Beyond UX Design

If your disagreement feels obvious to you, why does everyone keep walking out of the meeting thinking you’re on board?
A Stanford researcher once had people tap out familiar songs on a desk and predict how often listeners would name the tune. Tappers guessed about half the time. Listeners got three out of 120. That gap has a name: the illusion of transparency. It’s our tendency to overestimate how much other people can see what’s going on inside us, like our nerves, our disagreement, our intentions, and our tone.
Thomas Gilovich, Kenneth Savitsky, and Victoria Husted Medvec put this bias on the map in 1998, building on earlier work by Dale Miller and Cathy McFarland. Across lying, hiding disgust, and reacting to someone breaking the rules, the result was the same. People believed their insides were showing, and they mostly weren’t. We confuse how strongly we feel something with how clearly we’re showing it.
On product teams, this one hides well because it feels like everyone else’s fault. I share a roadmap review where I was sure my crossed arms and pointed questions made my concerns obvious, and my PM walked away thinking I was totally fine with it.
This week, we look at how the same bias shows up in Slack tone, design critiques, performance feedback, stakeholder negotiations, and async work, and why the fix is almost insultingly simple: say the quiet part out loud. So if you’ve ever been blindsided by “but you didn’t say anything,” give this one a listen.
Topics:
• 00:00 - Tap out Happy Birthday on your desk
• 01:00 - What is the illusion of transparency?
• 03:00 - The roadmap review where nobody knew I disagreed
• 04:25 - Why we think our feelings are visible
• 04:55 - The research behind the bias
• 05:55 - Egocentric anchoring: why this happens
• 06:30 - The spotlight effect and the curse of knowledge
• 07:00 - Can knowing about the bias fix it?
• 07:45 - Why your Slack tone gets misread
• 08:10 - The thumbs up emoji problem
• 08:55 - Design critiques and "obvious" rationale
• 09:15 - Why your feedback isn't landing
• 9:40 - Stakeholder negotiations
• 10:00 - Remote and async work turns it up to 11
• 10:45 - The insultingly simple fix
• 11:05 - Assume you're harder to read than you feel
• 11:45 - Say the obvious thing out loud
• 12:15 - Make feedback impossible to misread
• 12:50 - Read their words, not their face
• 13:20 - Build check-backs into async work
—
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When my team moved from Figma to Cursor, we gave things up on purpose. In this episode, I walk through the real ledger: lost visual history, the comment threads that held our why, a rejected pull request, and what we gained by designing with the real product instead of a picture of it.
When your design team trades the canvas for code, what actually disappears, and is what you get back worth more than what you lost?
A few months ago, I designed a full-page drag and drop interaction, cut it for a technical constraint, and then went looking for it a month later when that constraint disappeared. It took me 15 minutes and an AI assistant to dig it out of an old pull request. In Figma, it would've taken under a minute. And if a year had gone by, or I'd left for Costa Rica to take up surfing, nobody would've known it existed. That little treasure hunt is where this episode starts.This is episode three of "What Survives: When AI Comes for Your Design Work," and it's all about the trade-offs. I get into what my team lost when we left a canvas design tool behind: the visual iteration history that came for free, the comment threads that quietly held the why behind our decisions, the blank canvas (which, as it turns out, may have been gone long before AI showed up), and a command line skill set I can feel getting weaker every day. I also take on a fair pushback from a listener named Elena, who argues teams rarely look back at old versions anyway.But it's not a horror story. I talk through the other side of the ledger too: turning six months of Figma work into working, production-ready pages in days, the rejected PR that made me wonder if we were just cosplaying as engineers, and how we found our lane with engineering afterward. If your team has made the switch, or is about to, give this one a listen and then tell me what you traded away.
Topics:
03:10 - The foundation nobody sees
04:10 - Not a picture of the design, the design itself
04:50 - Losing the visual history
06:15 - Recovering a decision, not browsing
07:40 - Where the why actually lived
09:05 - How we kept collaboration alive
09:45 - When tooling costs more than a human
10:20 - Was the blank canvas ever blank?
11:15 - Auto layout was already doing the work
12:15 - The skills I'm renting
14:10 - The other side of the ledger
14:45 - Months of Figma work rebuilt in days
15:35 - The PR that got rejected
16:30 - Finding our lane with engineering
17:25 - Saved time is contested territory
18:15 - Engineers weren't territorial
19:25 - Designer or UI engineer?
20:05 - Back to pen and paper
—
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This week we dig into belief bias, the reason your team grills the research it doesn’t like and waves through the stuff it already agrees with. Same evidence, two completely different levels of scrutiny.
If you’ve ever won an argument at work, how sure are you that you made the better case and not just the more popular one?
Belief bias is what happens when we judge an argument by whether we agree with where it lands instead of whether the logic actually holds up. If the conclusion sounds right, weak reasoning gets a pass. If it sounds wrong, suddenly everyone turns into a fact-checker. It’s one of the oldest reasoning errors on record, first noted back in 1928, but the study that set the template came in 1983 when Evans, Barston, and Pollard separated two things that usually travel together: whether an argument is valid and whether its conclusion is believable. People accepted believable conclusions about nine times out of ten, no matter whether the logic held.
On a product team this shows up everywhere scrutiny is supposed to live. The design direction everyone already likes gets a thin rationale waved through, while the unexpected one gets picked apart. A sloppy study that confirms the roadmap is “directionally useful,” and a solid one that threatens it is suddenly “not statistically significant.” The same point lands when a senior person makes it and stalls when a junior person says the exact same thing. The fix isn’t to distrust your gut. It’s to grade the reasoning before you look at the conclusion, notice when the hard questions only come out for answers you don’t like, and slow things down when the stakes are real.
Give it a listen and catch yourself before belief bias makes the call for you.
Topics:
• 00:00 - Same idea, two meetings
• 03:45 - Two research studies, same afternoon
• 05:05 - What belief bias actually is (and where it came from)
• 06:00 - The 1983 study that proved it
• 07:00 - Why it happens: fast belief vs slow logic
• 08:10 - Belief bias is not confirmation bias
• 08:40 - Where it shows up on product teams
• 10:00 - Does group discussion fix it?
• 11:20 - 5 ways to catch belief bias

—
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It’s a regular Thursday sync until my manager cuts our Figma license and hands the whole product team one month to go fully AI. In this one I walk through who made that call, the surprisingly solid case for it, and the very selfish panic running through my head while I said nothing.
When the tool you spent a decade mastering loses its market value in a single meeting, what exactly are you afraid of losing: your job, or your identity?
This is the episode about the day the call actually came down. I’m at my kitchen counter with a fresh coffee, hopping on a normal weekly UX sync, when my manager announces the entire product team is moving to a 100% AI workflow by the end of the month. And by the way, the Figma license is getting cut. No debate, no “what does everyone think.” The decision was made in a room I wasn’t in, then delivered to a room full of designers who had about a month to deal with it.
I do two things in this one. First, I try to be fair to the decision, because it deserves it. I get into the cost math leadership was staring at in early 2026, the pricing question Bob Baxley raised after I posted about the switch, and why ripping the band-aid off with a brutally short deadline was probably the right move and not the reckless one it felt like. Then I tell you the less flattering half: what was actually going through my head in that meeting. Spoiler, not one of those thoughts was about our users or the work. Every single one was about me, my title, and whether being “the person who knows Figma best” was ever a real skill to begin with.
I also get into the part nobody sat us down to talk about, which is that these tools blur the lines between design, engineering, and product in every direction at once, and introduce the “in the loop, on the loop, out of the loop” question that runs through the rest of the season. If your company hasn’t had this meeting yet, I’d gently suggest not assuming it isn’t coming. Give this one a listen, then let me know about your own version of the kitchen counter moment.
Topics:
• 0:00 The day they cut our Figma license
• 3:00 The cost play: why pay for two tools?
• 4:05 Not my call: where I sit in the org
• 4:50 Nobody said "adapt or quit" (the soft mandate)
• 5:30 The fair case, and Bob Baxley's pricing question
• 7:15 Ripping the Band-Aid: off the dock, into the boat
• 8:40 What was really in my head: "just UI engineers now?"
• 9:45 Kevin the plumber
• 10:50 Watching a decade of skill depreciate
• 11:50 How remote teams process shock
• 13:10 Does engineering even want us in the code?
• 14:00 Every role blurs at once
• 15:10 The walk
• 15:55 In the loop, on the loop, out of the loop
• 17:10 Next time: what we traded away
—
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Ever notice an idea gets a cold reception the moment it comes from another team? That’s Not Invented Here. This week I dig into why our brains treat “not ours” as “not good,” what it cost teams I worked on at GE, and how to catch it early.
When your team says an outside idea “won’t work for us,” are you evaluating the idea, or just the team it came from?
Not Invented Here is the tendency to reject or undervalue ideas, tools, and research that come from outside your own team, while overvaluing the stuff you built yourselves. The catch is that it never announces itself. It feels like you have standards, or you know your users, when really the source of the idea is doing the evaluating for you in the background. The term goes back to a 1982 study by Ralph Katz and Thomas Allen at MIT, who tracked fifty R&D groups and found that the longer a team stayed together, the less it talked to the outside sources it most needed to hear from. Performance slid as a result. Later work from David Antons and Frank Piller reframed it as an attitude rather than a behavior, a standing negative feeling toward anything labeled “external,” whether that label comes from a different company, department, discipline, or just a different job title.
On product teams, this shows up everywhere once you start looking. Engineers’ UX suggestions get waved off because usability is “our lane.” Agency research gets its methodology questioned the second it contradicts the team’s assumptions, while a single hallway conversation gets treated as solid evidence. Ten squads rebuild nearly the same component ten different ways because the shared version doesn’t quite work for us, and then nobody trusts the design system anymore.
If your team has ever quietly shelved a good finding because it came from the wrong people, this one’s for you. Give it a listen.

Topics:
• 00:00 - The reflex that rejects an idea before you've even looked at it
• 03:00 - The GE story: a mandate to adopt one design system called Cirrus
• 04:00 - Every team pushes back with the same "that won't work for us"
• 05:00 - Defining not invented here and the 1982 Katz and Allen study
• 06:00 - Why long-tenured teams stop talking outward, and the shift from behavior to attitude
• 07:00 - Why your brain does it: ownership, effort, identity, and the IKEA effect connection
• 08:00 - The measurable cost, and Spolsky's defense of building in-house
• 09:00 - How the bias hides behind "our context is different"
• 10:00 - How it hits research and design systems, and where the IKEA effect sneaks in
• 11:00 - Engineering rewrites, competitor patterns, and acquired teams
• 12:00 - Turning the bias around with "proudly found elsewhere"
• 13:00 - Separate the source from the substance, and watch your team's own boundaries
• 14:00 - Give ownership before adoption, and treat build versus adopt as a real decision
• 15:00 - Audit your outside input, and back to the Cirrus lesson
—
Thanks for listening!
We hope you dug today’s episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today’s episode, why don’t you leave a five-star review? Or tell some friends! It will help us out a ton.
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