Illustration and design credits to jfml.

In principle, UX research and traditional consulting look very similar. Both aim to define problems, question assumptions and arrive at solutions, be it for users or clients. In fact, they could be seen as different sides of the same coin. Question and answer. Study and change. Ohmmm.

Theory aside, what we find in the consultancy landscape today is that – maybe due to this perceived similarity – a lot of non-researchers end up doing research work. I know because I’ve done it myself, so I feel a bit stuck between both ends of the spectrum.

But are they that similar, really?

To find the answer let’s compare the behaviours that define best practices for a traditional digital consultant (i.e., one not informed by user-centred design) versus a UX researcher.

Maybe I’m biased, but as a psychologist I always look at people’s behaviour in order to understand any complex problem. Just bear with me.

Social conditioning is everywhere

In our daily lives there are ways in which we conduct ourselves that work rather well for us. These are behaviours that bring harmony to our social interactions as we navigate through a complex world of different personalities and backgrounds.

They are what psychologists call adaptive behaviours. They are adaptive because they work, and we simply repeat them until they become unconscious habits. If we touch a hot stove and get burnt, we quickly learn not to do it again. That’s quite adaptive. Likewise, if we break established social rules, we feel awkward and anxious.

Much like Skinner’s rats learned that pushing a lever brings a reward, we learn throughout life that certain things we say and do help us get along with others.

The consultant role vs. the researcher role

As digital consultants we bring a lot of this social conditioning to the meeting room and this is specially visible in organisational research where there is an overlap between stakeholders and users (think intranets and other internal tools). But how exactly does this happen?

As digital consultants we are naturally biased to sell our solution and so we’ve gotten into the habit of asking very bad questions (i.e., leading questions).

and so we’ve gotten into the habit of asking very bad questions (i.e., leading questions). We not only make bad questions but we don’t ask enough of the right ones (i.e., why, why, why) because we avoid confrontation .

. We rush to fill any silences in order to alleviate tension and make the client’s job easier .

and . We express our opinion as a way to show empathy and create rapport with the person.

This conventional social etiquette works well with client interactions, but not with participants in a research project.

Remember that our goal as UX researchers is not to preserve the social order. In fact, we could argue the opposite is true. Breaking with the status quo may be a necessary ingredient to any successful research initiative.

Being a UX researcher asks for a different set of social skills. This means that: