How a UX designer thinks
Ask someone what a UX designer does and they will describe screens: wireframes, flows, a Figma file with too many frames. The screens are real, but they are the last thing that happens. By the time I open Figma, most of the decisions are already made, and the screens only record them.
What comes before the screens is a way of thinking. It is not a method with a name. It is a short chain of questions I find myself running on every project, each one learned the hard way on something I shipped.
Turn the brief into a question
A brief usually arrives as a solution in disguise. "Redesign the booking page." "Make a membership app." Take it literally and you will design exactly that, and solve whatever problem happens to come with it.
So the first thing I do is rewrite the brief as a question someone has to answer. For Bowtie & JP Health, the brief was a booking flow. The question was: how do you keep someone booking when they arrive from a link in bio, inside Instagram's own browser, where their logins and saved details do not follow them? That question pointed at a different problem from the one the brief described, and it was the one that mattered.
A good question also tells you when you are done. "Redesign the booking page" never ends. "Keep them booking" can be measured.
Find where people give up
Problems rarely sit where the brief points. They sit at the step where someone stops.
At Incipe, the brief was a tool for learning hardware. When I laid out what it took for a beginner to get one sensor working, it came to six steps before they could build anything: read the datasheet and register map, wire and power the sensor, install the drivers, write the configuration code, calibrate and debug the readings, build the data logging. Beginners did not quit at their idea. They quit somewhere in that list.
Once a problem is drawn as steps, it can be counted, and once it can be counted, it can be shrunk. Incipe Board cut it to two: snap the sensor in, read it with one line of code. Nothing about the idea changed. The list did.
Ask the people, then watch what they do
Before designing anything for Melo, I interviewed 89 members, half of the community. Interviews are good at one thing: they tell you which questions matter. They gave us two. How do we make bidding exciting the moment an event opens? How do we make members feel the prestige of belonging?
What interviews are bad at is answers. People describe what they think they want, and then do something else. So the answers came from putting real versions in front of members. The membership card went through several rounds that way, with members giving feedback on each one.
Say and do are both evidence. They are evidence of different things.
Go wide before you choose
The first idea for any input is the one everyone has. For Melo's bidding, that was a number pad. I tried it, then a counter, then a plain input field, then more, before landing on slide to bid.
The slider won because it did three things the others could not: it showed the share of tokens left, it made the minimum bid visible at a glance, and it reduced the whole input to one gesture. I would not have known any of that mattered if I had stopped at the number pad. Exploring is cheap right up until the moment you build, and very expensive after.
Name what you gave up
Every design decision costs something. The difference between a decision and a default is whether you can say what it cost.
The Bowtie flow is shorter than it was, but it still asks people to log in. Removing the login would have made booking easier. It would also have left the clinic unable to tell a real booking from spam. So the login stayed, and the work went into making everything around it shorter.
That sentence, "we gave up this, for that, because", is the most useful one in a case study. If I cannot write it, I have not really decided anything yet.
Decide once, then make it a system
The last habit is the one users never see. A system is a decision you only have to make once.
For HKUST's Division of Integrative Systems and Design, the whole identity grew from a single dot taken from the logo. One dot is one person; dots of different sizes are people with different strengths; dots together are the division. Once that was decided, the wallpaper, the four-chapter story and two series of stamps did not need new ideas. They needed the same idea, applied.
Incipe Workspace went further. Every time I caught the interface drifting toward a default, a card inside a card, three dots at the end of a label, a coloured stripe down the side of a box, I wrote it down as a rule. Most rules became tests that fail the build if the default comes back. Every pressable thing presses the same way. Every corner is the same curve. Nobody will ever notice any single one of these. They will notice if one is missing.
The screens come last
None of this is about screens. It is about deciding what the problem actually is, where people give up, what they need as opposed to what they say, what you are willing to give up, and then holding those decisions so consistently that nobody sees them.
The screens are just where all of that becomes visible. If the thinking was right, they are the easy part.