The sunk cost fallacy makes teams confuse what they already spent with what users need now. The work feels too expensive to stop, so something broken gets shipped just to make the effort feel justified.

pretty much

your brain hates blank space, so it fills it with the nearest sample: you

In 2010, Microsoft launched the Kin, a pair of phones aimed at younger users.

think of it like designing a hotel room while standing in your own bedroom. everything feels obvious because you know where your socks are

annoyingly, no

asking helps, but the chapter is warning you about the gap between what feels true and what survives contact

You knew it should stop, and you kept going anyway. It was not only because the roadmap said so. You kept going because the team had already poured in so much time…

yep. why teams keep protecting work they should cut is the trap door

then it shows up as microsoft shipped kin anyway

In 2012, Wired published internal usability videos showing testers getting stuck on basic tasks and calling the phones frustrating and confusing.

make the hidden assumption visible before the review starts

then test the behavior, not just whether the room nods

and if a choice only works for informed, patient, caffeinated people, treat that as a bug

that’s the series tbh

design psychology is mostly noticing the human nonsense before it ships

deal. hydrate first