Modern research software engineering (RSE) is complex. There are evolving systems, and users with diverse needs. At From Overload to Clarity: Tools for Sustainable RSE Practice, organised in January 2026 by the Advanced Research Computing team at the University of Leeds, speakers explored practical ways to navigate complexity. The day brought together themes from user-centric design and systems thinking, all pointing toward a more sustainable and thoughtful approach to building software and services-centric design.

Designing with Users at the Centre

The sessions on user-centric design began by discussing a simple principle: good service design helps users achieve their goals. It makes services easy to find; communicates its purpose and expectations on how to use it to its users; functions in consistent ways to help its users; makes services usable and accessible for everyone; all while reflecting how people behave, not how we assume they behave, and allows for responding quickly to changes in user needs and behaviour.

Some examples of user-centric design that were highlighted were the DVLA MOT checker website and the Monzo banking app, which were highlighted as being designed to be minimalist and demystifying for users.

Speakers highlighted the importance of personas and mindsets: tools that help developers understand user motivations, roles, barriers, and behaviours in detail and from multiple perspectives. Mapping user journeys and identifying pain points were presented as essential steps, alongside collecting meaningful feedback through methods like concept tests to inform design decisions.

One strong message was that users often already understand design patterns through lived experience, meaning that familiarity and simplicity go a long way in crafting effective software. Low-tech tools, like simple questionnaires and accessibility checks, were emphasised as possible ways to validate design decisions without heavy process overheads.

How Systems Thinking Can Change the Way We Work

Systems thinking was introduced as a shift from focusing on isolated components to understanding the wider ecosystem that shapes outcomes. It asks: What is the bigger picture?

The discussion explored first how narrow approaches like compartmentalisation and local optimisation (which could be seen as the opposite of systems thinking) undermine collective performance, illustrated through metaphors like isolated aeroplane components and narrow software pipeline improvements that ignore systemic constraints.

Systems evolve, and poor system design will defeat even highly competent individuals. This resonated strongly with attendees, especially when tied to classic examples like the red bead experiment (Edwards Deming) and national level health outcome variations rooted in procedural inconsistencies rather than staff capability (GIRFT).

Participants also explored organisational design and the historical progression from traditional systems thinking through Lean and into Agile. There was an emphasis on the importance of feedback and understanding user needs holistically rather than through metrics alone e.g. the Perversity Principle (Myron Tribus).

Agile Beyond the Buzzwords

Later in the day there were agile focused discussions that acknowledged the reality of modern practice: there are many names for the same basic ideas. Instead of obsessing over specific frameworks, the emphasis was more on understanding how to adapt principles to context. Attendees were encouraged to consider key principles such as:

• Reflect on delivery data and blockages (e.g., from Kanban) and how to improve in retrospectives
• Build shared understanding across all contributors
• Work in ways that prioritise actual user needs rather than inherited processes or buzzword driven approaches

A coin game simulation took place, where participants worked in a mock production line, turning a set of coins over in decreasing batch sizes. The perhaps surprising result of this simulation is usually that individual performance slows down, but overall delivery time speeds up as bottlenecks become clearer and work flows more smoothly. ‑game simulation

Bringing It All Together

There were several themes repeated across the sessions:

• Never assume you fully understand users - validate, observe, and listen
• React to the broader system you’re part of, not just your local environment or task list
• Optimise your development processes thoughtfully rather than rushing to tools or frameworks
• Apply these insights in your own organisational context, because context determines what will work

The overarching message of the day was: Sustainable RSE practice comes from clarity, not just in code, but in understanding people, systems, and the work that connects them.

The team at Leeds who organised the day have also documented their experience and thoughts, which can be read here: From Overload to Clarity. Many thanks to Sorrel Harriet and the other organisers for a useful workshop, which introduced helpful ideas and tools we could use to improve our services for researchers and the public. Itwas a valuable opportunity to step back from normal working, and challenged us to listen more to users and optimise our design, development and services more thoughtfully.