Decision making

Article — 27 September 2026 — 1,503 words

The LLM in the room — Going beyond using AI to do someone else’s job badly

Economics — Human-centred approaches — Society — Technology

People mostly use artificial intelligence to do the jobs they didn’t value anyway. But this amounts to cutting our colleagues out. Value must be created through human-to-human exchanges. So we should rapidly focus on uses of AI that go beyond trying to do someone else’s job badly.

Article — 19 January 2026 — 1,727 words

Perceiving relationships gives glue people the edge

Business — Information architecture — Social science — Web

Seeing what’s in between as well as what is — in information architecture and in the way organisations work.

Article — 29 April 2021 — 2,359 words

Lessons on readability and bias, and demonstrating the impact of human-centred approaches — Reflections from the UCD Gathering conference

Business — Digital — Human-centred approaches

Work: Learn Foundations, The University of Edinburgh

Adapted from posts originally published on the University of Edinburgh Website and Communications blog. Back in October, I had the opportunity to attend the UCD Gathering conference, a new virtual event for practitioners of user-centred design in all its forms. Showcasing our research into staff and students’ needs around accessing course materials digitally At UCD […]

Linknote — 7 December 2017 — 124 words

Business

[Making good decisions as a product manager](https://blackboxofpm.com/making-good-decisions-as-a-product-manager-c66ddacc9e2b)

While this article was originally aimed at product managers, the author concedes that it is relevant to any role.

Essentially, it argues that the key to good decision-making is not just understanding what the correct decision would be, but also how quickly you should make each decision. In other words, you need to know which decisions to agonise over, and which to make quickly.

> You can be right 99% of the time, but if you’re wrong the 1% of times when it *really matters*, you’re not an effective decision maker. The takeaway is that when the stakes are high, you should work a lot harder at making the right decision.