Reducing the number of clicks is a misguided metric. A process with eight trivially easy clicks is better than one with two fraught, confusing decisions. Each decision burns cognitive energy and risks making the user feel stupid. The ultimate design goal should be to prevent users from having to think.

The obsession with removing friction is often wrong. When users have low intent or understanding, the goal isn't to speed them up but to build their comprehension of your product's value. If software asks you to make a decision you don't understand, it makes you feel stupid, which is the ultimate failure.

Common frustrations, like chronically forgetting which stove knob controls which burner, are not personal failings. They are examples of poor design that lacks intuitive mapping. Users often internalize these issues as their own fault when the system itself is poorly designed.

The "Owner's Delusion" is the inability to see your own product from the perspective of a new user who lacks context. You forget they are busy, distracted, and have minimal intent. This leads to confusing UIs. The antidote is to consciously step back, "pretend you're a regular human being," and see if it still makes sense.

Early versions of Figma failed to gain traction because designers, its target users, fundamentally didn't trust the tool's own subpar visual design. This meta-problem highlights that for a tool to be credible to its expert users, its own execution must embody the principles it espouses. A redesign was the key to unlocking user trust and adoption.

The ultimate goal of interface design, exemplified by the joystick, is for the tool to 'disappear.' The user shouldn't think about the controller, but only their intention. This concept, known as 'affordance,' creates a seamless connection between thought and action, making the machine feel like an extension of the self.

All tools are fundamentally decision-making aids. A great tool, like a color picker, isn't just about precision; it's about providing a quick feedback loop to compare options and a safety net (like undo) to explore changes without fear. This allows users to dial in their choices effectively and without destructive consequences.

When products offer too many configurations, it often signals that leaders lack the conviction to make a decision. This fear of being wrong creates a confusing user experience. It's better to ship a simple, opinionated product, learn from being wrong, and then adjust, rather than shipping a convoluted experience.

The Browser Company found that Arc, while loved by tech enthusiasts for its many new features, created a "novelty tax." This cognitive overhead for learning a new interface made mass-market users hesitant to switch, a key lesson that informed the simplicity of their next product, Dia.