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. Our User Experience Research team has found that people evaluate the search results page so quickly that they make most of their decisions unconsciously. To help us get some insight into this split-second decision-making process, we use eye-tracking equipment in our usability labs. This lets us see how our study participants scan the search results page, and is the next best thing to actually being able to read their minds.

The biggest challenge to better design isn't getting better designers. The problem is organizational, and the hub-and-spoke decision-making process that was originally created to slash bureaucracy--that is, to create more decentralized decisions and less hierarchy. But the overriding weakness, which design thinking makes manifest, is that good design is necessarily the product of a heavily centralized structure. Great design at places such as Apple isn't about "empowering decision makers" or whatever that lame B-school buzzword is. It's about awarding massive power and self-determination to those with the most cohesive vision--that is, the designers. Those are the people with the best idea of what customers want. That's the essence of "design thinking." If you were to summarize just how ugly--and self-defeating--the alternative can be, AA's Web site would be a smoking gun.

More than anything, Google prefers to make design decisions based on what performs well. And as a company, Google cares about being fast, so we want our user experience to be fast. That's not just in terms of front-end latency-how long it takes the page to download-it's also about making people use their computers more efficiently. A lot of our design decisions are really driven by cognitive psychology research that shows that, say, people online read black text against a white background much faster than white against black, or that sans serif fonts are more easily read than serif fonts online.

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

Take a look at the tabs from the new Firefox 3 Beta. Not only are the tabs smaller in size than in previous versions (and thus creating a smaller target), they have foolishly added borders around them (which aren't clickable), making the targets smaller still and far more difficult to hit.

1. Build web products that meet audience needs\n2. The very best websites do one thing really, really well\n3. Do not attempt to do everything yourselves\n4. Fall forward, fast\n5. Treat the entire web as a creative canvas\n6. The web is a conversation\n7. Any website is only as good as its worst page\n8. Make sure all your content can be linked to, forever\n9. Remember your granny won't ever use "Second Life"\n10. Maximise routes to content\n11. Consistent design and navigation needn't mean one-size-fits-all\n12. Accessibility is not an optional extra\n13. Let people paste your content on the walls of their virtual homes\n14. Link to discussions on the web, don't host them\n15. Personalisation should be unobtrusive, elegant and transparent

One of the most important things about improving is making it a way of life, so that it happens over and over. What's keeping you from using analytics to optimize your marketing?

The next big thing doesn't have to be a new big thing. Neither Google nor Facebook were pioneers. Yet, Google searched better than the rest, and Facebook adopted a friends-only approach to profile viewing that helped the site grow more quickly than open-house competitors. Which is good news, because it means you don't have to invent the wheel to make it in the web-billionaire stakes, as long as you know how to overturn the established giants. Usability guru Jakob Nielsen, principal at Nielsen Norman Group, whose clients include Google and the BBC, is in no doubt regarding the secret. "The answer is easy - by being better," he told us. Of course, it's not that easy to be better than big companies that have clearly shown they resonate with customers. "There's always something that the market leaders do poorly, and with careful research, you can find the chink in their armour,"

instead of getting your company on twitter, paying marketers to mention you are on twitter, and paying people to blog about your company, forget all that and just make awesome stuff that gets people excited about your products, hire people that represent the company well, and when your stuff is so awesome that friends share it with other friends, you may not even need "social media marketing" after all.

The harder the choice will be; and the harder the choice is, the more people make their decisions based on what choices are easiest to justify. In most cases, the easiest choice to justify is the one that favors function over form, frugality over luxury, and practicality over pleasure.

The ways people react to robots is teaching computer and robotics scientists valuable lessons about how to make technology more user-friendly -- and more human.

Current usability work is an artifact of an earlier computer ecosystem, out of step with contemporary realities. Usability can no longer keep up with computing: the products are too complex, too pervasive, and too easy to build. These trends demonstrate the "new realities" that are making traditional usability difficult, if not irrelevant.

When we look at a scene in front of us, we need to focus on the important items and be able to ignore distracting elements. Studies have suggested that inhibition of return (in which our attention is less likely to return to objects we've already viewed) helps make visual search more efficient - when searching a scene to find an object, we have a bias toward inspecting new regions of a scene, and we avoid looking for the object in already searched areas

When a digital photograph was attached to a patient's file, radiologists provided longer, more meticulous reports. And they said they felt more connected to the patients, whom they seldom meet face to face.

Try to learn as much as you can about the business that you are advising, what drives it, and the changes that it is capable of making. Be user-centred, in the widest sense: the users who will use the product, the staff who will help them to do so, and the client who is commissioning all of it. Involve users as much as you possibly can. If you're forced to do an expert review, at least try to do a 'persona-led heuristic inspection' to bring some users into it.

Many organisations limit the success of their websites, purely because their branding guidelines do not provide enough colours for designers to utilise

At times of crisis women are more inclined to spend themselves out of misery than at stable times, a new survey suggests. Psychologists say that the recession could force more women to overspend or increase their risk of mental illness.

What is fundamentally different about the recession, except for the ones we had in the 1930s, is that we're putting bookmarks in our brains. When icons that we defined as stable, like Lehman Brothers, fall apart, you are suddenly questioning everything around you. So consumers now, if things start to get better, will not run into the stores and start consuming like there had never been a recession. That will not happen. At the end of the day, consumers will want something practical that will enhance their lives in concrete ways. And that's really a fundamental change from the past, right?

We believe that this circuitry has been co-opted through evolution, enabling the brain to exploit the same circuitry to adjust its sensitivity endogenously," says Reynolds. "It doesn't just adjust sensitivity in response to changes in input strength, it also enables the brain to emphasize task-relevant information and suppress neuronal signals driven by task-irrelevant clutter.