in a mental hospital for two years with severe psychiatric patients, including murderers. I started questioning my plan; the FBI’s really intensive, and I probably won’t have a normal life. Do I want this?
I asked myself, what do I really like doing? I like helping people. I also really like true crime podcasts, but maybe I’d pursue that on the side. I love the qualitative side of research, I hate statistics and numbers, but I love words. So what is this—what can I do with this combination?
At a party, a friend of a friend said, “Hey, have you heard of user experience?” I went into user experience as an intern. I tried to do design, and then found out that user research was its own niche.
The process was messy. I looked at several other careers too, like teaching, college counseling, and journalism. I think the most important thing that people who are trying to get into this field can do is ask so many questions—be a researcher about user research and network with any user researcher that you can get ahold of. Ask questions of the people who can offer practical advice.
The scientific method is the process that keeps on giving
Janelle Ward
Before I discovered user research, I’d been a researcher of the academic variety for more than 15 years. I earned a PhD and worked as an assistant professor until I realized I was ready for a more dynamic work environment. Going through a career transition and integrating into a tech company has taught me an important lesson: the scientific method is an invaluable tool, both for getting a job in UX research and excelling in the role.
The scientific method is the deliberate journey to evidence-based insights: analyzing existing research; choosing a research question; designing an appropriate research method; collecting, analyzing, and interpreting data; and disseminating findings are all meaningful steps along the way. Most of us were introduced to this concept in high school. In higher education, it became essential to producing a well-planned research paper. The scientific method provided the toolkit we needed to produce publishable research.
Coming from academia, I predicted that finding a job in UX research would be a struggle, and it certainly was. At some point I realized I should view my career change as a research project. My research question became: how can one get a job in UX research? Through interviews, desk research, and observation, I spent time studying the daily work, vocabulary, challenges, and triumphs of other user researchers, and used these insights to translate my experience to the environment I wanted to enter. I’d make changes to my resume and cover letters, then do more networking and realize I still had a long way to go. Revise and repeat: It was my first lesson in iterative research outside of the academic world.
After a long journey, I got a job. I was ecstatic, but quickly realized that convincing an employer to hire me was only the first of many challenges. What remained was the effort to get stakeholders to implement practices based on evidence-based research. As my work progressed, I turned again to the tried-and-true scientific method.
Just because a company hires a user researcher doesn’t mean everyone is on board with our methods. UX researchers have a lot of roles, but perhaps our most important is to evangelize the scientific method. We spread knowledge of the value of research within companies, not just for individual projects, but as an entire way of working. The scientific method is good for more than setting up research projects; it also provides a guide for research advocacy and the building of a research-centered company mindset. Whether we are tasked with feature testing or generative research aimed at innovation, our goal is to promote research-based decision-making.
Shaking the guilt of leaving academia
Torang Asadi
Academia imbues us with certain myths that make leaving it nearly impossible—myths that force us to see absolutely no alternative to the tenure-track life. However, as many of us now know, with an average 15% chance of ever landing a tenure-track job, “no-alternatives” is not an option any longer. Once professional organizations such as the American Anthropological Association began to hold “alt-ac” workshops in light of these statistics, I began considering my plan B. But first, there were five particular myths I had to overcome.
Myth 1: I can’t look beyond academia
In the social sciences and especially in the humanities, we train for perfection in both teaching and research. This requires us to become hyper-experts in a specific subfield and get as much teaching experience and as many publications as humanly possible. If we are good at what we do, which roughly translates to “being the best at what we do,” we should have no problem landing a postdoc, a visiting assistant professorship, and ultimately the tenure-track position. If we fail, we must not have been very good—which roughly translates to “we must not be very smart.” And that is the lie that bolsters the myth, when in fact a plan B isn’t the end of the world, doesn’t jeopardize our intelligence, and in no way reflects poorly on us personally.
After speaking with friends who had happily transitioned, I began to look through industries, teams, and specific job descriptions to find what fit. For me, it was UX and design research.
Myth 2: I’m not good enough
I was unable to shake the graduate student paradigm: in order to succeed, we must first suffer through realizing that we know nothing. Crippled by the notion that I was not good enough, I couldn’t see my research skills as versatile and applicable. The challenge for me as a graduate student was to accept that, after nine years of cumulative graduate work, I actually was good at a lot of things.
Once this myth was unmasked, I began to focus on learning how to communicate the breadth and depth of my research experience. I also learned to explain my research projects to an industry audience by truly understanding the versatility of my skills, talents, and experience.
Academia is designed to tear us down. Once we realize we know nothing, we become true critical thinkers. In the meantime, we provide plenty of free and cheap labor to a lot of organizations. Don’t let it break you; you are much better than you think.
Myth 3: Expertise comes with deep reading and years of training
I began to read the UX literature, watch relevant webinars, and spend time on a few Slack channels, which helped me pick the role that would highlight my strengths. I stopped applying to design positions and focused my attention on research roles instead.
I poured over portfolios and resumes, taking note of how my favorite researchers were trained, to pinpoint the right resources (e.g., online seminars and week-long certifiable training programs) that both filled in my knowledge gaps and complemented my methodological expertise. I think in total, including the trainings themselves, this only took about three or four months.
Myth 4: Rejection is unacceptable
My call-back rate must’ve been less than 5%, but I learned so much from each interview that led to a “no thank you.”
In fact, you cannot transition and be successful without rejection. It gives you a chance to iterate your resume and interview responses, to learn about different teams and industries, and to know exactly what you want. In the end, rejection makes you a better candidate with a clear understanding of where you belong and what roles or orgs you’d like to avoid.
Myth 5: Transitioning is intellectually demeaning
It’s not. You can continue researching and publishing in your area of expertise and even in your new field, as this book clearly demonstrates. Rigorous, groundbreaking scholarship does not require a university affiliation.
What’s a psychologist doing in tech?
Noam Segal
It’s the most common question I get asked when I inform someone that I’m a psychology PhD working in tech: “What are you doing in a tech company?” Similarly, I’ve worked with innumerable individuals who, when providing feedback to candidates, called out the candidate’s “academic experience” as a limitation, a career setback, or a second-class form of training.
The question never ceases to surprise me; technology serves humans, thus technology must fit the ways in which humans feel, think, and behave. It doesn’t seem like much of a stretch to acknowledge that a social sciences background is beneficial to the practice of building technology for people. The commonalities between academia and industry far outweigh the differences, but apparently this is still a mystery to many people. Allow me to unveil the truth behind it.
My academic training provided me with three pillars that together have supported my practice of user research throughout my career. First, there’s a seemingly obvious yet often overlooked fact: users, customers, and clients are all people first. The field of psychology is arguably the most directly tied to the understanding of people and their emotions, their cognitions, their behaviors, the things that drive ‘em, the things that stop ‘em, people’s heuristics, their limitations… the list goes on and on. It is time we progress beyond the discussion of product-market fit far to a discussion of product-mental model fit, and who better to understand those mental models than psychologists?
Then there’s the combination of rigorous training in research methods and a solid understanding of statistics, including best practices in areas like survey science. I studied psychology at a time when the field was going through somewhat of a crisis, a reckoning around the rigor and replicability of psychological studies. However, I was fortunate to train with some of the best methodologists in the world, and it was the training I got from my adviser and other professors in the psychology department at the University of Illinois at Urbana-Champaign that solidified my understanding of the scientific method. It’s hard to get that training elsewhere, and I’m grateful for it.
Finally, though it’s easier than ever to independently learn how to use the modern tools of our trade (such as R1), I’m glad I got to start that learning process in graduate school. It’s infinitely easier to level-up on new tools and ways of working when one’s foundation is strong. It’s never too early to start, and my suggestion is to just get to it.
All of these experiences directly relate to my work in user research. I think both sides would be surprised to learn about the synergies between academia and industry if they were to have a more open mind about it, and I hope that happens in the future!
1https://en.wikipedia.org/wiki/R_(programming_language)
Applying a social science lens in research
Amy Santee
In order to create things that are useful, meaningful, and valuable to people, we need to understand them in an authentic way. We must explore and get to know their worlds, language, culture, behaviors, values, motivations, and challenges. Training in the social sciences—including anthropology, psychology, history, economics, and other disciplines—can provide an exceptional toolkit for use throughout the design process.
Anthropology (my discipline of training) is the study of the human experience from a holistic, sociocultural angle. Humans are highly complex, and so are the contexts in which they live. The theories and methods of anthropology enable practitioners to make sense of people, learn from them, and solve their problems with better design. In practice, anthropology is a versatile mindset and approach that enables the researcher to take both an insider and outsider perspective through immersion, observation, participation, and deep exploration, often within the context of people’s lives rather than in a usability lab. Broadly speaking, they can shapeshift between roles and activities, from conducting exploratory studies of a topic of interest or leading evaluations of concepts and prototypes, to facilitating team meetings and connecting the dots across organizations.
Anthropological approaches to research encompass both qualitative ethnographic methods (e.g., interviews, participant observation) and quantitative methods (e.g., surveys). While most anthropologists practice within the qualitative realm of rich, descriptive data and subjective interpretation, it’s becoming more common to incorporate quantitative methods and data analytics to triangulate findings. These methods are highly adaptable to any type or length of project, whether it’s a quick-and-dirty usability study, or a lengthy, in-depth, generative one.
The other special ingredient of the social sciences is the vast body of theories around human culture and behavior, such as power, identity, social capital, organizational systems, and decision-making. The theories are highly useful for helping us go beyond simply describing what we observe to creating models and frameworks of understanding during data analysis and synthesis. They become tools for communicating insights and making design decisions.
One of my favorite applications of anthropology is using the approaches I’ve discussed in my quest to understand and improve organizational culture. While this isn’t usually an explicit requirement for UX research job descriptions, I believe it’s an organic extension of our work and a parallel to user experience design. Identifying what’s working (e.g., team dynamics, processes) and what’s not (e.g., communication gaps, silos) within an organization, and proposing practical solutions for improvement, can lead to a more purposefully designed and effective culture at all levels, and in turn, a better employee and user experience.
Social science training is a great supplement to an education in HCI, UX design, or programming. Students can expect to build competency in pattern recognition, cross-cultural comparison, systems thinking, balancing rigor and efficiency, ethics, cultural brokering, communication, designing systematic and interpretive studies, developing solid work processes, and project management.
Being a social scientist in research
Jesse Zolna
As user research has evolved, so too has the background of those doing the work. New perspectives in the field bring a healthy diversity of methods and ways of working that improve the relevance and impact of research. As an experimental psychologist, I would like to share the strengths my background brings to user research.
First and foremost, scientists have a unique perspective on the world. Being trained in the scientific method developed my natural curiosity and my desire to try to explain human behavior—qualities essential for successful user research. The attitude that “everything is a theory” is ingrained in scientists; that is, no matter how strongly we believe an explanation of a phenomenon, we only believe it until there is evidence of another, better explanation. This is also a core value of user researchers. Another tenet of the scientific method that has been invaluable to how I think about meeting user needs is Occam’s razor. This principle states that the simplest solution is most likely the right one.
Social scientists clearly define the variables we will observe prior to conducting our research, and implicitly what we will not observe. This approach has been of great help to me as project scope and stakeholder interest often evolve in my projects. Inherent to clearly defining variables is also clearly defining how I will measure them, and therefore what I will measure during the research. This has helped me manage stakeholder expectations and communication. I also define what variables I will “control,” and how, so that the potential of these other influences can be ignored. This helps me to interpret my results and avoid making bad or wrong conclusions.
Finally, social scientists focus on preventing errors; a Type I error is finding something that does not exist, and a Type II error is missing something that you should have detected. My first step in avoiding these errors is to develop clear hypotheses about data before they are collected, which boils down to thinking through what I might observe (prior to making observations) and establishing what I will conclude if I do. This keeps me honest about what I’m seeing, and makes sure I do not jump to conclusions without adequate data (a Type I error), and that I’m not missing insights because I just didn’t measure the right thing (a Type II error).
While my academic basis for decisions has been invaluable to me, I have also had to be honest about when it matters and when it does not. In any project I must balance three outcomes: fast, cheap, and good. In business the first two are too often the focus. Having these scientific tools at my disposal has enabled me to minimize my sacrifice on the last: conducting good user research.
Adventures of a curious mind
Kelly Silver
I became fascinated early in my career by the routes we can take to learn as much as possible about a problem or construct to eventually arrive at a potential theory—or in some cases, a diagnosis. This was when I realised I wanted to do this kind of exploration. I wanted to be a researcher.
I’ve always enjoyed studying. I loved getting my head into a new topic at school, then studying for my exams, then college. On reflection, my quest for knowledge began at an early age. In terms of academic performance, I was probably in the upper-middle range. I went to university and continued on with psychology, a subject I’d done well in at A-Level [high-school]. I gobbled up cognitive, behavioural, child development, Freudian, Pavlovian… the lot. I couldn’t get enough of this field; the more I read, the more I wanted to read. I was certain that this is what I’d do with my life. I set up camp in the library for hours and thankfully managed to get through the following three years to come out with a bachelor’s degree in psychology with honours.
