Design: More Than Just a Pretty Face

In the realm of communication, there exists a persistent misunderstanding: the belief that content is king, and design is just its decorative crown. A common challenge communication designers face is convincing others—often within their own organisations—that design isn’t merely about making things "look nice." It’s about crafting an experience, solving problems, and, ultimately, influencing behaviour.

Let’s break this down.

Decoration vs. Design: The Eternal Tug-of-War

When most people think about design, they imagine a splash of colour, a snazzy font, or a neatly aligned layout. That’s decoration. While decoration adds aesthetic appeal, design is about functionality.

Steve Jobs famously said, “Design is not just what it looks like and feels like. Design is how it works.”

Take a corporate report, for example. Decorating it involves slapping on some gradients and stock images. Designing it means asking:

1. How can we make this data digestible?

2. How can we guide the reader's eye to the key takeaways?

3. How can we create a structure that communicates credibility and clarity?

Good design isn’t an afterthought; it’s an integral part of communication.

Why Design Matters: The Psychology Behind It

Design isn’t just about prettifying things. It’s about understanding the psyche of the user. In fact, design is a deeply psychological process.

1. Colour Psychology: Certain colours evoke specific emotions. Blue conveys trust and reliability (think Facebook, LinkedIn), while red stimulates urgency and excitement (Coca-Cola, Netflix).

2. Typography: Fonts can exude authority (serifs like Times New Roman) or friendliness (sans-serifs like Helvetica). Choosing the wrong font can derail the message.

3. Layout: A well-designed page reduces cognitive load, helping users focus on the message rather than struggling to decode cluttered visuals.

Research backs this up. A 2019 study by Adobe found that 38% of users will stop engaging with content if the layout or design is unattractive. Poor design, in essence, equals lost opportunities.

The Myth of Subjectivity in Design

A common refrain is that “design is subjective.” While it’s true that taste varies, user-centric design goes beyond personal preferences. It’s rooted in data, psychology, and empathy.

Take, for example, a button on a website. Its colour, shape, and placement are not matters of opinion but of measurable effectiveness. According to a case study by HubSpot, a simple change in a call-to-action button’s colour increased click-through rates by 21%.

When design aims to solve a problem—be it increasing conversions, improving readability, or boosting brand trust—it transcends subjectivity. It becomes objective, measurable, and purposeful.

Why Organisations Need to Take Design Seriously

The real challenge is fostering an organisational culture that values design as a strategic tool, not a cosmetic add-on.

1. Educate, Educate, Educate

Make sure every stakeholder understands the role of design. Host workshops, share case studies, or even conduct live usability tests. Show them how thoughtful design drives tangible results.

2. Involve Designers Early

Designers are not magicians who swoop in at the eleventh hour to “make it pretty.” They need to be involved from the planning stage to align design with goals.

3. Celebrate Success Stories

Highlight how good design has improved metrics like user engagement, conversion rates, or customer satisfaction. Numbers speak louder than words.

The Bottom Line

Design isn’t just an accessory; it’s a strategy. It’s about solving problems, influencing behaviour, and creating meaningful connections. As a communication designer, your role is to bridge the gap between aesthetics and functionality, helping organisations see the value in thoughtful, user-centric design.

So, the next time someone tells you, “Just add some colours here and there,” smile, take a deep breath, and gently remind them: Design is not decoration. It’s communication.

“Good design is good business.” — Thomas Watson Jr., former IBM CEO