Summary
We need more people with research skills in positions of influence and leadership in tech companies, but it can be difficult to feel like we’re succeeding in our roles, let alone growing into leadership. There is a lot to contend with—from the inevitable chaos of quickly growing organizations, or struggling to find “fit” when working with product teams, to ethical dilemmas about the unintended consequences of the technologies we help create. Rebecca Buck will discuss the most prevalent areas of conflict she has seen lead to researchers leaving teams, companies, or distancing themselves from the title “researcher”. Through stories and examples she will cover common patterns of frustration and offer tips and frameworks for navigating issues of defining the role of research, championing quality, and increasing influence with stakeholders.
Key Insights
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Rapid growth in UX research teams leads to many researchers feeling underutilized and lacking autonomy.
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Researchers often report to managers unfamiliar with the discipline, causing disconnect and contributing to attrition.
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Career paths in UX research are rarely linear and resemble a game of chutes and ladders with lateral moves.
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UX researchers come from diverse backgrounds—academic PhDs, design-thinking/agency experience, and adjacent roles—each with distinct strengths and blind spots.
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Assessing 'fit' for UX research roles requires understanding the company context and role definition rather than relying on rigid criteria.
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Ian Swinson’s metaphor describes UX research roles as 'track builders,' 'lookouts,' 'scouts,' and 'explorers' based on proximity to product teams and timelines.
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Quality in research is context-dependent; what one researcher values may differ based on stakeholder needs and organizational goals.
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Building trust with stakeholders can open space for influencing product decisions despite organizational constraints.
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Burnout is widespread in tech UX research, often masked by hustle culture and requires proactive support like coaching.
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Researchers often wear multiple hats—translator, storyteller, facilitator, bridge builder—and should embrace this fluid identity to collaborate effectively.
Notable Quotes
"I want researchers in that room in positions of power and influence to help executives see the broader social implications."
"The most common frustration I hear from researchers is how underutilized they feel."
"Often researchers end up reporting to someone who doesn’t understand their discipline and what they should be doing."
"I find it helpful to think about a career as a journey, not a ladder, more like a game of chutes and ladders."
"It depends on your company and how you define the role when considering who’s qualified to do this work."
"Ian Swinson described agile like people laying tracks for a passenger train while the train is moving, and UX people parachuting in from a hot air balloon."
"It’s rare that someone’s current role is also their ideal role—it’s a very personal decision and can change over time."
"When you can, try to meet people where they’re at and understand their definitions of quality and priorities."
"If your recreational reading has themes of prison camp survivorship or hostage negotiations, then yes, you might be experiencing burnout."
"I don’t identify as a scientist, but I do identify as a researcher—translators, storytellers, facilitators, and bridge builders."
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