Articulating Design Decisions - by Tom Greever

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The book "Articulating Design Decisions" by Tom Greever is a guidebook aimed at helping designers effectively communicate and present their design decisions to stakeholders, clients, and other team members. It focuses on the crucial aspect of design that goes beyond creating visually appealing solutions and delves into the process of explaining, justifying, and defending those design choices. This book was written in 2015.

Tom Greever is a designer, author, and speaker known for his expertise in user experience (UX) design and design communication. He is recognized for his emphasis on effective communication in design and has authored the book "Articulating Design Decisions." Greever has worked with various companies, conducted workshops, and served as a keynote speaker, sharing his insights on design communication.


Summary and Key Learnings

The book emphasizes the importance of clear and concise communication in design, providing practical advice, strategies, and techniques to help designers articulate their decisions in a way that aligns with business goals, user needs, and project objectives. Greever offers insights and examples from his own experience as a designer, highlighting the common challenges faced when presenting design work and offering solutions to overcome them.

Some of the key topics covered in the book include:
  • Understanding the role of communication in the design process.
  • Developing a shared language with stakeholders to bridge the gap between designers and non-designers.
  • Creating effective presentations and documentation to convey design decisions.
  • Handling feedback and critiques from stakeholders.
  • Navigating through difficult conversations and managing conflicts.
  • Building trust and credibility as a designer.
Talking to people about your designs might seem like a basic skill, but it can be difficult to do efficiently and well. And, in many cases, how you communicate about your work with stakeholders, clients, and other non-designers is more critical than the designs themselves—simply because the most articulate person usually wins.

This practical guide focuses on principles, tactics, and actionable methods for presenting your designs. Whether you design UX, websites, or products, you’ll learn how to win over anyone who has influence over the project—with the goal of creating the best experience for the end user.
  • Walk through the process of preparing for and presenting your designs
  • Understand stakeholder perspectives, and learn how to empathize with them
  • Cultivate both implicit and explicit listening skills
  • Learn tactics and formulas for expressing the most effective response to feedback
  • Discover why the way you follow through is just as crucial as the meeting itself
  • Educate your stakeholders by sharing the chapter from this book on how to work with designers
Overall, "Articulating Design Decisions" serves as a valuable resource for designers who want to enhance their communication skills and effectively advocate for their design choices, ultimately fostering better collaboration and achieving successful outcomes in their projects.


Chapter 1 - A Maturing Industry
  • Talking My Way Into Design
  • UX Is Still Young
  • Design Is Subjective...Sort of
  • Businesses Don’t Critique
  • Ego and Intuition
  • A Shift Toward Products
  • Digital Experiences Are Real Life

Chapter 2 - Great Designers Are Great Communicators
  • Too Many Cooks
  • Everyone Is a Designer!
  • The Interface Is Your Interface
  • There Is No U or X in Team
  • Communication Matters
  • Being Articulate Means Success
  • Becoming a Great Designer

Chapter 3 - Understanding Relationships
  • See Their Perspective
  • Identifying Influencers
  • Stakeholder Values
  • Stakeholder Stories
  • Build Good Relationships

Chapter 4 - Reducing Cognitive Load
  • Remove Distractions
  • Anticipate Reactions
  • Create a Support Network
  • The Dress Rehearsal

Chapter 5 - Listening Is Understanding
  • Implicit Activities
  • Explicit Activities

Chapter 6 - The Right Frame of Mind
  • Give Up Control
  • Check Your Ego at the Door
  • Lead with a YES
  • Be Charming
  • Change Your Vocabulary
  • Make a Transition
  • Further Reading

Chapter 7 - The Response: Strategy and Tactics
  • A UX Strategy for Responding
  • Tactics Are Actions

Chapter 8 - The Response: Common Messages
  • Business
  • Design
  • Research
  • Limitations

Chapter 9 - The Ideal Response: Getting Agreement
  • Getting Agreement
  • Putting It All Together

Chapter 10 Meeting Adjourned: The After-Party
  • The Meeting After the Meeting
  • Follow Up Fast
  • Apply Filters
  • Seek Out Individuals
  • Do Something, Even If It’s Wrong

Chapter 11 - Recovering from Disaster
  • How Is This Possible?
  • Making Changes You Disagree With
  • Making Lemonade
  • The Bank Account of Trust
  • When You’re Wrong
  • Painting a Duck
  • Managing Expectations
  • Over, but Never Done

Chapter 12 - For Non-designers
  • The King and the Blind Man
  • Ten Tips for Working with Designers
  • Design Project Checklist
  • A Seat at the Table

Chapter 13 - Designing for Vision
  • Recognizing Our Power
  • Practicing Creativity
  • Making It Happen
  • Making Stuff Up
  • Taking Your Ideas to the Right People
  • More Than Pixels

Chapter 1 - A Maturing Industry

Talking My Way Into Design
In this chapter Greever discusses the evolution of designers' roles and the importance of effective communication with non-designers. Greever shares their personal journey, starting from a background in marketing and transitioning into user experience (UX) design. They emphasize the shift in organizations from perceiving design as a mere utility to recognizing it as a vital component of product development. The author recounts their experiences of interviewing for design jobs and the thrill they felt when discussing their design decisions. They recall a pivotal moment during an interview when a vice president of marketing challenged their understanding of design by emphasizing the importance of asking about the project's communication goals. This encounter made Greever realize the need to consider the needs of stakeholders and communicate the value of their designs effectively. He concludes with the realization that successful design involves addressing clients' concerns and conveying design rationale in a way that resonates with them.

UX Is Still Young
We haven’t always been called “user experience designers”. It’s a new term that has evolved in meaning over the past decade and continues to evolve even now. The book doesn't address the differences between the following titles but mentions them: "UX, UXD, UI, IA, IxD". These designations are a luxury that, although valuable, have potential to confuse people with unnecessary complexity. The point is this: user experience design is a relatively new thing and we’re all continually adjusting to the changing attitudes and approaches to creating great stuff. It’s all design. When it comes to titles, no one really knows what they’re talking about. Right or wrong, we’re all just making stuff up and calling it “UX” along the way. Of course, this wouldn’t be a big deal if we designers were the only ones involved, but we’re not. Our stakeholders are equally confused by the terminology, and it’s not their fault.

It's a new word
The term “user experience design” emerged in the 90s as a branch of human-computer interaction (HCI), information architecture (IA) and other software-design disciplines revolving around the practice of usability. The term itself is frequently credited to Don Norman.1 Although the ideas and influences for UX have been around since the 1950s in Henry Dreyfuss’ “Designing for People,”2 it was not until Apple released the first iPod and then the first iPhone in 20073 that the term came into widespread use as the role of a designer who is creating the entire end-to-end experience using a user-centered design philosophy.

Since then, jobs for UX have been growing at astounding rates. From 2008 to 2013, the number of job titles including “UX” on Linked In jumped from only 159 to 3,509, growing by a factor of 22 in just 5 years.4 Computer World says that recruiters specializing in digital products are seeing a similar trend, reporting massive increases in the demand for UX Designers.5 UX Designer is one of the top jobs projected for growth through 2020.6 Through a series of market changes driven by rapidly evolving technology, user experience design seems to have come out of nowhere leaving both designers and stakeholders scratching their heads about the best ways of working together.

Schools are responding to the changing demand for designers by offering courses in information architecture, interface design, and usability testing techniques, and rightly so. But, the majority of people working in UX today didn’t come from a school that specialized in the field nor did we take a class to teach us a user-centered approach. We migrated into UX from other areas within the company: marketing, IT, design, research. Even human behaviorists and psychologists are finding their relevance in the explosive field called UX.

It's a new role
UX designers come from diverse backgrounds, whether it's art, development, business, or psychology. Initially, designing websites was limited to marketing materials, but with the rise of "Web 2.0" and the iPhone, the demand for better user experiences grew. Apple's influence popularized the expectation of well-designed interfaces, leading to an explosion in the demand for UX designers. Design-centric social media platforms provided a space for designers to share their ideas, transforming web designers into creators focused on user experience.

It's a new team
The relationship between UX professionals and developers reveals the awkwardness of UX's adolescence. Websites, once a simple creation in the IT department, have become crucial interfaces connecting to the backend and exposed to the public. Developers, experienced in solving technical problems, are now recognizing the importance of good design and user experience.

Previously, developers focused on educating users rather than effective design. However, they now understand the value of a great user experience. Nevertheless, there are challenges in redesigning custom-built applications with poor interfaces while working alongside developers entrenched in legacy systems.

Creating a better product is desired by all, but the process is not without difficulties.

It's a new challenge
The design industry is evolving, with professionals coming from diverse backgrounds. The traditional graphic or web designer role has been largely replaced by UX design. Companies now recognize the importance of great design in a competitive marketplace. Designers are no longer seen as just improving aesthetics but are essential for solving complex problems and driving product success. However, there can be a disconnect between designers and other stakeholders due to differing perspectives and goals.

This book addresses the intersection of the growing UX design industry and the digital product business. It focuses on the challenges designers face when collaborating with developers, managers, and executives who may not fully understand the design process. The role of UX designers has changed significantly, requiring effective communication to bridge the gap between design expertise and others' perspectives.

Design is Subjective...Sort of
Design is inherently subjective, with personal preferences and contextual considerations. It's challenging to discuss design, especially with non-designers who lack a common understanding of its nature.

The field of UX has made progress in grounding decisions with logical explanations and research. However, research can still be biased or inconclusive, further complicating discussions about design and UX.

Businesses Don't Critique
Art school teaches valuable skills in critiquing and receiving critique, fostering intellectual discussions among peers. However, this type of critique doesn't always align with addressing the business needs in design solutions. In the art world, disagreement can be resolved with a simple "agree to disagree," but when it comes to user experience in a business context, the stakes are higher.

When designers critique each other's work, they share a common background and vocabulary, facilitating communication. However, communicating design decisions to stakeholders who lack a design background is challenging. Designers can discuss UI controls, button styles, and user flows, but struggle to explain their understanding to non-designers.

While internal critique is valuable for team collaboration, it doesn't ultimately drive the final decision-making process. It's more like a conversation within a designer group, and it's not the most effective way to communicate with non-designers.

Ego and Intuition
Our arrogance often hinders productive collaboration with non-designers. We tend to disregard their valuable insights and trust our own expertise. However, our reliance on intuition in design decision-making poses a challenge. While our intuition is adept at solving design problems, we struggle to articulate the reasoning behind our choices. This automatic response hampers our ability to explain our decisions.

Unlike developers, executives, and marketers who have specific justifications for their choices, we often lack a clear rationale. To overcome this subjectivity, we need to be prepared to intelligently defend our decisions and foster a more objective approach.

A Shift Toward Products
Attitudes have changed as design is now seen as more than just aesthetics. Initially, the web leveled the playing field for organizations, leading to a majority of poorly designed websites. However, as the web evolved into a medium for selling products, companies began to value design with utility. In the past decade, there has been a significant shift in attitudes towards web and interface design, with a focus on creating engaging experiences. Businesses have also changed their approach, embracing design as a core part of their culture. This shift has led to executives wanting to influence the design process, while designers recognize the importance of problem-solving and research. However, this convergence has resulted in frustrating meetings where non-designers try to dictate how designers should work.

Digital Experiences Are Real Life
The transition to valuing UX in organizations has led to a mutual understanding that great user experiences create successful products. This shift has been driven by the influence of popular brands like Apple, IKEA, and Tesla, as well as the impact of social media and political events. The personalization of devices and the growth of startups focused on enhancing user experiences have further elevated the importance of UX. As a result, more people within organizations have opinions and involvement in design decisions. The widespread recognition of UX's long-term impact has made it a central focus for various departments, from marketing to customer service.


Chapter 2 - Great Designers Are Great Communicators

Navigating the current reality where designers play a prominent role in the digital product industry can pose significant challenges. As creative thinkers, we find ourselves in the midst of a collaborative process with business professionals, expected to possess design expertise and provide guidance to others. This unfamiliar territory can leave us feeling out of place, like a fish gasping for air. To successfully adapt and excel in our newfound responsibilities, it becomes crucial to recognize the immense significance of effective communication in design.

Too Many Cooks
Designing UX faces challenges as non-designers with authority participate in decision-making, despite lacking expertise. This inclusion of stakeholders can be perplexing, as they admit their limited knowledge but still insist on making potentially detrimental changes. Balancing their involvement while staying on track is a crucial challenge to address.

Everyone Is a Designer!
Recognizing good design is universal, even among those without design skills. Similarly, in other arts like music, we can appreciate melodies without knowing how to create them. While preferences may vary, we all have the ability to select music that resonates with us, regardless of our musical abilities.

In today's organizations, design uniquely invites non-experts to voice opinions. Unlike accounting, which follows standardized practices, or development, where code details are mostly unseen, design elicits feedback even from those unaffected unless it directly impacts them. For example, slow network or website performance sparks widespread opinions on the need for speed improvement. End users mainly interact with the interface, perceiving speed as the primary concern in development.

The Interface Is Your Interface
When it comes to design, people only care about the part that directly affects them—the interface. However, when your sole focus is creating user interfaces, everyone becomes invested in your work. Opinions and ideas naturally emerge, making design a highly visible and influential aspect within the organization. Your designs now serve as the company's overall interface, leading business leaders to have strong opinions about their representation. While they may not dictate how to create interfaces or understand the design process, the majority of your work is exposed to all stakeholders.

It's an interesting paradox. Being highly valued and recognized for our expertise is rewarding, as design takes the spotlight it deserves. We have the opportunity to solve real business problems and leave a lasting impact. However, with this newfound attention comes the responsibility of demonstrating the value of our work. It requires effort, practice, and most importantly, effective communication.

There Is No U or X in Team
Collaboration is ideal in design, where diverse opinions contribute to the best solutions. However, disagreements can complicate the process, leading to defensiveness and a failure to address the real issues. Meetings can devolve into design-by-committee, with an onslaught of feedback and ideas that undermine the project's goals. This collective decision-making can result in the infamous "CEO button," where executive requests disrupt the project's balance. Another challenge is the "home page syndrome," where the homepage becomes cluttered with an assortment of elements, compromising usability. These issues must be managed effectively to ensure successful collaboration and avoid detrimental design outcomes.

Communication Matters
Effective communication with stakeholders can help avoid disruption and compromise in organizational design. Many issues arise from misunderstandings or miscommunication, emphasizing the importance of how we discuss our designs. Our words hold significant power, shaping relationships and influencing future understandings. Just as we must be cautious with our words as parents, the impact of our communication extends to all individuals. Eyewitness testimony and memory can be influenced by the way information is presented. Good communication skills provide more opportunities, distinguishing designers in job applications and client relationships. Clear communication is highly valued, particularly when working with developers and managers. Hiring overseas contractors often presents challenges due to communication barriers, emphasizing the significance of effective communication skills. Ultimately, being a good communicator can set designers apart, even surpassing those with greater artistic talent.

Being Articulate Means Success
Effective communication goes beyond mere words; it involves using them in a compelling and convincing manner to enact change or gain agreement. Articulation, the ability to communicate a specific message and elicit a desired response, can lead to success in various aspects of life, including design. In discussions involving nondesigners, the most articulate person often prevails, even if their ideas are not necessarily the best. Designers who struggle to explain their choices may find themselves making undesired changes due to their inability to defend their perspective. While stakeholder relationships should be collaborative, the lack of articulation can compromise the quality of outcomes.

Alternately, being articulate about our designs:
  • Imparts intelligence - You’re smart, you know what you’re talking about, you have expertise in this area, and you can be trusted with the solution.
  • Demonstrates intentionality - You’ve thought about it, pursued it, and are logical in your approach. This isn’t just a random idea; there is purpose and focus.
  • Expresses confidence - You know what you want and how to get it done. Having a solid argument shows that you’re not wishy-washy and you mean what you say.
  • Shows respect - You value everyone’s opinions and time enough that you’re well prepared. You’re not wasting time or disregarding others.
The way to be articulate about design is to offer a message that communicates why we did what we did in order to help stakeholders understand our rationale. We build trust with stakeholders by showing our expertise through logic and reason, not feelings and intuition. So, we need to harness the power of communication, be articulate, and use these skills to help people see that our decisions provide the best possible solution. Being articulate will help us be successful.

Becoming a Great Designer
To effectively articulate design decisions, we must understand the core principles of a successful design project and focus on the product rather than getting caught up in process details. Regardless of the project management methodology used (whether it be Waterfall, Agile or Lean), we should avoid burdening stakeholders with unfamiliar jargon. The key to a good design lies in solving problems for the business and creating a user-friendly experience. However, we must also consider the influence of other team members and gain their support for our designs. A great designer not only solves problems but also communicates the design's effectiveness in a compelling manner that fosters agreement.

So, I would say there are three things that every design needs to be successful:
  • It solves a problem
  • It’s easy for users
  • It’s supported by everyone
These are the basics of creating a great user experience that the average person (such as your stakeholders) can understand. Projects that fail are usually lacking in one of these areas. If you can do all three of these, your project will be a success.

Solve the Problem
Designers in the user experience field excel at problem-solving, which should be the primary focus of their work. Establishing clear goals and metrics is crucial for measuring success and convincing stakeholders. While designers possess intuitive problem-solving abilities, they often struggle to articulate their decision-making process. It's important to be aware of the reasoning behind design choices and document them to effectively explain decisions to others. Writing down the problems and solutions, whether in lists or sketches, helps solidify and communicate the thought process. The method of documentation is less important than developing a concrete understanding of design decisions.

Here are a few examples from the author's work:

PROBLEM

PROPOSED SOLUTION

Users don’t realize the filter controls have updated the list of results because it’s instantaneous.

 Move the count of items in the list closer to the filters so that the user can see the number change.

 Briefly show a loading spinner on each checkbox as the user selects it.

 Add a Done button that closes the panel to give the user a sense of completing the task.

Users do not proceed to the next steps from the marketing landing page.

 Move the headline and hero image to the left to make space for the call to action on the right.

 Change the color of the call to action to red; update the copy.

 Remove background image, too distracting.

 Position the “Next steps” list so that it will usually overlap on the fold, causing the user to want to scroll to the second CTA.

Users are not adding to their carts from the “search results” list view.

Reduce the number of actions required to add an item to the cart from search. One-Tap Add:

 Tapping “Add to cart” will auto-add the item to the cart first without requiring a quantity or other information

 On tap, the button changes to a quantity with an initial value of 1. User can increment quantity as needed.

 Remove secondary “add to cart” confirmation button.

 New messaging animates to indicate that the item was added.

 “Ready to Checkout?” call to action slides in underneath messaging.

 Items with options, such as color or size, will automatically select a default but provide the user with the option to change it within view.


To effectively communicate our designs, it can be valuable to describe them using words alone. This exercise challenges us to envision conveying every detail in sentence form, assuming the reader can't see the visuals. Describing designs over the phone or through email can reveal our motivations and thought process, even uncovering hidden factors. This exercise is meant to enhance self-awareness and articulate decisions, but it doesn't replace visual demonstration of designs.

Here’s an example from one of the author's projects:

The list view is sorted alphabetically by country by default. The standard sort menu is available in the top right. I made each item in the list exactly the right height for a mobile touch target. On the far left of each item is that country’s flag. We thought that would make them more easily identifiable to people. Next to the flag is the name of the country in bold and then a short description of the project directly underneath, in smaller gray type. A quick reference to the report title. On the far right of these controls are two things: (1) a summary of the data for the report type the users has selected. For example, it will show the percentage, like 34 percent for infection rate or the total in short form like 1.5 m. (2) A disclosure arrow to indicate that there is more content “to the right” if the user taps this item. The flag will make it quick for the user to find the right country and the short snippet of data will help him know if he needs to tap for a more detailed report. With this design, users should be able to quickly browse the list to find the correct report.


Keep it concise and efficient. This exercise is not busywork; it's about understanding your thinking. When comparing your designs to another platform, it reveals problem-solving influences. Ask yourself relevant questions: Why does the other platform do it that way? Does it apply to our context? Are there supporting data? Describing your designs uncovers your thought process, aiding effective communication.

These notes don't need to be shared with clients; it's about intentional practice, not immediate communication. Writing about your creations helps connect the dots between the problem and your design solutions. The better you make those connections, the more prepared you'll be to discuss them. Find a method to transform your thought process into something tangible, shareable, and comprehensible.

Make it Easy
To prioritize user-centered design, we must create interfaces that are user-friendly. While solving business problems, we must ensure a seamless user experience. Usability is the core focus of UX, and it's essential to convey this importance to others. In this section, we assume you already grasp usability concepts. Instead, we aim to help you defend, discuss, and improve your designs leading up to their public release.

Similar to problem-solving, you need to be aware of the impact on users at every stage and decision point. Constantly ask yourself, "How will this affect the user?" Although we may not always know the precise outcome, we make educated guesses, test them, and learn from the results. Document your insights to be prepared when discussing with stakeholders.

One way that I capture how designs affect users is to write a story that is either based on a user session that was observed or loosely based on the overall use case. Here are some examples:


DESIGN CHANGES

HOW IT AFFECTS THE USER

Image

Having two similar buttons for Login and Sign Up next to each other is confusing to some users. We’ve observed users hesitate when deciding which button they should choose because the buttons are so similar. Because Sign Up is the most common case in this context, I’ve made that button the full width of the container and changed the Login button to a text link. This should make it easier for new users to sign up while still facilitating easy login for existing users. Most existing users will go directly to their account page by being automatically logged in. This should reduce confusion and increase conversion.

Image

When researchers are in the field, they need quick access to their data without having to navigate through the app. So, rather than keep the hero image at the top of the home screen, we’re moving it down in favor of a “Recent Projects” list at the top. Users can still see this important information, but their reports are more easily available to them because that’s their primary use of the app after they’ve already accessed the projects.

Usability boils down to common sense and research. At the project's start, you may lack data and user observation, so you make your best guess for user-friendly design based on your experience. Trust your common sense and create the simplest solution possible.

However, what seems logical to you may differ from user behavior. That's why research is crucial. Test your assumptions with real users to truly understand their experience. Analytics can provide insights into user actions but not their motivations. Observing users is the only way to grasp the impact of your decisions. So, make informed guesses, verify with real users, take notes, and be prepared to defend your choices based on surprising results.

Get Support
Gaining stakeholder support is essential for successful implementation. Even with an innovative design, lack of understanding within the team can hinder progress. Without support, repetitive conversations occur, scope expands, and compromised user experiences may result.

This book focuses on achieving team-wide support. It's crucial to convince everyone that our solution is user-friendly and the best choice. To gain support, we must understand our designs and articulate why they are superior to alternatives.

Design decisions often have multiple solutions, leading to disagreements. As designers, we tend to become fixated on our solution and overlook other possibilities. However, consciously considering alternative approaches and documenting our rationale prepares us for discussions with stakeholders.

Write down your answers to why your design decisions are better than alternatives. Keep alternative designs available and explain why they don't solve the problem as effectively. Being prepared and presenting visual demonstrations, such as simple wireframes, can help convey the superiority of your recommendations during discussions with clients.

Make it Happen
If we’re going to be successful at communicating with people about our designs, we must be able to answer these three questions about our work:
  1. What problem does it solve?
  2. How does it affect the user?
  3. Why is it better than the alternative?
Answering these questions helps you understand your choices and defend your decisions. Focus on thoughtful problem-solving and articulating solutions, rather than striving for perfection every time. Thoughtfulness and intentionality gain trust, even when others disagree. Communication skills are as crucial as design expertise. You must understand and effectively explain your decisions to non-designers. By using these questions as a guide, you can better communicate your design choices and convince others while ensuring the best user experience.

However, effective communication is challenging. It requires considering your audience. To become a great designer, you must step into the stakeholders' perspective and recognize the importance of communication in design.


Chapter 3 - Understanding Relationships



To improve communication with stakeholders, prioritize building relationships based on trust and rapport. Understanding their perspectives and approaching them in a productive manner is crucial. Just as we prioritize empathy for users, we must also apply it to stakeholders who contribute to our project's success. By engaging with stakeholders on a personal level and improving interactions, we can create a better product together. Treat stakeholder interactions with the same care as user interactions, as you are essentially an interaction designer in building relationships. This chapter provides a high-level view of stakeholder relationships before diving into meeting details, allowing for the right approach in engaging with stakeholders.

In order to do that, we need to:
  • See them as human - Everyone has other things going on that we simply cannot predict.
  • Create shared experiences - Finding common ground is important to earning trust.
  • Develop empathy - Get to know their viewpoint so intimately that we’re driven to action.
  • Ask good questions - Understand how their interests outside of the office affect their perspective. In addition to getting to know our stakeholders, it’s important to look at the individuals on our team and work to improve the quality of our communication by:
  • Identifying influencers - Based on what we already know about their role on the team, we can understand the values that drive their reactions to our work.
  • Building good relationships - Simple things can go a long way in establishing rapport: be yourself, do stuff, and give stuff. Communication is easier in good relationships.
See Their Perspective
To approach and respond to people effectively, consider their perspective. Understand that they are humans with their own lives and priorities. Their reactions may be influenced by factors unrelated to your project. Create shared experiences to establish common ground and deeper connections. Develop empathy by truly understanding their viewpoint and feeling their pain. Lead with a vision to align their expectations with your project's goals. Ask good questions to show interest and value their input. By incorporating these strategies, you can enhance communication and collaboration with stakeholders.

Identifying Influencers
To understand our stakeholders better, let's identify the key influencers in our projects. There are three main types of people to consider:
  • Team Influencers - The people on your direct team
  • Executive Influencers - The people who oversee your project
  • External Influencers - People outside of your team
Depending on where the person sits in relation to you, it can be difficult to get to know them well enough to understand them and their perspective. But our job is to identify these people and seek to understand them as best as we can.

Team Influencers
The people you interact with daily, like designers, developers, and project managers, have a significant impact on your work. Understanding their needs and building relationships with them is crucial. A healthy team fosters a productive environment, while challenging individuals require better handling. Your team members are valuable resources for project support and creating a UX-oriented culture. Leading by example and investing time in communication and shared understanding are essential for success.

Executive Influencers
The executive influencers are individuals outside your immediate circle who hold authority and impact your project. They are usually executives or managers overseeing your team, and their approval is crucial for success. Understanding and effectively communicating with them is the main focus. Although you may have limited interaction with them, keen observation, leveraging connections, and adapting quickly are key to comprehending their perspective. Developing a rhythm over time enhances understanding and facilitates effective communication.

External Influencers
External influencers, although less involved in day-to-day decision making, can still impact your project positively or negatively. They reside in different parts of the organization and may have influence through the other two groups. Identifying them can be challenging as we often hear about them indirectly. They could be individuals from accounting, finance, IT, customer service, HR, or even external sources like friends or spouses of executive influencers. Their opinions and feedback, even if based on limited exposure, can influence design decisions. Handling such feedback can be a challenge, especially when it comes from someone outside the target user base.

Stakeholder Values
While it's important to treat people as individuals and avoid stereotypes based on their job titles, it's also crucial to acknowledge that stakeholders' perspectives are shaped by their daily activities and priorities. You need to explore common roles within the team, understand their values, and consider how it impacts our approach. This will help us better understand their perspectives and prioritize our interactions accordingly.

Executives or Managers
Executives and senior managers have demanding schedules and limited mental capacity due to handling various tasks. When meeting with them, it's essential to provide a concise update, present your solutions, and seek their input. They expect well-thought-out decisions that align with their organizational vision.

BECAUSE THEY VALUE...

YOU SHOULD FOCUS ON...

 Concise information

 Growing the business

 Solving problems

 Getting to the point

 Accomplishing goals

 Describing the solution

Developers or Engineers
Collaborating with developers can be challenging as they have a different perspective on our projects. They focus on bug fixes, enhancements, and managing a large development roadmap. They are analytical and may not notice all the UI details. They might question the value of certain design elements and worry about over-designing. Your role is to show them the value of your work and get them excited about the outcome, while also acknowledging their concerns about effort.

BECAUSE THEY VALUE...

YOU SHOULD FOCUS ON...

 Building it once and minimizing rework

 Efficiency and maintainable code

 Understanding the effort involved

 Understanding all of the use cases up front

 Maximizing existing scope and reusing UI patterns

 Communicating the value for the users or business

Product Owners
When collaborating with a dedicated product owner, it becomes a primary focus. Product owners are valuable allies who strive for excellent products and appreciate creative designs. However, challenges arise if they lack design understanding, technical knowledge, or a clear product roadmap vision.

BECAUSE THEY VALUE...

YOU SHOULD FOCUS ON...

 Innovation and creativity

 Meeting business goals

 The big picture, long-term roadmap

 Finding new approaches to solving problems

 Connecting your designs to the business objectives

 How your design moves them forward

Project Managers
Project managers play a crucial role in keeping projects on track, within budget, and on schedule. They appreciate clear communication, progress updates, and timely issue reporting. It's important to keep PMs informed about the design process, raise any concerns promptly, and allow them to facilitate collaboration among team members.

BECAUSE THEY VALUE...

YOU SHOULD FOCUS ON...

 Deadlines and staying on schedule

 Managing scope and budgets

 Keeping everyone in the loop

 Possible efficiencies of reusing design elements

 Managing expectations on any changes

 Updating them on your progress

Marketing, Content and Creative
While there may be some overlap, it's important for designers to consider the roles of content managers, brand managers, and copywriters. These individuals focus on aspects such as content, visual aesthetics, and messaging in the application. Familiarize yourself with branding guidelines, style guides, and design language to incorporate them into your designs from the start.

BECAUSE THEY VALUE...

YOU SHOULD FOCUS ON...

 Brand consistency across the organization

 Consistent voice in copy and messaging

 Creating a product that provides value to customer and is sellable

 Creating styles that match the brand or communicating any differences

 Ensuring that the copy you use is already approved, or if it deviates, why

 Specific value proposition in features or microinteractions


Stakeholder Stories

Writing user stories is a popular method for designers and developers to understand their users, but have you ever written a story like that for your stakeholders? As we seek to understand the people we work with, perhaps it will be useful to write out stories so that we can understand the project from their perspective. Here are a few examples to get you started.

Executives
• As an executive, I want to see what my team is working on so that I can provide a report back to upper management.
• As an executive, I want to provide feedback on the design of my products so that I can help you make them better.
• As an executive, I want to provide a vision and roadmap of the future so that my team can be excited about where we are headed.

Developers
• As a developer, I want to build a solid application so that I can be proud of my work.
• As a developer, I want to write quality code so that I don’t have to deal with so many bugs or a lot of maintenance.
• As a developer, I want to understand all the requirements up front so that I can plan my work and maximize my time.

Product Owners
• As a product owner, I want to create the best possible product so that I can create value for our customers and for the company.
• As a product owner, I want to deliver new and creative ideas so that I can make an impression on the company with my leadership.
• As a product owner, I want to make a product that is simple and elegant so that people will want to use it.

Project Managers
• As a project manager, I want to meet with everyone on the team so that I can ensure that we’re on track.
• As a project manager, I want to cut scope so that we can stay on schedule and under budget.
• As a project manager, I want to plan carefully so that I can ensure that we have the time and resources we need to be successful.

Marketing, Content, and Creative
• As a marketer, I want to provide feedback on the product design so that we will have a product that is competitive and will sell.
• As a brand or content strategist, I want to ensure that all of our products communicate the same look or tone so that our customers have a consistent experience across the entire organization.
• As a creative director, I want to be involved in your project’s design so that I can ensure that it aligns with all of the other initiatives I oversee.

These are meant to be casual examples to make the point that each person on our team has a different perspective. We could probably write many more. You could take the time to write your own user/stakeholder stories for the people on your team, too. The more we can do to get into their frame of mind, the better we’ll be at articulating our design decisions to them.


Chapter 4 - Reducing Cognitive Load




Reducing cognitive load is crucial for usability, both in user tasks and stakeholder meetings. To make meetings productive and successful, we must eliminate distractions, anticipate stakeholder feedback, involve relevant individuals, and rehearse beforehand. By minimizing clutter and roadblocks, we enable stakeholders to focus on approving our designs. Preparing effectively reduces cognitive load for all involved parties, enhancing communication and decision-making.

Remove Distractions
Staying focused in design approval meetings is crucial. Design discussions often veer off track easily, leading to cluttered conversations. To maintain focus, eliminate potential distractions that don't contribute to the meeting's goal. As a designer, it's your responsibility to identify and remove any factors that derail the discussion. One common example is placeholder content, which can unexpectedly become a focal point of attention.

Anticipate Reactions
Understanding the people you work with allows you to anticipate their reactions to your designs. By considering their perspective, values, and observed behaviors, you can predict their responses. It takes time to fully grasp how individuals are wired, but their preferences tend to remain consistent. Identify what matters most to each person, their personal design goals, and any known preferences or objections. Use this information to curate the flow of your design discussion and be prepared to address their needs in the meeting. For participants with unclear roles, assess their relevance and engage them accordingly by understanding their unique perspective and how it can contribute to the discussion. Seek clarification if needed to maximize everyone's time and structure the agenda effectively.

Write Down Objections
Once you’ve considered all the people involved, write down any objections you expect them to have along with your own response. Until you get really good at responding off-the-cuff, it can be difficult in the moment to remember how you were planning to reply. Make a list, and read and reread that list over and over until you’re fully prepared with your best guess about how people will react to your designs. Even if you can’t associate each anticipated reaction with a single person, it’s still a good idea to make a simple list of objections that you think might come up. These could be in the form of questions that might be asked or opinions you think will be expressed. It’s a fairly straightforward and simple practice. Just jot down what you think people will say.

Create Alternatives
Anticipating reactions requires preparing alternatives in advance. We need to explain why our solution is better than other options. Although presenting alternatives can complicate discussions, it is crucial to articulate our choices and convince stakeholders. Our goal is to earn their long-term support by providing knowledge and reasoning. Showcasing alternative designs as evidence demonstrates that we considered various approaches but chose the most effective one. It is important to lead with the expected design while also preparing alternatives that better address the problem. Bringing alternatives creates a controlled space for discussing different options and strengthens our case. By having well-prepared ideas, we can avoid addressing new suggestions on the spot. Keeping rejected ideas can be useful. Having multiple designs sparks a conversation about solving the problem in different ways.

Prepare Data
Prepare data (analytics, usability reports) to support your proposal. Let everyone know that your decisions are based on data, but only present it when necessary to make your case. Using data to reinforce your position is helpful when facing disagreement or skepticism. However, avoid relying on data all the time, as it can stifle conversation and discourage alternative suggestions. Understand stakeholders' preferences and be ready to respond accordingly. Anticipate reactions, bring alternative designs, and have data available as part of your preparation. While perfection is unlikely, being prepared will help you articulate your points effectively in meetings.

Create a Support Network
To ensure stakeholder agreement, seek support from others who can back up your decisions. Having allies in the room who can tip the scales is crucial. It demonstrates that smart individuals agree with your ideas and adds weight to your proposals. Consider building a support network of colleagues and stakeholders who are aligned with your designs. Be open about your need for support and ask them to be prepared to speak up when necessary.

In addition to your team, seek support from individuals who have influence and a stake in your project. Engage them beforehand, provide them with information and rationale, and ask for their support. These people can act as your representatives and help build consensus. Having multiple supporters in a meeting spreads the responsibility and makes it harder for dissenting voices to prevail.

Remember, other people can help you achieve your goals. Cultivate relationships and allow them to contribute to the conversation. When experts align with your vision, it becomes more challenging for dissenting opinions to gain traction.

The Dress Rehearsal
Prepare for your meeting by creating an agenda or list of discussion points. This helps keep the conversation on track and ensures important topics are not overlooked. Even for less important meetings, having a simple agenda can be beneficial. It's helpful to have a printed copy for quick reference, avoiding the need to fumble with technology. Additionally, having a notes app to jot down ideas or concerns throughout the day ensures nothing important is forgotten. Taking just a few minutes to prepare a list before each meeting, no matter the size, provides structure and helps guide the conversation.

Practice Out Loud
Practice your meeting out loud by talking through your agenda and answering mock questions. This helps you hear your words and identify areas for improvement. It may seem silly, but it's crucial for being articulate. The more you practice, the better you can focus on responding effectively. Practice also helps uncover underlying motivations for design decisions. Adjust the level of practice based on the meeting's importance. Before the meeting, have a short huddle with your support network to review the agenda and ensure everyone is prepared. This reduces cognitive load and improves the flow of the conversation. Confidence is key for articulation and listening to feedback. Prepare well to defend your design decisions and boost your confidence.


Chapter 5 - Listening is Understanding



When meeting with stakeholders, listening is essential. It's not just waiting for your turn to speak, but truly understanding them. Listen without interrupting, uncover their underlying problems, and pause before responding. Use explicit techniques like taking notes, asking questions, and rephrasing to demonstrate understanding. Rephrasing and repeating what clients say is crucial for understanding and effective communication. Adapt your language to be effective for everyone. Implicit listening involves quickly deriving meaning without external cues. Implicitly mine stakeholder feedback to gather core information for your response.


Chapter 6 - The Right Frame of Mind



Before launching into a detailed speech defending your designs, it's important to get in the right mindset. This involves letting go of control, checking your ego, and leading with a positive attitude. Being mentally prepared means being charming and avoiding counterproductive replies. Follow the "Thank, Repeat, Prepare" pattern to structure your response effectively. Prepare yourself mentally for the responsibility of using your words to win people over.

Give Up Control
To effectively navigate the influence of others on our designs, it's crucial to acknowledge that we are not in complete control. We must recognize the importance of influencing people with our words rather than forcing agreement. It's unsatisfying to go against the consensus and design in isolation. User experience design aims to create something valuable for a broad audience, and the approval and appreciation of our team are more rewarding in the long run. Letting go of our designs is necessary for growth and allowing others to influence the process. The challenge lies in listening to feedback and relinquishing control, which leads to maintaining the user experience's sanity. Adopting the attitude that our work is not solely ours and accepting the need for collaboration helps create a healthier mindset for discussing designs with stakeholders. Learning to let go is a prerequisite for effective responses.

Check Your Ego at the Door
To respond effectively to stakeholders, it's essential to check your ego at the door and recognize that you don't have all the best ideas or the ultimate authority. Striking a balance between recommending solutions and being open to other perspectives is challenging but necessary. Ego can hinder your ability to see the value in others' suggestions, leading to excuses and stereotypes. By removing your ego, you create space for a response based on reality and logic. An anecdote about a design flaw caused by arrogance emphasizes the importance of keeping ego in check and prioritizing user needs. Letting go of ego requires conscious effort, reminders from your team, and practice, ultimately putting you in a healthier mindset to respond to stakeholders and gain their support.

Lead with a YES
Effective communication can be hindered when people see themselves on opposing teams, especially when discussing design with non-designers. To foster collaboration, it's crucial to lead with a "yes" mindset. This approach, demonstrated by Dave Ferguson of the NewThing Network, involves saying yes to ideas and empowering others, even when resources are limited. By giving permission and support, people become more motivated and passionate. This principle is also influenced by improvisational comedy, where actors must agree and build upon each other's ideas. Leading with a yes in design communication means staying positive, valuing others' perspectives, and being open to innovative ideas. It transforms the way you communicate about your designs, promoting a collaborative and constructive environment.

Developing a Yes Reflex
Leading with a yes means starting every response with a positive affirmation of the other person's idea or request. It fosters collaboration and shows that everyone is on the same team. Leading with a yes doesn't commit you to implementing the idea immediately; it buys you time to assess its feasibility. It's important to lead with a yes even when you disagree, focusing on agreeing with the problem rather than the proposed solution. Saying yes while discussing limitations or trade-offs keeps the conversation open and allows stakeholders to participate in finding a solution. By involving others and valuing their input, you build trust and encourage ownership. The yes reflex reinforces teamwork, openness to new ideas, and consideration of limitations while gaining stakeholder confidence.

Be Charming
One challenge designers face is receiving feedback from nondesigners. To overcome this, we need to learn to be charming. Charm is the ability to communicate in a way that appeals to others and compels them to agree with us. It involves presenting ourselves authentically, being confident, and projecting a likable attitude.

Confidence is a key tool in being charming. It conveys trust and allows stakeholders to give us the freedom to make decisions. Building confidence involves recognizing our value and expertise and remembering that stakeholders chose us for a reason.

Being ourselves is important in corporate settings. Authenticity helps others relax and relate to us. We should leverage our unique strengths to win people over and appeal to their needs.

Taking ourselves too seriously hinders charm. We should learn to relax, use humor appropriately to create a positive atmosphere, and not focus jokes on specific individuals.

Orienting ourselves toward others is crucial. By aligning with their needs, we establish a connection that enhances communication. It's about making others feel important and addressing their concerns effectively.

Applying charm to stakeholder interactions is similar to resolving conflicts in personal relationships. By being confident, authentic, lighthearted, and considerate of their needs, we can create positive outcomes and collaborate effectively for the best user experience.

Change Your Vocabulary
To effectively respond to stakeholders, remember these key points:
  • Avoid saying "you're wrong" as it can make them defensive. Instead, express disagreement as an alternate idea or different perspective.
  • Skip starting sentences with "From a design perspective..." as it implies a separation between your expertise and the stakeholders. Focus on user perspective and explain the reasons behind design decisions directly.
  • Don't discuss personal preferences; concentrate on what works and what doesn't for usability and effectiveness. Remove the word "like" from your vocabulary and provide objective feedback.
  • Minimize the use of industry-specific jargon. Use language that the average person can understand, aligning your words with the stakeholders' vocabulary.

Make a Transition
To set up a successful response to stakeholders, follow these steps:
  1. Provide a brief transition to your response, setting the stage for what you're about to say.
  2. Begin with gratitude for their feedback, recognizing its value and their time.
  3. Recap the main points they made, highlighting that you were actively listening.
  4. Inform them that you're about to respond, preparing them for what's to come.
  5. Offer a glimpse into your response, foreshadowing your feedback and providing assurance.
Examples:
  • "Thank you for sharing your thoughts. Your insights are valuable, and I appreciate your time. Let's go through your points, and I'm confident that once we discuss them, you'll understand our reasoning behind certain decisions."
  • "I appreciate your feedback and the opportunity to align our perspectives. Let's review everything you mentioned because there are essential details about our decisions that I want to share. It will give you more insight into our thought process."
Remember to stay positive, focus on understanding, and use this transition to create a receptive atmosphere for your response.


Chapter 7 - The Response: Strategy and Tactics


To respond effectively to stakeholders, follow these key steps:
  • Apply the gathered information to form your response, focusing on achieving agreement.
  • Structure your response using a logical format that builds upon core parts.
  • Articulate your design decisions by communicating in a way that yields the best response.
  • Recognize that effective communication in design shares similarities with other mediums.
  • Establish an objective, develop a strategy and tactics, craft compelling messaging, and elicit a response.

By following this approach, you can enhance your ability to communicate design decisions and achieve your goals effectively.



Crafting a good response requires that we:

• Define our strategy for responding. What will we say to make a compelling case?
• Employ tactics that will help us get there. How will we deliver the strategy?
• Identify common, relevant responses. What key messages are important in our context?
• Apply a common framework and ask for agreement. What do we want our stakeholders to do next?


A UX Strategy for Responding

Our objective is to gain agreement from stakeholders, so we need a strategy that aligns with this goal. To be effective communicators and designers, we can use three key questions: 
  • What problem does it solve? 
  • How does it affect the user? 
  • Why is it better than the alternative?
By consistently referencing our answers to these questions, we can form the basis for all our stakeholder responses. Connecting our decisions to an agreed-upon metric or goal helps us appeal to a nobler motive, keeping the discussion focused and under control.

Additionally, we should explicitly represent the user, providing tangible examples and stories that demonstrate how our decisions impact them. This human connection fosters empathy and understanding.

Finally, we must demonstrate the effectiveness of our proposed solution compared to alternatives. Utilizing examples, data, and visual demonstrations can effectively convey the value of our designs.

Remember, being able to articulate design decisions through prototypes and tangible evidence is crucial for successful communication with stakeholders.

Tactics Are Actions
To effectively respond to design discussions, consider these tactics:
  1. Show a comparison: Present your proposed design and suggested changes side by side for clear visual reference and to highlight the best approach.
  2. Propose an alternative: Offer a solution that meets the need in a different way, showcasing your expertise and adding value to the process.
  3. Give them a choice: Present stakeholders with a choice between their suggestion and something they'll lose if they go down that path, emphasizing the trade-offs and prioritizing what's more important.
  4. Ask others to weigh in: Seek support from other individuals who agree with your perspective, creating a consensus and maintaining a positive atmosphere during discussions.
Remember to ask individuals directly for their thoughts and remain neutral in your approach, fostering an open conversation and encouraging diverse viewpoints.


Chapter 8 - The Response: Common Messages



While each project and client are unique, there are recurring ways that design decisions can be explained. These have been compiled as a reference. Although some are similar or interconnected, they provide a solid foundation for effective design discussions.

These key messages are vital for delivering on our strategy and achieving our objective. Keep our strategy and tactics in mind, select the messages most relevant to your situation, and adapt them to fit your specific context. This chapter aims to provide you with a collection of common ways to describe design decisions that you can utilize in meetings—a set of templates to jumpstart your best response.

These messages have been categorised into four groups: Business, Design, Research, and Limitations. These responses can be reused regardless of whether you are appealing to business interests, highlighting design logic, presenting research and data, or acknowledging limitations. Utilize these messages to advocate for an enhanced user experience.

Business
To make a compelling case for your designs, it's crucial to align them with the business's needs. Here are three common ways to appeal to the business:
  • "Helps achieve a goal": By connecting your solution to the business's goals, you emphasize the alignment between design and overarching objectives. Clearly explain how your design addresses a specific problem and contributes to achieving those goals.
  • "Facilitates a primary use case": Highlight how your design decision optimizes the main use case or user story. Justify how it enhances the user experience by focusing on the primary task, while acknowledging and balancing other needs and features.
  • "Establishes branding": Consider the branding standards of the organization when justifying design choices. Emphasize the importance of reflecting the company's desired image through consistent use of colors, fonts, and language. Additionally, seize the opportunity to collaborate with the marketing department to improve and expand their branding guide.
Remember, these explanations may not guarantee unanimous agreement, but they demonstrate your intentional decision-making and help stakeholders understand the rationale behind your designs. By consistently linking design decisions to business goals, primary use cases, and branding, you can build a stronger case for a better user experience.

Design
To explain design decisions effectively, consider three common ways to describe them:
  • "Uses a common design pattern": Select design patterns that are widely understood and accepted in the market. Emphasize the importance of consistency in the user experience and how deviating from established patterns can create confusion. Remember that the choice of patterns can be subjective, so solid research is essential.
  • "Draws the user's attention": Use design elements strategically to guide users' focus and movement. Mention the psychological aspects of design, such as color, negative space, balance, and type size, which influence user behavior. Provide examples that demonstrate how specific arrangements or color choices lead users to desired actions.
  • "Creates a flow for the user": Highlight the effort put into creating user flows and emphasize the importance of maintaining a cohesive path. Explain how disrupting the flow can hinder user experience and lead to confusion or frustration. Use specific examples to showcase the thought process behind structuring the design and navigating users through the application.
By effectively communicating the rationale behind design decisions using these approaches, you can help stakeholders understand the strategic thinking and user-centered considerations guiding your choices.

Research
Using research and data to inform design decisions is crucial and can be summarized with three key responses:
  • "Validated by data": Utilizing data as evidence for design choices is highly effective since it demonstrates the scientific basis for the intended impact. To make the most of data, find relevant information and draw meaningful conclusions. However, be cautious about basing decisions solely on data, as it may not always provide insights into user behavior or the reasons behind it.
  • "Revealed in user testing": Observing users interacting with designs provides valuable insights. Communicating these findings to stakeholders through user stories, video clips, or quotes helps create a connection and highlights the real-world impact of the designs. Although user testing insights can be subjective, presenting them effectively strengthens your case.
  • "Supported by other research": Citing external research and best practices helps reinforce design decisions. Save relevant research in a separate file, including titles, authors, URLs, and summaries. Sharing references with stakeholders demonstrates the validity of your decisions, but be cautious not to misrepresent or overstate the data. Also, encourage stakeholders to review and respond to the research, promoting balanced discussions.
Remember to use visuals, such as charts or tables, to enhance the understanding of data, tailor the selection of relevant metrics to stakeholders, and aim for airtight connections between the data and design decisions. Ultimately, the goal is to provide the best user experience while aligning with stakeholders' objectives.

Limitations
When justifying decisions, we often encounter limitations that must be considered. Here are three common responses:
  • "Not enough resources": Companies often lack the necessary funding, staff, or support for their design goals. This affects areas such as support, staffing, budget, and time.
  • "Limited by technology": Design decisions can be constrained by technological limitations, such as device screen size or lack of widespread support for certain features.
  • "Complies with a standard": Design choices may need to align with technical or social standards set for the application, such as accessibility requirements or using standard control types.
By understanding these limitations, we can better explain the constraints to stakeholders and make informed design decisions.


Chapter 9 - The Ideal Response: Getting Agreement




To form a concise and effective response to design feedback, follow the IDEAL Response formula:
  • Identify the problem: Briefly state the problem your design addresses to ensure everyone is on the same page.
  • Describe your solution: Connect your design to the problem and explain how it solves it.
  • Empathize with the user: Highlight how your solution benefits specific users and their needs.
  • Appeal to the business: Explain how your decisions align with business goals, metrics, or KPIs.
  • Lock in agreement: Directly ask for agreement from stakeholders to keep the project moving forward.
By applying this formula, you can create a compelling and convincing response to design feedback.

Getting Agreement
To ensure agreement and project success, follow these key steps:
  1. Be direct: Ask stakeholders directly for their agreement, using clear and specific language. For example, ask, "Do you agree?" before moving on to the next agenda item.
  2. Highlight benefits or consequences: Phrase your question in a way that emphasizes the positive benefits of agreement or the negative consequences of disagreement. This encourages stakeholders to provide the desired answer. For instance, ask, "Do you agree that removing these fields will improve conversion?"
  3. Use a security blanket statement: When presenting your case, include a statement that makes it clear what you believe is the right choice. This puts stakeholders in a position where they need to agree. For example, ask, "Do you agree, or do you think we should purposefully hide this information from the user?"
  4. Force their hand: By asking direct questions about agreement, you compel stakeholders to provide a clear response. This helps to avoid ambiguity and encourages stakeholders to express their true opinions. Their response will clarify their position and guide further discussions.
By following these steps, you can effectively secure agreement from stakeholders and move forward with a clear direction.

Putting It All Together
Now we'll apply what we've learned into a concise response that:
  • Includes a natural transition with Thank, Repeat, Prepare
  • Considers the big three questions
  • Uses tactics to make our case
  • Addresses common responses to design considerations
  • Summarizes everything in the IDEAL Response for agreement
Below are case studies showcasing the IDEAL Response in action. These examples demonstrate how to explain design decisions to stakeholders. While the scenarios may or may not have occurred, they are relatable and provide valuable insights. The product and conversation details are intentionally omitted for simplicity. Focus on understanding how to effectively communicate value to stakeholders based on their needs.


CONTROL OVER MY CONTENT

Thank, repeat, prepare

Thanks for coming to me with your idea for being able to manually sort the content on your page. I know that you’d like some more control over how your posts are displayed, but we’re intentionally limiting the amount of control we’re giving content creators to help maintain some consistency, so let’s talk about the best way to help you.

Identify the problem

Familiar and semi-familiar situations, with a reaction based on prior experiences Our challenge is that each view is supposed to be sorted chronologically so that users know to expect the most recent content at the top. This keeps the list of posts fresh and ensures that all the content creators are submitting new content each week.

Define the solution

Rather than give you the ability to manually sort all of the content, I would suggest adding a feature with which you can “pin” one article to the top of your stream at any time. If you were to pin a new one, it would replace the existing one. We’ll add a special icon or visual clue to show that it’s been pinned.

Empathize with the user

This will maintain the user’s understanding of our content streams being sorted chronologically. The visual clues will help them know that this one pinned piece has been removed from the regular stream of content.

Appeal to the business

For you, it will highlight that single post out of all the others, giving it extra exposure for a longer period of time. Plus, it gives you a greater sense of control over how things are displayed without running the risk that everyone will start reordering their content.

Lock in agreement

Is that an acceptable solution for you to be able to choose one featured article at a time? Or do you still think we should allow everyone to do what they want with the sorting of their content?

“ADD TO CART” INTERACTION

Thank, repeat, prepare

Thanks for sharing your thoughts with us about this project. Your insights are really valuable, and I appreciate you going through all of that with us. I’m going to go back through all of your points so that we can discuss them, but I want you to know that some of the things we decided on are rooted in an explanation that I think you’ll agree with when we start talking about it.
First, I want to review the new “Add to Cart” interaction.

Identify the problem

The issue we’re trying to address is that when a user sees this interface for the first time, they’re confused by the presence of two buttons and don’t really know what each one means or which one they should tap.

Define the solution

Our solution is to consolidate those into one button labeled “Add to cart.” Tapping on the single button reveals more options and gives the user the option to make the second choice after committing to the first rather than having to make all those decisions up front.

Empathize with the user

Keep in mind that our users are frequently ordering at their place of business. It could be a busy manager walking down the hall who notices that a light bulb is out and needs to order a new one on the spot. We don’t necessarily have his full attention and need to present him with really simple options that don’t require too much thought.

Appeal to the business

We believe our solution is going to increase conversion, because even though it creates an extra tap for the user, it makes the choice of adding an item to their cart much, much simpler. There is no question about what “Add to Cart” means because it relates to standard commerce. Very simply, more people are going to tap “Add to Cart.”

Lock in agreement

I know the company has preferred the existing language, but we believe this new approach should be put into production with the next release. We might even consider A/B testing it with the existing implementation so that we can directly compare the results. We’d like to see conversion increase dramatically this year, and this is one of the most important ways to make that happen. Do you agree?

OVERBRANDING

Thank, repeat, prepare

Thanks for your input on the logo and colors. I agree with you that we could adjust a few things to improve it. The challenge is that the marketing department is driving this effort, and we’ve had little input in final decisions. However, I think there are some points of discussion here.

Identify the problem

Marketing would like to brand this initiative separately from the rest of the product to create a campaign and awareness around it. The problem is that, in my opinion, our users will not understand the difference between these subbrands. They use the application for its utility, not for its branded add-ons, and placing these extra elements like logos and tag lines gets in their way.

Define the solution

My suggestion is avoid the use of a logo in this space and instead focus the branding effort on the use of color and copy to communicate the message. In this particular view, we could work with small icons to identify the add-on services or add a line of copy in a new color to highlight the value. This will save us a significant amount of space with minimal impact to the user. To do this, we’ll need to go back to marketing and work with them on this solution.

Empathize with the user

From the users’ perspectives, a subbrand like this is meaningless. They are primarily interested in completing their tasks and getting their job done. By putting a logo in their way, we are hindering their ability to use the application efficiently, and therefore, slowing them down. This is not only potentially frustrating to our users, but also risks conversion for paid services when users aren’t able to get into the flow as quickly as they could.

Appeal to the business

Our goal for this initiative was to create a new revenue stream for add-on services when the user enters the flow. Although I know marketing wants to capitalize on this opportunity to create a new product with these add-ons, I believe that a branded approach does not provide value to the user (at best) and confuses them and slows them down (at worst). In other words, it might actually dampen our efforts at creating revenue from this channel.

Lock in agreement

I’d like your help working with marketing to remove some of the requirements for branding. I’m happy to coach them on some alternatives and help them understand the user’s perspective. Do you agree that we should do our best to reduce the amount of branding for add-on services?

MAIN MENU MESS

Thank, repeat, prepare

Thanks for your input. I really appreciate your viewpoint on these changes and I understand your suggestion about needing to add these new options to the main menu. However, I think there’s a better solution we can discuss to make sure these new features have visibility.

Identify the problem

The problem I see is that we frequently add new options to the main menu and it’s becoming a catch-all for links that we don’t know what to do with. Secondly, these are time-based promotions rather than permanent offers so it’s unlikely that a user will explicitly look for them in the menu since they don’t view them a constant feature set.

Define the solution

My suggestion is focus our effort on highlighting these promotions in the content slots that we already use for other important messaging, like system alerts or the search suggestion text. When these new offers are available, we can display them in those content areas and have even more space for images and other content.

Empathize with the user

We don’t want our users to be overwhelmed by the number of options in the main menu. Instead, we can provide more value to them by adding appropriate context-aware messaging that’s relevant to their current task.

Appeal to the business

If we put these items in the main menu, it will actually backfire because the people will be less likely to find it buried in that menu. However, strategically placing them on the page in our existing slots will actually increase visibility for the offers and improve engagement for this initiative.

Lock in agreement

I’d like to move forward with the idea of using our existing slots and can mockup some examples for our next meeting. Do you agree that this will provide greater visibility as well as improve the experience? Or do you think it would be better to add to the menu and risk it getting lost with the other options?

BRANDED BANNERS

Thank, repeat, prepare

Thanks for your suggestion to add the logo to the header of the app. I know you want to brand the experience and I agree that’s important, so let’s talk about how to best accomplish that.

Identify the problem

The challenge with an application like this is that we have a limited amount of space for the user to have access to everything in the navigation. Plus, we want them to remain focused on their tasks with as few distractions as possible.

Define the solution

The reason we chose not to include the logo in the header is because it does not actually provide any functionality for the user. By not including it, we have more space for the navigation options and a simpler interface for the user.

Empathize with the user

The logo doesn’t directly provide value to the user after they’re in the app. It only serves to reinforce the brand of a service they are already consuming. The user can more easily focus on using the application efficiently because they have one less visual distraction. The more we can remove from the interface, the more the user experience will be improved.

Appeal to the business

Branding is important, which is why we’ve worked the brand into our colors, language, and interactions throughout the app. We’re also providing an “About” option with a page that has the logo and links to our other products. It’s also worth pointing out that users are already invested in our brand because they signed up for the service. The login view also prominently displays the logo.

Lock in agreement

The marketing site is really the best place to communicate the brand with a logo, whereas the application itself is the best place to keep the user focused on the tasks. I’d like to propose we keep the user focused on using our application while logged in, but allow for more explicit branding elsewhere when it matters more. Do you agree?

PHONE NUMBER COLLECTION

Thank, repeat, prepare

Thanks for your time and for sharing your thoughts with us on this new design. You made several suggestions for changes, which I’ve noted, and I’d like to go through each one so that we can be sure we’re in agreement.

Identify the problem

The first thing you mentioned was the need to add a phone number field to the sign-up form. Our focus with this effort is to increase conversions on the form, so our design is optimized for that goal.

Define the solution

We removed the phone number field for a few reasons. First, it’s a best practice to contact customers using the same medium that they contacted you. So, an online form submission warrants an email, rather than a phone call. Next, fewer fields on any form typically boosts conversion because users can complete it more quickly and don’t need to think as much about what they’re entering. But finally, I have some research showing that just the presence of a phone number field on a form will hurt conversion by more than 30 percent, even if the field isn’t required.

Empathize with the user

The reason for this is because many users are wary of sharing their phone number for fear of being added to a telemarketing call list. Further, the presence of the phone field alone makes them skeptical of the company that is asking for it. Many wonder, “Why would anyone need my phone number for an online form?”

Appeal to the business

I know you’d like to have the user’s phone number for your records, but it will be better for our goal of improving conversion if we remove it from the form. After a user has converted, we’ll have plenty of opportunities to follow up with her, engage her in a relationship, and progressively add information to her profile. This will create more meaningful relationships with new customers and establish trust right from the beginning. Removing the field is the best balance of creating a great user experience while also achieving our goals for the business.

Lock in agreement

Do you agree we should not include this field in the form? Or do you think it’s worth the risk of including it and probably suffering lower conversion?

TOO MANY MESSAGES

Thank, repeat, prepare

Thank you for your time today. I appreciate your input on our project. You have a unique perspective on the business and I’d like to discuss some of your concerns as well as bring up a few of my own. But I think we’re on the same page, as far as what we need to focus on.

Identify the problem

The problem we’re trying to solve with this design is communicating the savings value to the shopper. Our approach is focused on highlighting just how much people can save on these items without them having to think about it too much. The challenge with this current implementation is that the business has defined too many messages to communicate those savings all in one small space. Here we have the list price, percentage savings, dollar off, free shipping, and a “Great Value” flag. In addition to that, we’re also tasked with including messaging around urgency with a timer, quantity available, and “Limited Time Offer.”

Define the solution

Our solution is to apply some logic and rules regarding what messages are shown and when, so that we don’t overwhelm the user with too many messages at once. For example, we should always choose between showing the percentage and the dollar off, but never both. In this case, we show the savings percentage because it’s greater than 30 percent and communicates the value more than the amount of dollars off, which is only $3. Next, we will show the timer only if the value will expire within 24 hours, and we show the quantity available only when it reaches a certain threshold. Structuring our messages around this logic is the best way to communicate that value to the shopper, without creating a jackpot of showing all the messages at once.

Empathize with the user

Shoppers do not have time to read all the details, do the math, and figure out which items represent the best value. Showing them too many messages will only confuse them more because they won’t know which message to focus on. Our approach allows us to have some control over which messages to present to them so that we can remove the burden from them and they can focus on purchasing the item. This will result in faster purchase decisions.

Appeal to the business

If we focus only on the most important, relevant messages for each item, we are more likely to increase sales and revenue on these items because they will be easier for the shoppers to read and purchase. Reducing the number of messages the user sees frees them up to make the purchasing decision faster, resulting in better conversion.

Lock in agreement

Having a laser-focused value proposition by not including so many different messages is the way to go. Do you agree that we should focus our messages in order to simplify the value for our shoppers?

CUSTOMIZE REPORTS

Thank, repeat, prepare

Thank you for your perspective on the case list view. You have some great feedback, and I’d like to go through everything to be sure we’re on the same page about what needs to be done.

Identify the problem

You mentioned that you’d like the ability to customize each report directly on the view of the graph itself. I agree that would be a great addition to the app.

Define the solution

We purposefully left out this idea because it wasn’t within our scope for this phase of the project. The concept requires adding quite a bit of functionality and design effort to really implement it well.

Empathize with the user

We understand that although this feature would be useful for some users, the majority of people using the application do not require this level of customization. For the time being, the interface will be simpler without it.

Appeal to the business

If we stay focused on finishing the case view in its simplest form as is, we’ll be able to complete this core feature set within our timeline and get this view to users sooner. Afterward, we can collect additional feedback from users and make a plan to implement your idea.

Lock in agreement

Are you comfortable with us moving forward without that feature for now? Or would you prefer we reprioritize our tasks and adjust timelines to accommodate this feature?

I WANT A NEW WIDGET

Thank, repeat, prepare

Thank you for your thoughts on the dashboard. Yes, I agree that a new widget showing the overall totals would be useful, but that wasn’t in the original designs, so let’s discuss the best solution.

Identify the problem

The problem is that the graphs need to take up the full width of the application because we have less control over the display, given that it’s a third-party solution. Also, we already are including widgets for the current status as well as follow-ups, so there just isn’t very much space available to add another one. The current arrangement of widgets is designed to optimize the application for reducing late follow-ups.

Define the solution

I would recommend replacing either the Current widget or the Follow-up widget with a new Totals widget, if that is the priority now. We can use the existing slots for the new widget without modifying the design and we keep the interface simpler by not adding one more thing.

Empathize with the user

The challenge with this approach is that we’ve already reviewed the needs with our internal users, and they agreed that our current widgets were the most needed in this first version. I don’t want to add one and create clutter or information overload for them. At the same time, I want to satisfy the request for what they expressed they needed from this dashboard. I know Hannah is expecting to train her staff based on our current designs.

Appeal to the business

To be practical, even just swapping one widget for another will slow down our progress because we don’t have a design for the new widget and it will need new support from the developers. From our perspective, that could delay the release a week. Maybe more. And even though the Totals widget is nice, it does not help us accomplish our goal of reducing late follow-ups. If we remove one of the existing widgets in favor of a Totals widget, I’d suggest modifying our objectives, too, because we’ll need a new target to focus on with a different arrangement of widgets.

Lock in agreement

Would you like to add this Totals widget by swapping out one of the others? If so, I can adjust our timeline, go back to our users with this change, and then we should discuss what our new goals are for this phase.

USERS TOLD US

Thank, repeat, prepare

Thank you for your time today and for sharing your feedback with us on these new designs. I’ve taken notes on everything you suggested and I’d like to go through each one to be sure we understand. With all of our designs, we are taking into consideration both the needs of the business and the users. I think it will help the discussion for you to understand our thought process on some of these areas.

Identify the problem

Your first suggestion was that we change the input fields on the medical history form. This is an interesting part of the application because it has the highest abandonment rate compared to the other parts of the app. About 40 percent of users drop off before completing this section. We’d like to solve getting users through this step so that we can make sure they make it to the subsequent steps and complete the process.

Define the solution

Our solution was based on an assumption that the field labels were confusing to the average person, so the first thing we did was to update the names with more user-friendly language. But next, we spoke with some of the call-center associates who helped us understand that many users simply don’t have the details of their medical history with them at the time, so requiring all these fields before moving on forces them to abandon the site.

Empathize with the user

To make it easier for our users, we’ve removed many of the required fields on purpose and allowed them to indicate which information they have and which information they will provide later. This allows them to complete this step for now, even if their data is incomplete. We can prompt them to complete it the next time they log in or send them an email notification after a few days. The user will have a greater sense of control and be more likely to get to the next step because of these changes.

Appeal to the business

What that means for us is that we will see significantly higher submission rates because more people will be able to make it to the next step. Not only that, but we’ll have more accurate data because some users were filling in fake information just to move forward. But the bonus is that we’ll see fewer support calls because users will be able to complete the application now without assistance. That will save us real money in the call center. We’re already storing the data as it is entered, so we can still go back and complete their profile with them when they’re on site, if needed. There’s no risk of losing information.

Lock in agreement

We’d really like to see huge gains in the number of clients that are able to complete their profiles and believe this is the best way to accomplish that. Do you agree that this is the best solution? Or would you prefer we revert to the old designs?

Using a formula to respond to stakeholders may seem artificial, but the IDEAL Response provides a framework to ensure all important points are addressed. It's not about rigidly following a script, but rather keeping the IDEAL acrostic in mind as a helpful reminder. The goal is to appeal to stakeholders' needs and present a compelling case for design decisions. This framework serves as a tool to effectively communicate, maintain sanity, and deliver optimal user experience.


Chapter 10 - Meeting Adjourned: The After-Party




After a meeting, don't rush off as the time immediately afterward is crucial. Debrief and gain insights from others. Have one-on-ones with supporters and promptly follow up while it's fresh. This post-meeting phase is vital for avoiding disastrous user experiences and addressing concerns. Here's a quick review of immediate post-meeting actions:
  • Stay and engage in conversations.
  • Follow up promptly with notes.
  • Filter out irrelevant details.
  • Seek assistance from key individuals.
  • Make decisions in ambiguous situations.

The Meeting After the Meeting
The "meeting after the meeting" is often more significant than the actual meeting. In informal settings, people are more likely to express their true thoughts and opinions about the project. They may hold back during the meeting due to various reasons. Utilize this post-meeting opportunity to address unfinished matters and gain support from influencers for necessary approvals.

In one instance, after a meeting with an executive, valuable discussions took place once they had left. One person offered ongoing support, another granted permission to proceed without explicit approval, and a third expressed regret for previous absence and committed to increased involvement. These conversations wouldn't have happened if I had rushed off.

Always plan to stay after the meeting, engage with participants, express gratitude, and observe the productivity that occurs in these informal conversations.

Follow Up Fast
Send a prompt follow-up to the team within an hour or a day after the meeting. It doesn't need to be elaborate, but it should be timely. This demonstrates the meeting's importance and values the participants. Summarize the discussion with bullet points, including decisions made. Clearly communicate next steps and assign tasks to relevant individuals. Use the follow-up as a record for future reference and to keep everyone informed. Here's an example:

Thanks for your time! Here's a summary:
  • Home page carousel speed: Jon will change it to 100 ms.
  • Best Sellers price: I'll ensure consistency.
  • Category tree data issue: Email sent to Abdul.
  • Membership CTA: Jennifer checking copy; usability study attached.
  • Release date approved pending QA: Jon to provide update tomorrow.
Keep the update concise while including all essential information for easy skimming by stakeholders.

Apply Filters
Filter unnecessary information after the meeting. Assess if certain points need to be mentioned again. Consider the intentions, influence, and agreement of individuals. Use your judgement to exclude irrelevant ideas in the follow-up. Focus on key decisions and actions. Here's an example:

When filtering, consider:
  • Intentions: Some suggestions may not progress beyond the initial idea.
  • Perception: If others don't take the person seriously, their ideas can be discreetly excluded.
  • Agreement: If no one agrees, you can safely ignore the idea.
  • Influence: Evaluate if the person's opinion matters for the project.
  • Relevance: Address ideas before they are brought up again.
In some cases, you can exclude suggestions without mentioning them again. Respectfully listen and take notes but omit irrelevant ideas from the follow-up. This avoids distractions and maintains focus. Use your understanding of relationships and dynamics to navigate these situations.

Remember to value participants by listening and making them feel heard. Filter out unnecessary details, focus on important aspects, and provide a prompt follow-up with action steps.

Seek Out Individuals
Take the opportunity for one-on-one conversations with individuals after the meeting. Ask right away while their minds are focused on the project. These conversations provide a chance for people to share their thoughts and opinions openly. They help gather more information, understand team dynamics, and build relationships with influential individuals. These relationships can support future influence in meetings and design revisions.

Engage with people from other departments or teams who may not be familiar with your work. Their support and agreement can be valuable in defending your proposals. Regularly connect with them to keep them informed and seek their input. These connections are not formal mentorships, but opportunities to involve smart individuals who can champion your work and provide valuable contributions to the design process.

Do Something, Even If It's Wrong
When faced with uncertainty or indecision, it's often better to make a decision yourself rather than do nothing. Communicate your decision to the team and give them an opportunity to provide feedback. This prevents stale decisions and a stagnant design process. Similarly, in situations where no one seems to care or have an opinion, taking the lead and making a decision can stimulate discussion and generate better ideas.

After a meeting, seize the opportunity to gather genuine opinions and finalize decisions. Follow up promptly to convey urgency and decisiveness. Filter out unnecessary recommendations and focus on actionable items. Engage in post-meeting conversations, gather last-minute buy-in, and address any ambiguity by making a decision and communicating it. Remember, it's possible to recover from setbacks and adapt designs to meet everyone's needs.


Chapter 11 - Recovering from Disaster

Despite our best efforts, there will be times when we have to make changes to our designs that we disagree with. This could be due to others' resistance or our inability to present a convincing case. In this chapter, strategies have been provided for dealing with such changes and recovering from UX setbacks while maintaining the integrity of the user experience. 

It explores:
• Finding a balance between compliance and going overboard 
• Discovering opportunities within seemingly terrible changes 
• Choosing battles wisely and building trust 
• Recognizing and correcting our own mistakes 
• Using purposeful distractions ethically 
• Setting realistic expectations for stakeholders

Let's begin by addressing the underlying issue that led us to this point.

How Is This Possible?
Sometimes, despite our efforts, we encounter situations where changes are requested that we disagree with. In such cases, it's important to address the underlying problem and understand the reasons behind it. Here are some possible reasons for disagreement:
  • Unmet specific needs: Stakeholders may have specific needs or requests, even if they aren't entirely user-centered. Understanding and addressing these needs can help overcome objections.
  • Desire to be heard: Stakeholders may insist on changes to ensure their ideas are taken seriously. Communicating the value of their input and explaining our solutions can help alleviate this concern.
  • Misunderstanding: Miscommunication or evolving project goals can lead to stakeholder insistence on changes. Clarifying the communication and redefining goals can guide us back to a productive path.
  • Consider other solutions: It's possible that our designs may not be the best solution. Recognizing that stakeholders have expertise and insights can help us trust their final decision.
  • Unreasonable stakeholders: While rare, there are cases where stakeholders are unreasonable and persistently push their own agenda. Managing such relationships requires extra effort and building rapport.
By understanding these reasons, we can navigate disagreements and work towards solutions that uphold the user experience.

Making Changes You Disagree With
To address changes we disagree with while preserving the user experience, consider the following tactics:
  • Make it subtle: Instead of implementing the change as requested, find a more subtle way to incorporate it. For example, use a text link instead of a button or place it in an out-of-the-way location.
  • Make it an option: If the change is only necessary for specific stakeholders, create an option that is not accessible to the general public, such as through user login or permissions.
  • Carefully consider placement: Evaluate if the change needs to be included in every view or if it can be limited to specific pages. Place it in less prominent areas, such as the footer, to minimize its visibility.
  • Plan a space: Designate areas where requested elements can be easily added or removed without disrupting the user's flow. This helps accommodate temporary or seasonal stakeholder requests.
These tactics are effective for simpler requests that don't involve complex interactions or user flow adjustments. By implementing these strategies, you can find a way to incorporate stakeholder requests while maintaining the integrity of the user experience.

Making Lemonade
When faced with a stakeholder's "bad idea," we often give in and implement it as proposed. However, this misses the chance to improve the design in unexpected ways. Constraints are what make us better designers, and incorporating these changes is an opportunity to find the best implementation. We should view stakeholder suggestions as a gold mine of ideas and engage in conversations to yield better solutions. Sometimes, these changes can uncover other problems and lead to improved experiences. Embracing these challenges and planning for them enables us to create the best user experience.

The Bank Account of Trust
When dealing with stakeholder feedback, it's important to have a balanced give-and-take relationship. Anticipating changes and knowing how to react is crucial. Building trust, demonstrating expertise, managing expectations, and effective communication are key to keeping stakeholders happy. Each positive experience is a deposit in the "Emotional Bank Account," while disagreements or missed commitments result in withdrawals. Maintaining a positive balance with stakeholders is essential. Sometimes, you may need to compromise to make deposits and choose battles wisely. Balancing user needs with stakeholder requirements is a continuous learning process. The goal is to build enough trust that stakeholders assume your choices are right, leading to successful user experiences.

When You're Wrong
Building trust is essential for effective communication. It involves more than just asserting your opinions; you must also establish rapport, trust, and a track record of good decisions. When you make a mistake, admitting it actually helps build trust. People appreciate honesty and transparency. By taking responsibility, providing solutions, and showing urgency, you demonstrate trustworthiness. Dwelling on the past or playing the blame game is unproductive. Sometimes, as a leader, you may need to take ownership for the sake of progress. Recognizing when you're wrong can be challenging due to personal biases, but indicators include the problem persisting, users struggling, and facing opposition from others. Admitting mistakes and offering solutions is crucial for recovery and building trust with your team.

Painting a Duck
Sometimes, no matter what we do, there will always be unreasonable people who prioritize their own preferences over the user experience. This phenomenon, known as Parkinson's Law of Triviality, leads to excessive focus on insignificant issues. In design meetings, some individuals feel compelled to give feedback even when it's not necessary, possibly to appear knowledgeable. To address this, the concept of "painting a duck" arises, where a distracting element is intentionally added to draw attention and prompt its removal, thereby avoiding unnecessary changes to the core product. While not advocating deception, this approach highlights the need for compromise and finding creative ways to navigate situations with unreasonable stakeholders. Offering alternative designs or subtly steering the conversation can redirect focus towards better solutions. It's a matter of striking a balance and deciding how far to go in managing stakeholders' expectations.

Managing Expectations
Managing expectations is crucial in your relationships with clients, bosses, and stakeholders. It's more important than producing impressive designs. Clear communication about changes, thought process, approach, and timelines is essential for stakeholder support. Failure to communicate expectations can lead to project failures and loss of support. A real-life example is Jim, who had talent but struggled with arrogance and defensive communication. His inability to manage expectations resulted in a project that failed despite great designs. When taking over, I focused on building relationships, listening to feedback, and transparently prioritizing tasks. By involving stakeholders, setting realistic timelines, and delivering on promises, I gained trust and support. I achieved more progress with less effort than Jim, emphasizing the importance of managing expectations. Designers must recognize that interpersonal communication is vital and designs alone cannot speak for themselves. Effective communication and relationship management are key to success in design.

Over, but Never Done



As we conclude our journey of meeting and communicating with stakeholders, remember that this process is ongoing.  The knowledge that's been shared prepares you to articulate design decisions, communicate effectively, maintain your sanity, and deliver outstanding user experiences.

There are two additional resources for your design practice. First, Chapter 12 is a valuable tool to share with stakeholders, teammates, and clients. It helps non-designers understand and collaborate more effectively with us. Second, the final chapter, Designing for Vision, presents an approach that prioritizes stakeholder needs. It encourages designing and leading with a visionary mindset, pushing beyond constraints to deliver maximum value to your leaders.


Chapter 12 - For Nondesigner

In organizations, stakeholders at all levels seek resources to improve communication with designers and create better products together. The designer-developer relationship can be challenging when they don't align. People often ask how to work more effectively together and want to prevent miscommunication and disappointment. Clear communication is crucial for maintaining good working relationships. This chapter helps stakeholders understand, communicate with, and thrive on teams with designers. It provides tips and a checklist to improve collaboration and ensure successful project starts.

The King and the Blind Man
Once there was a blind advisor to a king who wanted watermelons. The blind man laughed and informed the king that the watermelon season was over. The king was surprised but realized that the blind man had knowledge beyond sight. The story illustrates the importance of trusting and valuing the expertise of designers in problem-solving. To make the most of their skills, remember the Four "izes":
  • Realize that designers are good at their jobs and trust their decisions.
  • Prioritize their needs by providing necessary resources and timely feedback.
  • Authorize the team to make quick decisions and empower designers to make choices.
  • Recognize that designers are people too, with lives beyond work, and treat them with kindness and respect.
Designers bring unique perspectives and skills to the table, and by embracing these principles, you can enhance collaboration and achieve better results.

Ten Tips for Working with Designers
Here are 10 tips for better collaboration with designers:
  1. Focus on what works, not personal preferences.
  2. Describe problems, not solutions.
  3. Ask questions to understand our perspective.
  4. Don't claim to be the user.
  5. Allow us to explain our decisions.
  6. Trust our expertise in certain areas.
  7. Use constructive language, not harsh criticism.
  8. Ask about data if necessary.
  9. Prepare in advance for feedback.
  10. Provide what we need to succeed.
Remember these tips for effective teamwork with designers.

Design Project Checklist
Use this checklist for smoother projects:
  • Prepare with common project needs.
  • Improve communication and understanding.
  • Customize it based on project requirements.
  • Adapt and adjust as the project evolves.

MANAGEMENT VISION AND GOALS

Image What is the purpose of the website or app? Define the primary use or need. Why does this website or app exist?

Image What is the overall vision for the website or app? A clearly defined vision helps us understand how this project affects the future roadmap.

Image What are the short-term goals for the business overall? What does the business want to accomplish, and how does this project fit with those goals?

Image What metric can we track? How will we know we’ve succeeded? We need a way to measure our success.

Image What is the strategy for accomplishing the goal? This is what needs to be done to accomplish the goal: the tasks, tactics, or deliverables for the project.

Image What are the business requirements for this project? Having documented requirements at the beginning is important, but we can also work together to create them.

USERS OR CUSTOMERS

Image Who are the users? What do we know about them? This could be a starting point for writing personas and user stories.

Image What is the primary problem we want to solve for them? What are the biggest pain points for users right now? This might not be the goal of the project right now.

Image How do users interact with the site or app? What is their context/location, device type and size, entry and exit points, or frequency of engagement?

Image What is the plan or budget for usability testing and/or user interviews? We need to work with real users in order to design for them.

WORKFLOW AND COMMUNICATION

Image What tools should we use to communicate? What is the best way to get answers? Everyone has different preferences about email, text, video, and phone.

Image What should our meeting cycle look like? We’ll want both short, frequent updates, as well as longer, in-depth progress reports. For example, 30 minutes daily, plus a weekly hour-long (or more) design review.

Image What is the timeline for the project? How frequently can we release? Establish a pattern for when tasks should be completed. Take the deadline and work backward on the calendar. This can inform resourcing or scope, too.

Image Who makes the final call on decisions? Identify one person overall and/or assign one individual per role, for Business, Product, Design, Engineering, or Content. No committees.

ACCESS TO INFORMATION AND PEOPLE

Image What technical resources will we need? Who can provide us with access? This includes login credentials, email accounts, VPN, or access to servers.

Image What existing data is available? Access to analytics, usability studies, A/B tests, or any business reports or slide decks.

Image Is there an existing website or app that we can use for reference? Is there another product that we can use as a basis for this project?

Image What is the org chart for the company? What people are important for our project? A list of relevant people, including: names, titles, relationships, and areas of expertise along with contact information.

Image Do we have permission to work with these people? Necessary introductions or permissions need to be given for us to contact other people in the organization.

DESIGN AND TECHNICAL REQUIREMENTS

Image What design guidelines already exist? Branding guidelines, logo standards, design language documentation, style guides, or visual UI libraries.

Image What is the tone or style of the design? This might be defined by the design guidelines. If not, we can discuss.

Image What are our ground rules or design goals for guiding the design? A short list of limitations, best practices, or focused priorities to guide design decisions.

Image What other websites or applications are similar or relevant? A list of competitors, similar or unrelated products that are of interest.

Image What technical requirements will influence the design? Accessibility, browser/operating system version, device or viewport size support, responsive/adaptive/mobile.

A Seat at the Table
The business approach to design has evolved. Design is now seen as a solution to business problems and companies are recognizing its value. While many companies hire designers and build teams, they still struggle to deliver quality products. The problem lies in the lack of design leadership at an executive level. Successful organizations value design from the top down. To excel in UX, companies must place designers in executive positions. This can be done by creating a chief design officer role or involving designers in high-level decision-making. Improved communication and proximity to executives can also enhance collaboration. Incorporating design thinking requires empowering designers and giving them authority. By following these principles, companies can leverage their designers' skills and create exceptional user experiences.


Chapter 13 - Designing for Vision

Design goes beyond creating tangible things. As designers, we shape the vision and perception of the entire organization. We are business designers with the power to change the future and inspire others. By embracing our ability to imagine and create, we can make a meaningful impact. Let's explore the power of designing for vision and how it can benefit both our products and our careers.

Recognizing Our Power
As designers, we have the power to shape the future and inspire others. Our unique visual thinking skills allow us to create images that make the unreal real. Visual design plays a significant role in setting expectations and influencing people's perception of a product. By designing for vision, we can earn trust, bring stakeholders on board, and move projects forward. It also provides us with a creative outlet, fosters conversations, brings teams together, builds credibility, and leaves a lasting impact. Let's harness the power of visuals to create a new reality and shape a better future.

Practicing Creativity
To design for vision, practice purposeful creativity regularly. Seek inspiration from other products, explore various resources, and immerse yourself in different artistic endeavors. Expand your perspective by observing everyday objects and finding connections to your digital designs. Step out of your comfort zone to stimulate fresh thinking. Iteration and ideation are crucial for generating and refining ideas. Strive to create multiple diverse designs, setting aside previous versions and approaching problems from different angles. Embrace this habit of thinking differently to enhance your design skills.

Making It Happen
Designing for vision involves creating visuals that express your ideal future. It's about going beyond constraints and showcasing the best possible product through prototypes or mockups. These designs inspire and motivate your team to pursue ambitious goals. However, finding time for visionary work can be challenging amidst daily responsibilities.

To prioritize design for vision, consider these tips:
  • Find a different routine: Break from your regular schedule and create a new time and space dedicated to envisioning the future. Allocate a specific block of time each week or even 15 minutes daily for ideation and sketching.
  • Change your space: Seek a fresh physical environment that stimulates creativity. It could be a different room, a bookstore, or a park. The change in surroundings can inspire new thoughts and ideas.
  • Explore different activities: Engage in activities that allow your mind to relax and wander. Disconnect from screens and opt for walks, yoga, gardening, or any pursuit that promotes stillness and contemplation. This can help generate unexpected solutions and improve your preparedness for work.
  • Experiment with materials: Use different materials and tools to encourage new approaches. For instance, try sketching ideas on paper or using unconventional mediums like sidewalk chalk. By broadening your toolset, you expand the possibilities for creative expression.
  • Minimize internet dependence: Temporarily disconnect from the online world to avoid being influenced by existing ideas. Instead, rely on your own thoughts and creativity to tackle problems. Embrace the power of unfettered thinking.
By incorporating these strategies, you can make intentional time and space for designing with vision, unlocking long-term benefits for your work.

Making Stuff Up
Designing for vision is about inspiring people and creating excitement about the future. It's important to go beyond current projects and imagine new products and opportunities. Don't wait for someone else to pitch the next big thing; take ownership of your skills and create something from scratch. Forget about constraints and details, focus on communicating the concept. Make multiple versions and iterate. This applies to new designers building portfolios too. Don't wait for opportunities; create them yourself to demonstrate your skills. Even if ideas don't materialize, they still create value by showcasing your thinking and commitment.

Taking Your Ideas to the Right People
Relationships are crucial for success. Your connections and ability to communicate with people greatly impact the opportunities available to you. It's not enough to have great ideas; you need a supportive audience to share your vision with. Design skills can help you connect with decision-makers and influence them. Seek out the right people who can support you and create opportunities. Help others whenever you can to build trust and reciprocity. Keep your ideas and designs ready to share when the right opportunity arises. Having a supportive network is essential for designing with vision.

More Than Pixels
Our creations speak to our audience, breathing life into pixels and reflecting who we are. Design is personal, mirroring our style and personality. However, it's challenging to objectively evaluate our own designs and understand their true impact. Our unique perspective limits our comprehension. Communication is crucial, as designs can't speak for themselves. While designs may change and evolve, our ability to articulate them remains constant. Being a skilled communicator is a valuable asset, transcending the volatile nature of design. We can always carry this skill with us, no matter where life takes us.




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