设计师张超越_成为高级设计师的思考，超越设计

设计师张超越

重点 (Top highlight)

Imagine this scenario: You’re a user experience designer. You’ve been practicing for a few years. You’ve made your mark as a solid designer with a reputation for your information architecture skills and as a Jedi when it comes to Sketch. Yes, there are areas you’re working on, but all in all you feel pretty confident about your design chops.

想象一下这种情况：您是用户体验设计师。 你已经练习了几年了。 您已经赢得了可靠的设计师的称号，并以您的信息架构技能而著称，而在Sketch方面则成为绝地武士。 是的，您正在研究某些领域，但是总的来说，您对自己的设计工作充满信心。

Then one day, your boss is unexpectedly out of the office and you’re asked to join a big, important-sounding meeting in their absence. You have two choices: either you (a) recommend that the meeting be postponed until your boss returns, or (b) agree to step up and see how you can help. Being the proactive, helpful person you are, you choose the latter.

然后有一天，您的老板出乎意料地不在办公室，您被要求参加一个缺席的大型重要会议。 您有两种选择：要么(a)建议将会议推迟到老板回来之后，要么(b)同意加紧努力，看看可以如何提供帮助。 作为您积极主动，乐于助人的人，您选择后者。

When you get to the meeting, you see some faces you don’t recognize but manage to piece together that the meeting is with leads from other disciplines: Engineering, Sales, Product, Marketing, Testing, etc. Half an hour goes by and you’re still struggling to figure out what the conversation is about. So many acronyms... OKRs, KTLO, ARPUs, DAUs over MAUs. Terms like burn rate, conversion, opportunity cost, tech debt. It’s as though they’re speaking a foreign language. You have no idea how to contribute to the conversation and wonder how you even got here. You plot different ways you might exit the meeting early: A sudden onset of appendicitis maybe? A time-sensitive need to re-arrange your Micron pens by color? No, they probably wouldn’t understand. Instead, you distract yourself with your email hoping you don’t get called on to answer a question.

当您参加会议时，您会看到一些不认识的面Kong，但设法弄清会议是来自其他学科的领导：工程，销售，产品，市场营销，测试等。半个小时过去了，您仍在努力弄清谈话的内容。 如此多的缩写词... OKR，KTLO，ARPU，DAU超过MAU。 诸如燃烧率，转换，机会成本，技术债务之类的术语。 好像他们在说外语。 您不知道如何为对话做出贡献，也不知道您如何来到这里。 您会以各种不同的方式来提前退出会议：也许阑尾炎突然发作？ 有时间敏感性的需要按颜色重新排列美光笔吗？ 不，他们可能不会理解。 相反，您会分散自己的电子邮件，希望自己不会被邀请回答问题。

How did you go from feeling confidently capable, to wondering whether you were invited to this meeting by mistake? Putting aside a healthy dose of imposter syndrome, how is it that you felt so unprepared for this day?

您如何从信心十足的能力转变为想知道您是否被错误地邀请参加这次会议？ 抛开一剂健康的冒名顶替综合症 ，您对这一天的准备感觉如何呢？

这是怎么发生的 (How this happens)

For such a long time, the education system and corporations have optimized for “I-shaped” roles (“I”, as in the letter “I”). I-shaped roles are so named because they refer to roles with depth in a single specialization.

长期以来，教育系统和公司已针对“ I形”角色(“ I”，如字母“ I”)进行了优化。 之所以这样称呼I型角色，是因为它们在一个专门领域中是指具有深度的角色。

Figure 1. I-shaped roles have depth in the main area of expertise.

图1. I型角色在主要专业领域中具有深度。

While there’s merit in gaining depth in a function — it can be hard to land your first job without it, in fact — your growth can be hampered if you continue on this course.

尽管有深入了解功能的优点-实际上，如果没有它，很难找到第一份工作-如果继续这门课程，您的成长可能会受到阻碍。

您可以做什么 (What you can do about it)

The alternative is to develop your skills early in your career to become more “T-shaped”. A T-shaped role is one where the main specialization (such as the one in the I-Shaped role), is complemented with the ability to be conversant in a range of others.

另一种选择是在职业生涯的早期发展技能，以变得更“ T形”。 T形角色是主要专长(例如“ I形”角色中的一个)与其他多种语言的交流能力的补充。

The term was popularized by IDEO’s Chair and former CEO, Tim Brown. But in truth it’s been around for several decades, and is thought to originate from David Guest’s article “The hunt is on for the Renaissance Man of computing”, written in 1991. It is frequently referenced as part of the Agile software development methodology in the spirit of having sufficiently versatile team members to complete a Sprint’s goals.

这个词由IDEO的主席兼前首席执行官Tim Brown推广。 但实际上，它已经存在了几十年，并且被认为源于1991年撰写的David Guest的文章“正在追寻计算机的文艺复兴时期的人”。它经常被引用为敏捷软件开发方法论的一部分。具有足够多才多艺的团队成员来完成Sprint目标的精神。

Figure 2: T-shaped people have depth in one main specialization but also a working knowledge of many others. 图2：T形人在一个主要专业领域有深度，但在其他许多领域也有实用知识。

In the context of a UX designer, the vertical bar represents your design specializations. The horizontal bar corresponds to knowledge you acquire and become comfortable with outside of design. That doesn’t mean you need to be a confident coder or Marketing pro (although it doesn’t prevent you!). It just means you should become more familiar with the language and context of the key disciplines that you’re collaborating and interfacing with. For me, that’s Engineers, Marketing Professionals, Business Leaders, Product Managers, QA Leaders, Data Scientists. That means knowing enough about software development methodologies, the capabilities/limitations of the technology I’m designing for, systems level thinking, marketing, business, statistics, management theory, product management, testing methods etc etc.

在UX设计器的上下文中，竖线表示您的设计专长。 单杠对应于您所获得的知识，并且可以适应设计外部的知识。 这并不意味着您需要成为一名自信的编码人员或Marketing Pro(尽管这并不能阻止您！)。 这只是意味着您应该更加熟悉与之合作和交互的关键学科的语言和环境。 对我来说，是工程师，市场营销专业人员，业务负责人，产品经理，质量保证负责人，数据科学家。 这意味着要充分了解软件开发方法论，我正在设计的技术的功能/局限性，系统级思维，市场营销，业务，统计，管理理论，产品管理，测试方法等。

成为T型设计师 (Becoming a T-Shaped Designer)

Broadening your knowledge in this way will enable you to speak the same language as your partners. This means fewer misunderstandings and less time in meetings in which you’re the only one having the context explained (which can be a bit uncomfortable). Knowing about your counterparts’ functions means you can better anticipate their pain points and struggles. You can feel empathy for them, and in turn they feel heard and understood.

通过这种方式扩展您的知识，将使您能够说出与伴侣相同的语言。 这意味着更少的误会和更少的会议时间，而在会议中，您是唯一一个解释了上下文的会议的人(这可能有点不舒服)。 了解对方的功能意味着您可以更好地预测对方的痛点和挣扎。 您可以对他们感到同情，进而使他们感到被听到和被理解。

It will also make you more impactful in problem solving situations because you’re more capable of facilitating conversations and building on others’ ideas. The consultancy Adventures with Agile describes the benefit of having T-Shaped team members in being able to “reduce handoffs between knowledge silos, avoiding information loss”. This in turn makes you more dependable; a trusted UX advisor that can be turned to time and time again.

这也将使您在解决问题的过程中更具影响力，因为您更有能力促进对话并借鉴他人的想法。 咨询公司Adventures with Agile描述了T形团队成员能够“ 减少知识孤岛之间的交接，避免信息丢失 ”的好处。 反过来，这使您更加可靠； 值得信赖的UX顾问，该顾问可以一次又一次地出现。

On a macro level, this can mean results far beyond your design review meeting. As part of their research of 300 publicly listed companies over a five-year period, McKinsey & Company noted in their 2018 “Business Value of Design” report that “T-shaped hybrid designers, who work across functions while retaining their depth of design savvy will be the employees most able to have a tangible impact through their work”. They also measured differences of seven percentage points in compound annual growth rates of those companies who were most able to “break down functional silos and integrate designers with other functions”, compared to those who were least capable in this respect.

从宏观上讲，这可能意味着结果远远超出了设计评审会议的范围。 麦肯锡公司 ( McKinsey＆Company )在为期五年的研究中对300家上市公司进行了研究，在其2018年的“ 设计业务价值 ”报告中指出，“ T形混合设计师可以跨职能工作，同时保留其精通设计的精髓。将是最有能力通过工作产生切实影响的员工 ”。 他们还测量了那些最有能力“ 打破功能孤岛并将设计师与其他职能整合 ”的公司与那些在这方面最无能的公司相比的复合年增长率的七个百分点的差异。

Let’s look at some other concrete examples. Having a sense of the technical capabilities of the platform you’re designing for will make you more aware of how expensive your design is to build — or if it’s even possible. Knowing this upfront means you’re less likely to have to re-do a design because it wasn’t feasible. And it means you are less likely to waste everyone’s time pitching a concept that is never going to work, which in turn can impact your credibility.

让我们看看其他一些具体示例。 对您要设计的平台的技术能力有所了解，将使您更加意识到构建设计的成本—甚至可能。 预先知道这一点意味着您不太可能需要重新设计，因为这是不可行的。 这意味着您不太可能浪费每个人的时间来提出一个永远不会起作用的概念，这反过来又会影响您的信誉。

Furthermore, being able to fully understand the business goals will help you to translate design changes into impact on the bottom line. The Business Leader will gladly approve the funding for your project once they understand how your proposal to change a three-step flow into a four-step process, would bring clarity to a complex purchase order. And that this improved usability is what is needed to increase the likelihood of customers completing their transaction, which, at scale, translates to a substantial boost in sales.

此外，能够完全理解业务目标将有助于您将设计变更转化为对底线的影响。 一旦了解您将三步流程更改为四步流程的提案如何使复杂的采购订单变得清晰，业务主管将很高兴为您的项目批准资金。 改进的可用性是增加客户完成交易的可能性所需要的，这从规模上可以转化为销售额的大幅增长。

可行的想法 (Actionable ideas)

So how should you get started, and when? As with many things, it’s never too early to start developing these new skills. Start simple: think about your current interactions with the non-designers around you. If your typical routine is to fire off a Slack post containing your design to the Engineers, how about sitting down with them and walking through it instead? And how about doing it in person, instead of video conferencing, so that you have their full attention? Is it possible to move your desk to be located next to your key collaborators? You’ll organically absorb information about their disciplines without even trying and you’ll feel more connected to those team members.

那么，您应该如何开始？何时开始？ 与许多事情一样，开始开发这些新技能永远不会太早。 从简单开始：考虑您当前与周围非设计师的互动。 如果您通常的例行工作是向工程师发送包含您的设计的Slack帖子，那么与他们一起坐下来并逐步走动呢？ 那么亲自进行而不是视频会议如何进行，以便您全神贯注？ 是否可以将办公桌移动到关键协作者旁边？ 您无需进行任何尝试就可以自然地吸收有关他们学科的信息，并且您会与这些团队成员建立更多的联系。

Ask your key collaborators to show you what they do. Be curious; ask questions. Most people love to talk about themselves! Be authentic, but try and build some rapport to make it easier to ask for their time. Which tools and technologies do they use? What challenges do they face? “Interview” them like you would one of your end users. Even better: allow them to ask the same questions of your line of work, or invite them to your user interviews - look at it as a fun cultural exchange!

请您的主要合作者向您展示他们的工作。 保持好奇心; 问问题。 大多数人喜欢谈论自己！ 要真实可信，但请尝试建立融洽的关系，以使其更轻松地询问他们的时间。 他们使用哪些工具和技术？ 他们面临什么挑战？ 就像您的最终用户之一那样“采访”他们。 更好的是：允许他们提出与您的工作相同的问题，或邀请他们参加用户面试-将其视为有趣的文化交流！

Another avenue is to find out who the key thought leaders are in those different fields, and follow them on Twitter, YouTube, Vimeo and podcasts. Set alerts so that every time they publish something you’ll be notified.

另一个途径是找出关键思想领袖在那些不同领域中的人，然后在Twitter，YouTube，Vimeo和播客上关注他们。 设置警报，以便每次他们发布内容时都会收到通知。

Bottom line: it’s never too early to start broadening your knowledge. Continue to hone your design skills and keep pace with changes in techniques and design thought leadership. But also be curious. In an ever-changing world, there is never such a thing as “knowing everything” so adopting a lifelong learning mindset is important. You need to know just enough to be able to ask the right questions.

底线 ：开始扩展您的知识永远不会太早。 继续磨练您的设计技能，并跟上技术和设计思想领导力的变化。 但也很好奇。 在瞬息万变的世界中，从来没有“了解一切”这样的事情，因此采用终身学习的心态非常重要。 您需要足够的知识才能提出正确的问题。

If you’re looking for some good sources for broadening your knowledge, I have a shameless plug for one of my other articles, outlining three non-design related podcasts I’ve been enjoying recently. I’m also keen to learn from you: Which techniques or sources do you find useful for amassing information in this T-Shaped way? Drop me a line. You can find me on LinkedIn or Twitter.

如果您正在寻找一些拓宽知识的良好资源，那么我的另一篇文章也为我提供了一个无耻的插件，概述了我最近喜欢的三个与设计无关的播客 。 我也很想向您学习：您发现哪些技术或资源可用于以T形方式收集信息？ 给我留言。 您可以在LinkedIn或Twitter上找到我。

翻译自: https://uxdesign.cc/to-grow-as-a-ux-designer-think-beyond-design-aee3674104c1

设计师张超越