Linear thinking—or vertical thinking—is the traditional mode of ideation that designers problem-solve with by using logic, past data and existing solutions. They typically apply it when using convergent thinking methods to analyze the ideas they generate during divergent thinking sessions and see which might work best.
See what linear thinking means in terms of problem-solving.
“If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”
— Albert Einstein
Linear thinking is vital for making sense of a world which otherwise would be impossible to manage. Its ordered structure means we can be rational, have confidence in predictable outcomes and use the following to tackle problems:
Logic – “For problem A, apply solution B to get result C.”
Past Data – “This looks like something we’ve seen before and addressed in manner X.”
Existing Solutions – “Brand Y have a tool (Z) for doing that; let’s adapt our own version of it.”
However, in user experience design, the challenge is to identify problems before you can understand them fully. Only then can you begin to hunt for possible solutions. The problem with starting with a linear/vertical approach to design problems—especially more complex ones—is you’ll:
Commit to a set starting point – which may well be the wrong one, and you might jump to a problem statement without considering other angles: E.g., “Users of voice-controlled devices need a privacy feature for phone calls, since they fear being spied on by listening devices.”
Limit the number of possible solutions – by constraining yourself to a single starting point and line of reasoning: E.g., “Let’s design an app that can jam/block any listening device’s sensors within a 40-foot radius while a user makes a phone call.”
Finish with sub-optimal solutions – when you misdirect your problem-solving efforts, you’ll likely arrive at solutions that may seem desirable (to users), viable (which brands can support and sustain) and feasible (technologically possible) but which actually miss the point of the true problem and may create other difficulties: E.g., Your app gets banned due to signal interference issues.
In our example, we quickly identified listening devices as being the cause to address. Doing so, though, we shut off other avenues to explore: e.g., signal-detecting technology that could alert users to the type, number and distance of devices that might overhear them. Therefore, while the strength of an analytical, logical way of thinking helps us transition clearly from point to point, the reality is it’s more like a narrow funnel that pours into a tiny box of possibilities. With so limited a scope of aspects to address, you can easily drop down to possible solutions – but they’ll likely be flawed or sub-optimal.
© Yu Siang and Interaction Design Foundation, CC BY-SA 3.0
Linear thinking is still essential for you and your team – timing is key. Unless your problem is remarkably straightforward, it’s best to use linear thinking later in ideation sessions, after you’ve thoroughly explored everything on the horizon of the frontier of true creativity. The design thinking process accounts for this nicely, but here’s an overview of how to include linear thinking:
Get disruptive to maximize your views of a situation and explore all possible angles and options through these closely related ideation modes and the methods they involve:
Divergent thinking – Go for quantity over quality, novel ideas and creating choices.
Lateral thinking – Focus on overlooked aspects, challenge assumptions and find alternatives.
Outside-the-box thinking – Understand what’s limiting you and why, find new strategies to approach the problem and explore the edges of the design space.
Arrive at a place where you can reframe the problem and see the many factors affecting the situation, your users, other actors, etc., in a new light. This happens after you’ve harvested vast quantities of ideas through methods such as brainstorming. You have your novel ideas; it’s time to leverage convergent thinking to:
Sort these.
Group them into themes.
Find common threads.
Decide on winners and losers.
And use methods (e.g., embrace opposites, multiple classifications) to isolate ideas that are novel and useful.
Thinking linearly here doesn’t mean you stop being creative and hand over decision-making to pure logic. Instead, you stay mindful of opportunities as you:
Look past logical norms (e.g., when you notice yourself thinking “This solution won’t work because the world doesn’t work that way.” and reconsider the idea.)
See how an idea stands in relation to the problem. (E.g., “A jamming app will treat one symptom of voice-controlled device spying.”)
Understand the reality/dimensions of that problem. (E.g., “The user’s location, which can change relatively easily, should be the focus.”)
Determine the best criteria to judge the idea with. (E.g., “What would we be demanding of the phone user to do versus what inconveniences would be imposed on others nearby?”)
Ultimately, for fleshing out good ideas to adapt into testable prototypes, linear thinking lets you build and fine-tune. Then, you’ll increase your chances of finding the most desirable, viable and feasible solution for your users, which may be innovative enough to secure your brand its place in a lucrative market gap.
Take our Creativity course, featuring linear thinking.
See how linear thinking fits into the world of design thinking.
Read some in-depth insights into the bias of linear thinking.
Linear thinking follows a straight path—step-by-step, logical, and focused on efficiency. It’s great for refining ideas, solving technical problems, or building predictable systems. However, when you’re trying to explore possibilities or spark innovation, creative thinking works better.
Creative thinking breaks away from the expected and connects unrelated ideas, asks unusual questions, and thrives on ambiguity. Instead of solving problems the “right” way, it explores multiple solutions—sometimes even redefining the problem itself.
In UX (user experience) design, you need both. Use linear thinking to organize workflows, meet deadlines, and build consistent interfaces. Tap into creative thinking during ideation, problem framing, or when facing design roadblocks. Techniques like mind mapping, reverse brainstorming, or SCAMPER help break linear patterns and uncover bold, user-centered ideas.
Watch as Author and Human-Computer Interaction Expert, Professor Alan Dix discusses linear thinking:
Take our course Creativity: Methods to Design Better Products and Services.
Linear thinking in UX follows a straight, step-by-step path: define the problem, research, design, test, and deliver. It’s structured and efficient—great for tasks with clear goals and fixed timelines. However, it can limit exploration, especially when tackling complex or evolving user needs.
Non-linear (or iterative) thinking—on the other hand—loops back and re-evaluates constantly. You test early, gather feedback, tweak designs, and repeat. It values discovery over direction—ideas grow and shift as you learn more. This approach mirrors how real users behave: unpredictably.
In UX design, non-linear thinking is crucial for innovation. It encourages experimenting, failing fast, and adapting quickly. Activities like design sprints, prototyping, and user testing help teams work iteratively without losing momentum.
Watch as Author and Human-Computer Interaction Expert, Professor Alan Dix discusses linear thinking:
Take our course Creativity: Methods to Design Better Products and Services.
It’s better to use a linear approach in UX design when the project scope is clear, timelines are tight, and the problem is well understood. It’s ideal for straightforward tasks like refreshing an existing interface, optimizing performance, or applying a proven pattern. Linear workflows help you move efficiently from research to design to delivery without unnecessary detours.
Linear thinking also works well in regulated industries—like healthcare or finance—where compliance limits experimentation. In these cases, sticking to a structured plan ensures predictability and control.
Just make sure you validate key decisions along the way. Even in a linear process, testing early (and at least once) helps avoid costly mistakes. Save non-linear exploration for when the problem is messy, unknown, or user behaviors aren’t clear.
Watch as Author and Human-Computer Interaction Expert, Professor Alan Dix discusses linear thinking:
Take our course Creativity: Methods to Design Better Products and Services.
Linear thinking can create problems when the UX (user experience) design challenge is complex, undefined, or centered on user behaviors that aren’t yet fully understood. By sticking too rigidly to a step-by-step plan, you risk locking into solutions too early—before uncovering what users truly need.
It can also stifle creativity. When designers follow a straight path without looping back, they miss chances to explore alternatives, or respond to feedback. It’s a problem that often leads to polished interfaces that still miss the mark.
Linear thinking can also discourage collaboration. By the time ideas reach developers or stakeholders, it may be too late for meaningful input. That makes it harder to adapt and might well lead to wasted effort.
UX design thrives on flexibility, feedback, and iteration—too much linearity can push out the very processes that lead to great design. It’s important to explore design problems and possibilities with lateral thinking and out-of-the-box thinking.
Watch as Professor Alan Dix explains important points about thinking out of the box:
Take our course Creativity: Methods to Design Better Products and Services.
Some clients prefer a linear UX process because it feels predictable, efficient, and easy to manage. It aligns with traditional project models where each phase—research, design, development—has a clear start and finish. This structure makes it easier to set budgets, timelines, and milestones.
Clients working in regulated industries or with tight deadlines often value control over exploration. A linear process helps them minimize risk, avoid scope creep, and track progress without surprises. It’s also easier to explain and justify to internal stakeholders who may be unfamiliar with UX.
However, linear doesn’t mean rigid. Good UX designers still build in checkpoints for feedback and quick testing—even within a structured plan. That way, the work can stay user-centered without losing the clarity clients expect.
Watch as Professor Alan Dix explains important points about linear thinking:
Take our course Creativity: Methods to Design Better Products and Services.
Design sprints avoid linear thinking traps by compressing the UX process into a focused, five-day loop that emphasizes rapid learning, iteration, and collaboration. Instead of moving step-by-step over weeks or months, teams jump from understanding the problem to testing a prototype—quickly.
Each day forces a mindset shift: map the challenge, sketch ideas, make decisions, build, and test. This structure encourages action over overthinking and experimentation over perfection. Also, the time pressure stops teams from getting stuck on any one idea or falling back on the “safe” solution.
Design sprints also bring together diverse roles—designers, developers, and product leads—so ideas are challenged early and improved collaboratively. That shared momentum breaks the linear habit of “handoff” thinking and sparks creativity through collective input.
Watch our video about design sprints:
Enjoy our Master Class Harness Your Creativity to Design Better Products with Alan Dix, Professor, Author, and Creativity Expert.
To train yourself to think more flexibly in UX, you can start by questioning your habits. If you always begin with wireframes or rely on the same templates, shake up your routine. Try starting with a story, a user emotion, or even a wild “what if” scenario—these shifts open your mind to unexpected angles.
Use exercises that force non-linear thinking. SCAMPER, reverse brainstorming, and mind mapping push you to explore problems from different angles. Practice “zooming out” to rethink the entire system or “zooming in” to examine tiny details—both can turn up many hidden insights.
Embrace ambiguity, too. Work with half-formed ideas. Sketch fast and messy. Share early to get feedback that challenges your assumptions. Flexible thinking grows when you stop aiming for perfection and start valuing discovery—even discovering in areas that might sound counterintuitive, like bad ideas.
Watch as Author and Human-Computer Interaction Expert, Professor Alan Dix explains important points about the bad ideas approach in creative design:
Enjoy our Master Class Harness Your Creativity to Design Better Products with Alan Dix, Professor, Author, and Creativity Expert.
Giraldo Ospina, J. M., & Guevara Sánchez, D. E. (2022). Design thinking traits and cognitive passive resistance: Mediating effect of linear thinking. Management Research Review, 45(9), 1155–1184.
This study investigates the relationship between design thinking traits and cognitive passive resistance, emphasizing the mediating role of linear thinking. Through structural equation modeling with data from 342 engineering and business professionals in Colombia, the authors find that individuals exhibiting strong design thinking traits tend to have lower cognitive passive resistance, with linear thinking acting as a mediator in this relationship. The research is significant as it bridges design thinking and behavioral strategy, offering insights into how linear thinking influences resistance to innovation. These findings have practical implications for organizations aiming to foster innovative cultures by addressing cognitive resistance through design thinking methodologies.
Hudson, K. (2022). The Bridge: Connecting the Powers of Linear and Circular Thinking. Creative Commons Press.
In The Bridge, Kim Hudson presents a compelling exploration of linear and circular thinking as distinct but complementary cognitive approaches. Drawing on her background as an exploration geologist and consultant, Hudson integrates scientific research with real-world experience to build a practical framework. She illustrates how linear thinking excels in structure and control, while circular thinking nurtures relationships, adaptability, and resilience. This book is especially significant in today’s complex social and environmental climate, offering leaders and organizations a path toward inclusive and holistic problem-solving. Hudson’s insights support transformative dialogue and decision-making, making this a vital resource for those working toward sustainability and reconciliation.
de Bono, E. (1970). Lateral Thinking: Creativity Step by Step. Harper & Row.
Edward de Bono's Lateral Thinking introduces the concept of moving beyond linear, logical thought processes to embrace more creative and indirect approaches to problem-solving. De Bono provides techniques for generating innovative ideas by challenging established patterns and encouraging the exploration of alternative solutions. This seminal work has been instrumental in shifting perspectives on creativity, emphasizing the importance of thinking outside conventional boundaries to achieve breakthroughs in various fields.
To avoid getting stuck in a fixed, linear mindset, try to build habits that challenge routine thinking. Start by switching up your design process—try ideating before research, or sketching early concepts with no constraints. These shifts break the pattern of “first A, then B” and encourage fresh perspectives.
Use creative tools like mind maps, SCAMPER, or reverse brainstorming to explore problems from different angles. Embrace messiness—allow rough ideas, dead ends, and feedback to shape your direction. When you treat design as a loop, not a line, new paths start to open up.
Surrounding yourself with other thinkers is also a good idea. Cross-functional or cross-discipline collaboration and diverse input challenge assumptions and reveal blind spots. Ask “What else could this be?” instead of “What’s the next step?”—it can help you break out and reach a far more innovative place.
Watch as Professor Alan Dix explains some helpful methods for thinking divergently—to get as many fresh ideas as possible and from many angles of a problem:
Take our course Creativity: Methods to Design Better Products and Services.
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Here's the entire UX literature on Linear Thinking by the Interaction Design Foundation, collated in one place:
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