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1Clear out junk files and repair common Windows errors2Scan for outdated or missing drivers - takes under a minute3Repair Windows errors before they cause bigger problemsTo find out what customers actually want, start with what they are trying to do and how they handle it today—not with a feature idea or a question about whether they like your concept. Observe real behavior, ask about specific experiences, and test proposed solutions against realistic tasks. Interviews reveal context; usability tests show where an experience works or fails; surveys and experiments can measure patterns when they are designed for that purpose.
Start with the decision you need to make
Research is most useful when it answers a decision the team is facing: which problem to solve, which group to serve, where a journey is breaking down, or whether a product concept or prototype helps someone complete a task. Starting with a proposed feature can narrow the inquiry too soon and encourage people to respond to the idea rather than describe their needs.
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List the assumptions behind the decision, then turn them into questions that evidence could answer. A practical planning prompt is: “What do we need to know to make this decision, and what observation or account would change our mind?” Prioritize the uncertainties that could change what you build, and avoid collecting findings that have no route into a decision.
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No single method reveals everything customers want. Choose based on the question, the stage of development, who you need to reach, and the kind of evidence the decision requires.
| Method | Best suited question | Evidence produced | Main limitation |
|---|---|---|---|
| In-depth interview | What are users’ circumstances, goals, and problems? | Detailed accounts and examples | What people report is not automatically observed behavior or population prevalence. |
| Contextual observation | What do people do in their real environment, and what constrains them? | Behavior, sequence, context, and workarounds | It requires access to relevant settings and careful interpretation. |
| Qualitative usability test | Can a relevant user complete a representative task, and where do they struggle? | Observed task behavior and explanations | A small qualitative round can diagnose issues, but does not estimate prevalence or market demand. |
| Survey | How common are reported attitudes or behaviors in a defined group? | Quantified responses | Wording, sampling, and response bias affect validity. |
| A/B test or benchmark | Which measured alternative performs better against a defined outcome? | Comparative behavioral metrics | It needs suitable traffic, a meaningful metric, and sound design; it does not explain why a pattern occurs by itself. |
GOV.UK guidance says surveys, A/B tests, and benchmarking generally need hundreds of participants for clear findings; the right design and sample depend on the question and population. This is not a universal sample-size prescription. For method overviews, see the GOV.UK guide to planning user research and its user-research guidance index.
Use interviews to understand context
Interviews help explain what people are trying to do, what has happened along the way, and what problems or workarounds they encounter. Ask about a recent, specific example rather than an abstract ideal or a hypothetical future. The GOV.UK interview guide puts it plainly: “focus on stories and real examples – avoid generalities and talking about how things ‘should’ happen.”
Observe the work and environment
Contextual research is valuable when the setting, sequence of actions, tools, or constraints matter. Seeing someone carry out a task can reveal workarounds or barriers they may not think to mention in an interview. Observation requires access to relevant settings, and the researcher must distinguish what was directly observed from what they infer.
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Test whether people can use the experience
Usability testing answers questions about completing tasks, understanding content, and navigating an experience. It can use an early paper sketch or a more complete prototype, depending on the question. It does not, on its own, establish market size, purchase intent, or what all customers want.
Recruit participants with relevant experience
Recruit current or likely users whose circumstances relate to the question. For usability studies, UK government guidance suggests looking for people who may have been in a situation that would have led them to use the product within the last six months, so they can draw on experience instead of guessing about a hypothetical future.
Include variety within the group you need to understand. If the service has a broad audience, include disabled people and people who may need help using it. Make recruitment, locations, and sessions accessible, and arrange interpreters or other support where needed.
Published sample recommendations vary by method and source:
- The GOV.UK Service Manual’s planning guide recommends a usual range of 4–8 participants per round for experience mapping, contextual research, in-depth interviews, or usability testing. The page was updated 6 October 2026.
- The Office for Health Improvement and Disparities’ 2020 guidance gives 5–6 participants for qualitative usability testing and says quantitative usability testing needs more participants.
- The GOV.UK Service Manual’s planning guide says surveys, A/B tests, and benchmarking generally need hundreds of participants for clear findings; it does not prescribe one figure for every study.
These are recommendations for particular methods, not guarantees of representativeness, saturation, statistical power, or business success. The 4–8 range and 5–6 figure come from different guidance and should not be treated as one universal rule. See the GOV.UK planning guidance and the OHID guidance on qualitative usability testing.
Ask neutral questions and invite specific stories
Prepare a discussion guide around the questions you need to answer. Explain the session, obtain informed consent, start with general prompts, and let the participant set a comfortable pace. Open questions such as “How do you…?”, “What are the different ways you…?” and “What do you think about…?” leave room for answers you may not expect. Follow up with “Can you tell me more about…?” or ask who was involved, when something happened, and why.
Ask what the person did during a recent event and what happened next. Listen, clarify, and avoid abrupt topic changes. Do not lead people toward your preferred solution or turn an interview into a pitch. A positive reaction to an idea is evidence of a stated opinion, not proof that the person needs it, will use it, or will pay for it.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Run usability sessions around realistic tasks
Define a task and observable success criteria that fit the research question and development stage. An early concept may be testable with a paper sketch; a later-stage question may need a more complete prototype or a live product. Ask participants to attempt the task, avoid excessive instructions, and record both what they do and what they say. A facilitator and note-taker can help; recordings may be useful when consent and privacy arrangements permit.
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Remote sessions can be useful, but may make it harder to guide participants or understand exactly how they are using a prototype. Choose remote or in-person sessions according to what you need to observe, the task, the development stage, and participants’ access needs. The OHID’s qualitative usability-testing guidance covers task-based testing and practical considerations.
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Follow the whole journey, then act on what you learn
Do not limit the study to a screen or interaction your team already owns. People may move between digital services, phone, post, face-to-face contact, or workplace processes, and a barrier can occur between channels. Include people who need support and make accessibility part of recruitment and session planning. The GOV.UK introduction to user research explains why research should inform service design across the user journey.
Review observations with the team and connect them to prioritization and design decisions. Keep a clear record of what was observed, what was inferred, how confident you are, and what remains unknown. GOV.UK recommends ongoing small batches during development and live service, with at least one round every two weeks in its planning guidance. That is a service-team recommendation, not a mandatory cadence for every organization.
Use the next focused round to investigate an important uncertainty that remains. As the product and its users change, revisit assumptions rather than treating one study as permanent truth.
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Quick Recap
Mistakes that produce misleading answers
- Asking “Would you use this feature?” before understanding the problem and the current workaround.
- Recruiting convenient participants who are unlike the people the product is meant to serve.
- Asking leading or hypothetical questions, then treating polite enthusiasm as validated demand.
- Testing a prototype that cannot answer the question, or coaching participants through the task.
- Using a small qualitative study to estimate how common a problem is or to claim market demand.
- Excluding disabled people or people who need support, and missing barriers that affect them.
- Running a large study before defining the decision, or collecting findings without a path into product planning.
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