Summary
As User Researchers, particularly working on sensitive public services, we need to be able to adapt, respond and grow. User Research is a demanding role, it can be mentally and emotionally draining. Adding to this are new challenges being thrown at us, be it COVID-19 or on-going digital advancement. This session therefore, looks at the constant - ourselves and our teams. This isn't about predicting the future, it is about preparing for it. As a researcher and a research team we are our own best asset. This isn't about patting ourselves on the back, but recognising that regardless of the context or tools involved in the future we are people-first not technology-first. It is also about addressing the impact the role can have on our own well-being and how to manage the difficult days. This session outlines some of techniques and approaches we have used as a team to better support each other in challenges, and how this has help made us more resilient, responsive and overall, better user researchers.
Key Insights
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Resilience is not solely an individual trait but a systemic phenomenon shaped by individual, team, and organizational factors.
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User researchers working with vulnerable populations face intense emotional labor requiring specialized support measures.
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Provision of mental health first aiders within teams helps address immediate emotional challenges but also adds responsibilities to those individuals.
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An 'explanation not needed' approach for accepting or stepping away from projects respects researchers' boundaries and reduces pressure.
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Flexible working patterns enable researchers to manage their personal circumstances and sustain their wellbeing more effectively.
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Close-knit teams offer vital peer support but can also lead to hidden burdens if members hesitate to say no to extra work.
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Organizational processes must create decompression time between projects to avoid burnout and sustain long-term performance.
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Clear, transparent communication channels are essential to ensure researchers feel safe to raise concerns without stigma.
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Setting realistic expectations and boundaries allows researchers to deliver quality work without overextending themselves.
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It is crucial for leadership and organizations to be proactive in reducing pressures rather than expecting researchers to individually develop more resilience.
Notable Quotes
"It's not on the researcher or a team to be resilient; it's those making decisions to avoid this need where possible."
"We have an 'explanation not needed' approach so researchers can say no to projects without justification."
"Emotional labor is a heavier burden for some of us, and it's a structural inequality, not just an interpersonal issue."
"Providing options is key because there's no one size fits all for how people work or want to be supported."
"Close-knit teams support each other but can hide silent burdens because no one wants to add pressure to colleagues."
"Sometimes good enough is good enough; you can’t always give 110%, and that’s okay and sustainable."
"Researchers are professionals; just set clear expectations and let them do their jobs in the way that works best."
"The organization must provide space between projects to allow researchers to decompress and recover."
"We need honest retrospectives with possibly independent facilitators to surface systemic blockers and pressures."
"It’s important to communicate that researchers are not the burden; that message needs to be clear and consistent."
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