Brainstorming is a collaborative, creative process designed to generate a wide range of ideas, enhance team collaboration, and solve complex problems. It typically involves a group of people that interact to suggest spontaneous ideas in response to a prompt. In UX, brainstorming is used for mostly visual techniques such as Crazy 8s or Storyboarding.
The idiom thinking outside the box describes the ability to think differently, unconventionally, or from a new perspective. The phrase also refers to the need to think beyond the stated or assumed requirements. It requires creative thinking that lead to the creation of novel solutions. In design, creative thinking is often constrained by unvalidated assumptions that "box" us into what we believe is the solution space. The box isn’t real, yet it is treated as such and therefore triggers suboptimal choices and results.
A Red Herring is a misleading or distracting element that pulls attention away from what actually matters. In UX, it can be accidental such as a design element that looks like it does the thing but doesn’t, something that distracts users from their primary goal or leads them toward the wrong conclusion. But it can also be intentional, such as a deliberate distraction used to test attention or a research question to validate that users don't rush through the study.
The Cobra Effect describes situations where the metric improves but the experience does not. Nascent product teams often craft incentives with the noblest of intentions: faster growth, happier users, quarterly bonuses; yet sometimes the universe responds not with improvement but with a sharp increase in the very problem they hoped to solve.
Hick’s Law describes how the time it takes a user to decide increases with the number (and complexity) of choices presented. In UX, it’s a reminder that cluttered interfaces and excessive options slow users down and create cognitive overload.
Recency bias is the tendency for people to weigh the most recent information or experience more heavily than earlier ones, sometimes even disproportionately. In UX, it means users’ judgments and memories of your product are often dominated by what happened last, not by the full journey.
Primacy bias describes how people tend to remember and be influenced more by the first items in a sequence than by those that come later. In UX, it shows up when users disproportionately notice, choose, or recall the first option presented to them, sometimes regardless of whether it’s the best.
Anchoring bias happens when people rely too heavily on the first piece of information they see, the “anchor”, when making decisions. In UX, it shows up when users’ perceptions, expectations, or actions are influenced by an initial number, label, or example, even if it’s arbitrary or irrelevant.
Confirmation bias is the tendency to favor information that confirms what we already believe, while ignoring or discounting evidence that challenges our assumptions. In UX, it shows up when teams interpret user feedback, analytics, or test results through the lens of their preconceived ideas, leading to poor decisions and missed opportunities.
Sunk cost fallacy is the tendency to keep investing time, effort, or money into something, just because you’ve already invested so much, even when it’s clear it’s not working. In UX, this shows up when teams cling to flawed designs, failed features, or outdated systems simply because they don’t want to “waste” what’s already been spent.