Creating the proper feedback loops

If there's one mechanism at the heart of user-centred design, it's the feedback loop. A tight loop between idea, test, and refinement is how good design becomes excellent. The faster we can cycle through these loops with real customer input, the stronger our outcomes will be.

Image A

In the first diagram (Image A), we see a typical feedback cycle. A designer creates an early version of a solution. This prototype is tested with customers to gather insight. Those learnings, combined with the design work, are brought into a session with stakeholders—usually a demo or review—where decisions are made about what to take forward. Then the process starts again. In my view, the rhythm of testing and learning is the foundation of user-centred design.

Image B

But design doesn't happen in a vacuum. Most teams work in time-boxed periods, typically sprints. That's what Image B represents. We're doing something right if we can complete even one of those feedback cycles inside a sprint. We're getting insight before we commit to building, checking our ideas against reality, and giving stakeholders a clearer rationale for why things should move forward. This is where UCD starts to become operational.

Image C

Still, there's more we can aim for. In his words, Don Norman reminds us: "It's from direct exposure to the users that we see the improvements in the design." And that's what Image C pushes us toward. What if we could do two or even three instead of just one cycle per sprint? Imagine designing, testing, iterating, and validating within the same sprint. Not just with internal reviews or gut feel but with direct input from customers and the business every few days.

This cadence requires focus, discipline, and a lightweight approach to testing. But it's worth striving for because each feedback cycle is a chance to learn. The more cycles you complete, the more likely you will land on a solution that truly works for users and the business.

But as with any good rhythm, there's a balance to strike. The aspiration of running multiple feedback loops inside a sprint is powerful—but if pushed too far, it can also lead to burnout. Designers working in a typical two-week sprint already have a lot on their plate: crafting flows, refining UI, collaborating with product and engineering, and preparing for demos. Adding too many test cycles on top of that can stretch even the most experienced designer thin.

Two to three feedback loops within a sprint is a sweet spot. That cadence allows for meaningful iteration, space to act on insight, and enough time to bring stakeholders along. Four loops in two weeks? It's doable, and the results can be exceptional, but it's often unsustainable. The cost is usually felt in energy, clarity, or design quality.

Conversely, if a designer runs only one test or feedback session in a sprint or none, that's often a signal worth exploring. It's not about applying pressure but understanding what's getting in the way. Is it accessible to users? Confidence? Prioritisation? These are blockers we can manage and remove. The point isn't to chase volume. It's to create an environment where feedback is part of the natural rhythm of the work, not an add-on.

Establishing effective feedback loops is essential for cultivating a user-centred design process that genuinely resonates with users and stakeholders. Aiming for two to three feedback cycles within each sprint team can ensure that design iterations are informed, relevant, and impactful. This rhythm allows for meaningful insights and continuous improvement while safeguarding the well-being of designers. Fostering a culture where feedback is woven into the fabric of the design process enhances creativity and innovation, leading to solutions that effectively meet user needs and drive business success. By prioritising quality over quantity, teams can build a sustainable framework for ongoing collaboration and refinement, paving the way for designs that meet and exceed expectations.