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.
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 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.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.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.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.

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.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.
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.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 MattersEffective 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.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.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’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.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: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.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.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

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.

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.
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.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.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, 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.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 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.
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.
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

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.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.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.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 (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.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.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 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.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.
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.To effectively respond to stakeholders, remember these key points: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

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.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.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.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.To ensure agreement and project success, follow these key steps:
Now we'll apply what we've learned into a concise response that: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: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.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: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.To address changes we disagree with while preserving the user experience, consider the following tactics:
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.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.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 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.


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.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":

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.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.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.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.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.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.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.