运放如何让反馈更稳定_如何获得更好的设计反馈会议

运放如何让反馈更稳定

重点 (Top highlight)

If you’ve never witnessed a design feedback session go off the rails, you probably haven’t participated in many of them. Even when they don’t go off the rails, these sessions often fail to be as productive as they should be. Problems include poorly structured presentations, misguided criticism, lack of clarity around roles and responsibilities, working from different vocabularies, and even unintentional (one hopes) personal attacks.

如果您从未亲眼目睹过设计反馈会议的进行，那么您可能没有参与其中的许多活动。 即使他们没有脱离常规，这些会议通常也无法达到应有的生产力。 问题包括结构不清的演讲，误导性的批评，角色和职责的不清楚，使用不同的词汇，甚至是无意的(一个希望)人身攻击。

The methods outlined below are meant to help both designers and non-designers have better, more productive design feedback sessions. They’re easy to follow and based on common sense and experience. Still, they take practice; teams get comfortable with undisciplined feedback sessions, and old habits die hard.

下面概述的方法旨在帮助设计人员和非设计人员都拥有更好，更高效的设计反馈会议。 它们易于理解，并且基于常识和经验。 他们仍然练习。 团队对无节制的反馈会感到满意，而且旧习惯很难改掉。

Many of these methods have applicability beyond the realm of design. In fact, I’ve drawn inspiration from an eclectic mix of sources including the Critical Response Process developed by choreographer Liz Lerman; playwright and inspired teacher, Stefanie Zadravec (who also happens to be my wife); my graduate school mentor Marvin Harden, who ran the best crit sessions I’ve ever experienced; and my own two decades of design critique experience.

这些方法中的许多方法都具有设计领域以外的适用性。 实际上，我是从各种折衷方法中汲取灵感的，其中包括由编舞者Liz Lerman开发的“ 关键响应过程” ； 剧作家，受启发的老师史蒂芬妮·扎德拉维克 ( Stefanie Zadravec) (恰好也是我的妻子) 我的研究生导师Maven·哈登 ( Marvin Harden )举办了我有史以来最好的暴击会议； 和我自己的二十年设计评论经验。

I’ve broken the recommendations down into two sections: Advice for the designer and Advice for the reviewer. (Reviewers might be clients, product managers, engineers, client partners, stakeholders, or even other designers on the project team.)

我将建议分为两部分： 设计师的建议和审稿人的建议 。 (审阅者可能是客户，产品经理，工程师，客户合作伙伴，涉众，甚至是项目团队中的其他设计师。)

I think it’s beneficial for designers and reviewers to read both sections, as there’s an interrelationship between the two.

我认为这对设计者和审阅者来说都是有益的，因为两者之间存在相互关系。

流 (The flow)

Before we dig into the specific advice, however, let’s take a moment to talk about the structure our feedback sessions might take. I’ve found the following to be a productive flow:

但是，在深入研究具体建议之前，让我们花一点时间来讨论我们的反馈会议可能采用的结构。 我发现以下是富有成效的流程：

1. Setup: the designer explains why everyone is here, what they’ll be reviewing, and the strategy behind the work being presented

   设置 ：设计师解释为什么每个人都在这里，他们将进行哪些评论，以及提出工作背后的策略

2. Presentation: the designer takes everyone through the work, explaining key decisions along the way; reviewers are asked to hold their questions and feedback

   演示 ：设计师带领每个人完成工作，并解释整个过程中的关键决策； 要求审稿人保留他们的问题和反馈

3. Clarification: the designer asks the reviewers clarifying questions (more on this later). Note: clarification can occur during presentation

   澄清 ：设计者要求审稿人澄清问题(稍后会详细介绍)。 注意：在演示过程中可能会进行澄清

4. Feedback: reviewers offer their feedback in the form of questions or neutral, non-subjective commentary

   反馈 ：审阅者以问题或中性，非主观评论的形式提供反馈

5. Recap: the designer restates key bits of feedback and promises to revisit or revise as required

   回顾 ：设计人员重申反馈的关键点，并承诺根据需要重新访问或修改

Okay, let’s jump into the recommendations. Again, they are broken down into two primary sections:

好吧，让我们进入建议。 同样，它们分为两个主要部分：

• Advice for the designer
  给设计师的建议
• Advice for the reviewer
  给审稿人的建议

给设计师的建议 (Advice for the designer)

率先 (Take the lead)

This is critical: you should be the one guiding the team through the work. If you have a design lead, they may take point, or they may let you do so. In either case, you or the design lead is responsible for keeping the conversation on track and driving toward a positive conclusion.

这很关键：您应该是指导团队完成工作的人。 如果您有设计负责人，他们可能会有所作为，或者可能会让您这样做。 无论哪种情况，您或设计负责人都有责任使对话保持在正轨并推动取得积极的结论。

设置舞台 (Set the stage)

Before presenting anything, start by reminding everyone why they’re there, what they’re going to be reviewing, and any relevant strategy that led up to this presentation. For example, you might restate key points from the project brief so that everyone understands that the work is grounded in agreed-upon strategies.

在介绍任何内容之前，首先要提醒每个人为什么在那里，他们将要审查的内容以及导致本次演讲的任何相关策略。 例如，您可以从项目摘要中重述关键点，以使每个人都了解该工作是基于商定的策略。

“Design is strategy visualized.” — Unknown

“设计是战略可视化的。” —未知

解释你的想法 (Explain your thinking)

It’s not enough for you to simply walk through your work and describe what people can see for themselves. You need to explain how the work ties back to an overall strategy, and the rationale behind each of your design decisions.

仅仅浏览工作并描述人们可以自己看到的内容是远远不够的。 您需要解释工作如何与整体策略联系起来，以及每个设计决策背后的原理。

问问题 (Ask questions)

Going into a feedback session, you probably have a sense of what is and isn’t working, as well as your own points of concern and confusion. A great strategy is to ask questions of your colleagues either during the presentation or immediately afterward.

参加反馈会议时，您可能会知道什么在工作，什么没在工作，以及自己的关注点和困惑点。 一个不错的策略是在演讲过程中或演讲后立即向同事提出问题。

• “Did you understand…?”
  “你明白了吗…？”
• “What did you think about…?”
  “你在想什么……？”
• “Can you explain why…?”
  “你能解释为什么……吗？”

Asking clarifying questions before soliciting feedback from the team allows you to maintain control of the conversation. It has the added benefit of heading off potential questions or concerns the reviewers may have come up with themselves. In other words, it demonstrates you are on the same wavelength as everyone else, and you’re genuinely interested in their feedback.

在征求团队反馈之前先问清楚问题，这样您就可以保持对对话的控制。 它具有避免潜在的问题或审核者可能提出的担忧的额外好处。 换句话说，它表明您和其他所有人一样，并且对他们的反馈真正感兴趣。

征求反馈 (Solicit feedback)

Once you’ve gone through your questions, it’s time to solicit feedback from your colleagues. Remind them that it’s best if they give their feedback either in question form, or by simply stating a concern.

解答了所有问题后，就该征询同事的反馈了。 提醒他们最好是以问题形式或简单地提出问题来提供反馈。

For example, “Did you consider…” is better than “I think you should…” Even “I’m concerned about…” is better than “That’s not working because…”

例如，“您是否考虑……”比“我认为您应该……”要好，即使“我担心……”也要比“那不起作用是因为……”要好。

If people get negative or offer specific design solutions, you or your design lead need to head it off right away. Remind your colleagues to avoid subjective opinions and to focus on the work and how it ties back to the strategy.

如果人们持否定态度或提供特定的设计解决方案，则您或您的设计主管需要立即解决。 提醒您的同事避免主观意见，并专注于工作及其与战略的关系。

Humans are problem solvers by nature; the minute one person goes negative, the whole team will follow suit.

人类天生就是解决问题的人。 当一个人消极的那一刻，整个团队就会效仿。

不要回答所有问题 (Don’t answer everything)

If you don’t agree with a bit of feedback, or you don’t immediately have an adequate response to a question, you’re not obligated to respond in the moment.

如果您不同意一些反馈，或者您没有立即对问题做出充分的答复，那么您就没有义务立即做出回应。

You can say, “I hear what you’re saying,” or “I need to think on it and get back to you.” This lets the reviewer know their concern was heard, and it gives you the opportunity to carefully consider the feedback or question, and respond appropriately when ready. Obviously, you should follow up, even if you end up disagreeing

您可以说：“我听到您在说什么”，或“我需要考虑一下然后再回头给您。” 这使审阅者知道听到了他们的担忧，并且使您有机会仔细考虑反馈或问题，并在准备就绪时做出适当回应。 显然，即使您最终不同意，也应该跟进

给审稿人的建议 (Advice for the reviewer)

让他们结束 (Let them finish)

It’s natural to feel enthused about the work and want to offer your feedback right away. Don’t. Let the designer finish their presentation. If you see something of concern (or worthy of praise), write it down so you can refer to it when you’re asked to weigh in.

对工作充满热情并想立即提供您的反馈是很自然的。 别。 让设计师完成演示。 如果您发现有问题(或值得称赞)，请写下来，以便在需要称量时参考。

开始积极 (Start positive)

Talk about what’s working for you, what resonates. Discuss what you think is particularly successful and on-strategy. Avoid using subjective terminology — pretty, sparkly, amazing — and focus instead on how the work does what’s intended.

谈论什么对您有用，产生什么共鸣。 讨论您认为特别成功的策略。 避免使用主观术语( 漂亮，闪闪发光，令人惊叹) ，而应专注于作品如何实现预期目的。

Remember, it’s just as important for everyone to hear what’s working as what isn’t. It also tells the designer you appreciate their efforts. During this phase, it’s critical to avoid getting into what you think needs improvement, or what isn’t working. That comes later.

请记住，每个人听到有效的内容和无效的内容一样重要。 它还告诉设计师您赞赏他们的努力。 在此阶段中，至关重要的是避免陷入您认为需要改进或无法解决的问题。 那是稍后。

A wonderful side effect of this positive feedback phase is that it can inspire more ideas and solutions, similar to how the improv tactic “Yes, and…” keeps a comedy bit moving forward, whereas “No, thanks…” kills it on the spot.

此积极反馈阶段的一个奇妙副作用是，它可以激发更多的想法和解决方案，类似于即兴策略“ 是，然后…… ”如何使喜剧片不断前进，而“不，谢谢……”是如何将其杀死的呢？ 。

And be kind, please. Sharing work isn’t easy for everyone; even the driest project contains a bit of the designer’s heart and soul. Only the most seasoned, hardened designers can take criticism without blinking an eye. Poor feedback can damage relationships and shake a designer’s confidence, and no one wants that.

请客气。 所有人共享工作并不容易； 即使是最干燥的项目也包含了设计师的全部心血。 只有经验最丰富，最精干的设计师才能接受批评，而不会眨眼。 差劲的反馈会破坏关系并动摇设计师的信心，没有人希望这样做。

问问题 (Ask questions)

When the designer or design lead signals that it’s time for critical feedback, offer it in question form. This might be challenging or unnatural at first, but trust me, it works. Instead of assertive statements, ask about the rationale behind the work, what other options were considered, or how they came to their conclusions.

当设计人员或设计负责人发出信号时，应该提出关键反馈，以问题的形式提供。 起初这可能具有挑战性或不自然，但请相信我，它确实有效。 与其说出肯定的陈述，不如询问工作背后的理由，考虑了哪些其他选择或它们如何得出结论。

For example, let’s say you’re concerned a dropdown menu might be the wrong choice in a given UI design. Instead of saying that, ask the designer why they chose it. Chances are they have a good reason; when you hear it, you might agree with it, but even if you don’t, at least you know where they’re coming from so you can structure further feedback accordingly.

例如，假设您担心在给定的UI设计中，下拉菜单可能是错误的选择。 不要问设计师为什么选择它。 他们很有可能有充分的理由； 当您听到它时，您可能会同意，但是即使您不同意，至少您也知道它们的来源，因此您可以相应地构建进一步的反馈。

At this point in the feedback sessions, structuring your thoughts and concerns as questions not only reduces the risk of derailing the conversation, it gives the designer an opportunity to explore their thinking with you. It’s a more collaborative, open approach than offering specific suggestions or simply stating negatives.

此时，在反馈会议中，将您的想法和关注点结构化，因为问题不仅降低了对话脱轨的风险，而且还为设计师提供了与您一起探讨他们的想法的机会。 与提供具体建议或仅陈述否定意见相比，这是一种更具协作性，开放性的方法。

• “How does this…?”
  “这是怎么...？”
• “What happens if…?”
  “如果……会发生什么？”
• “Did you consider…?”
  “你考虑过吗……？”

不要重新设计 (Don’t redesign)

Everyone has a strong opinion about design, and that’s a good thing. It doesn’t mean, however, that everyone should offer specific design direction. The point isn’t to tell the designer what to do, but to raise your questions and concerns so the designer can address them and, if necessary, come up with improvements based on your feedback.

每个人对设计都有很强的见解，这是一件好事。 但是，这并不意味着每个人都应该提供特定的设计方向。 关键不是要告诉设计者该怎么做，而是要提出您的问题和疑虑，以便设计者可以解决它们，并在必要时根据您的反馈提出改进意见。

Again, ask a question or, at this point, state your concern simply and without judgment:

再次，提一个问题，或者在这一点上，不加任何判断地简单地陈述您的关注：

• “I’m worried people won’t know how to…”
  “我担心人们不会……”
• “I was confused by…”
  “我被……弄糊涂了。”
• “What if someone doesn’t…”
  “如果有人不……怎么办？”

This bit of advice is often the hardest for teams to follow, but it’s also one of the most important. Asking questions or saying what isn’t working rather than stating how you want something redesigned respects the designer’s professional boundaries. It allows them to remain in the mode of problem solver rather than order taker.

这些建议通常是团队最难遵循的，但也是最重要的建议之一。 提出问题或说什么行不通，而不是说您要重新设计的东西尊重了设计师的专业界限。 它允许他们保持问题解决者的模式，而不是接单者。

坚持工作 (Stick to the work)

This may seem like a no-brainer, but it’s critical to focus only on the work and not the designer. I’ve seen feedback sessions go completely pear-shaped when things get personal, inadvertently or not.

这看起来似乎很容易，但仅专注于工作而不是设计师是至关重要的。 我已经看到，无论事情是否私人化，反馈会议都是完全梨形的。

For example, I once witnessed a strategist ask a designer if she’d “read the project brief.” I don’t think she meant it as an attack, but that’s certainly how it was taken. That feedback session went downhill from there but, more importantly, their professional relationship suffered permanent damage.

例如，我曾经目睹一位战略家问设计师，她是否会“阅读项目简介”。 我不认为她将其视为攻击，但这当然是采取的方式。 反馈会议从那里走下坡路，但更重要的是，他们的专业关系遭受了永久性损害。

Comment on the work and only the work.

评论作品，仅评论作品。

避免肠React (Avoid gut reactions)

Our first impressions are often wrong or misguided. Before jumping in, reflect on what you’re about to say to see if it feels right. If you’re at all unsure, hold it back. You can always reach out later if it feels right.

我们的第一印象常常是错误的或被误导的。 跳进去之前，思考一下您要说的话，看是否感觉正确。 如果您不确定，请退后。 如果感觉合适，您以后可以随时与我们联系。

不要堆积 (Don’t pile on)

Only one person needs to express a concern. If the designer chooses, they can ask others if they feel the same, but when everyone jumps in, it can feel like a gauntlet of negativity.

只有一个人需要表达关注。 如果设计师选择，他们可以询问其他人是否也有相同的感觉，但是当每个人跳进去时，它都会感觉像是负面的挑战。

学习术语 (Learn the lingo)

If you’re participating in design feedback sessions, you should have some foundational design knowledge and be familiar with basic design terminology. Having a common language is essential for clear, effective communication. Bonus: you can impress friends and family with terms like white space and heuristics.

如果您参加设计反馈会议，那么您应该具有一些基本的设计知识并且熟悉基本的设计术语。 拥有通用语言对于清晰有效的沟通至关重要。 奖励：您可以用空白和启发式等字眼打动朋友和家人。

Even if you have no design background, you can get up to speed by taking a couple of basic design classes either online or in person. Grab a foundational design book, one geared toward non-designers. Ask your designer colleagues to hold some brown bag sessions where they explain their craft. (And you should do the same for your own craft; learning from our peers is incredibly empowering.)

即使您没有设计背景，也可以通过在线或亲自参加几个基础设计课程来掌握新的知识。 拿起一本基础设计书，专门针对非设计师。 让您的设计师同事举行一些棕色皮包会议，向他们解释自己的Craft.io。 (您也应该为自己的手艺做同样的事情；向我们的同行学习是令人难以置信的授权。)

假设意图 (Assume intent)

I saved this bit for last because I think it’s the most important. Unless you’re working with a complete hack designer — and you’re probably not — each decision they made was intentional. Each bit of the design was weighed and considered. It might be wrong, but it’s almost certainly not random.

我将这一点保留下来了，因为我认为这是最重要的。 除非您与一个完整的hack设计师合作(而且可能不是)，否则他们所做的每个决定都是故意的。 设计的每一点都经过权衡和考虑。 可能是错误的，但是几乎可以肯定不是随机的。

When you start by assuming the designer was intentional in their decisions, your questions and comments are much more likely to come from a place of respect and understanding than mere subjectivity. You’re more likely to frame your feedback as a dialogue rather than naked criticism to be endured or ignored.

当您开始假设设计师的决策是故意的时，您的问题和评论很可能来自尊重和理解的地方，而不仅仅是主观的。 您更有可能将自己的反馈视为对话，而不是忍受或忽视裸露的批评。

你有这个 (You’ve got this)

Whether you adopt some or all of the strategies above, you can have more open, collaborative feedback sessions. This process might not feel natural at first, and some people—particularly those with the loudest voices—might push back. Nonetheless, once you bring structure to your critiques, once you create an environment built on trust and mutual respect, the work your team produces will be better for it.

无论您采用上述部分策略还是全部策略，都可以进行更开放的协作反馈会议。 起初，这个过程可能并不自然，有些人，尤其是那些声音最大的人，可能会退缩。 但是，一旦将结构带到批评中，一旦创建了建立在信任和相互尊重基础上的环境，团队所做的工作就会更好。

翻译自: https://uxdesign.cc/how-to-have-better-design-feedback-sessions-fa6640fac348

运放如何让反馈更稳定