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I’m going to assume that you already know the importance of sharing work early and often to get feedback from your team and stakeholders. And how it’s such a critical part of the design process. Cool. Glad we’re on the same page.

我假设您已经知道尽早共享工作的重要性，并且经常会从您的团队和利益相关者那里获得反馈。 以及它如何成为设计过程中的关键部分。 凉。 很高兴我们在同一页上。

There are a lot great posts out there about why feedback is important and how to give good creative feedback (like this one, this other one, or this one on running effective design crits). But what I don’t see talked about as much is what we can do as designers to set ourselves and our work up so that we extract the constructive design feedback we need from our teams.

还有为什么反馈很重要，如何让优秀的创意反馈(就像很多伟大的职位在那里这一个 ， 这另外一个 ，或者这一项上运行有效的设计暴击 )。 但是，我没有谈论太多的是，作为设计师，我们可以做些什么来设置自己和开展工作，以便我们从团队中提取我们需要的建设性设计反馈。

So, I thought I’d share some learnings from facilitating weekly design crits for our team over the last few months.

因此，我认为在过去的几个月中，我将为我们的团队提供每周的设计经验，以分享一些经验教训。

＃1-给每个人足够的上下文。 (#1 — Give everyone (just) enough context.)

The goal here is to give people in the room enough background in order to understand the work you’re sharing and give you useful feedback.

目的是为会议室中的人员提供足够的背景知识，以使其了解您正在共享的工作并提供有用的反馈。

One pitfall I’ve seen designers (myself included) fall into when doing this is overwhelming their audience with too much information upfront. Sure it provides context but it can also inundate your audience with a sea of new information that leaves them unsure about what to focus on.

我曾经看到过一个设计师(包括我自己)陷入的一个陷阱，就是在前期获得太多信息而淹没了他们的听众。 当然，它提供了上下文，但是它也可能使大量的新信息淹没您的受众，使他们不确定要关注的重点。

Some things to consider sharing as context…

考虑作为背景共享的一些事物…

• Customer problem you’re trying to solve
  您要解决的客户问题
• How the designs fit into the overall customer journey
  设计如何适应整个客户旅程
• Design goals
  设计目标
• Business context
  商业环境
• Constraints you’re working with
  您正在使用的约束
• Competitive landscape
  竞争格局
• Scope — what is within or out of scope? Why?
  范围-范围之内还是之外？ 为什么？
• Where you are in the design process and how you got here
  您在设计过程中的位置以及到达这里的方式
• Key decisions made along the way
  一路上做出的关键决定
• Key insights that have shaped your team’s thinking and direction
  塑造团队思维和方向的关键见解

Figure out how much context is enough context for your audience to give you helpful feedback by considering what they already know and what is critical to understanding the work, and how much time you have.

通过考虑他们已经知道的内容以及对理解作品至关重要的内容，以及您有多少时间，找出多少上下文足以使您的听众获得有用的反馈。

＃2-明确说明您要寻找的反馈类型。 甚至您不需要的反馈。 (#2 — Explicitly state what kind of feedback you’re looking for. And maybe even the feedback you’re not looking for.)

Where do you want people to focus their attention as you walk through your designs? Stating this upfront will help your audience look at your work through this lens and relieve them of the burden of having to figure it out for themselves. And, specifically stating what feedback you’re not looking for can be helpful to keep the feedback you get at the right altitude.

在设计过程中，您希望人们将注意力集中在哪里？ 预先说明这一点将有助于您的观众通过这个镜头来看待您的作品，并减轻他们负担自己解决问题的负担。 并且，特别说明您不需要的反馈有助于将您获得的反馈保持在正确的高度。

It’s okay to call out the weaknesses in your work or areas where you’ve made some assumptions that you’d like to get help on. The whole idea of getting feedback is to take something that’s work-in-progress and make it better using the collective brain power of the team. I also think it shows a level of self-awareness if you’re able to view your own work critically and recognize its flaws.

可以指出您在工作或某些需要做出帮助的假设方面的弱点。 获得反馈的整个想法是采取正在进行的工作，并利用团队的集体智慧使其更好。 我还认为，如果您能够批判性地查看自己的作品并认识到它的缺点，那么它就会显示出一定的自我意识。

The other thing I’ll say about this is align the kind of feedback you’re looking for with the kind of people in the room. Think about what your audience is uniquely positioned to give you feedback on. For example, if I’m presenting work to a group of designers, I might ask for feedback on specific interactions or design patterns. Whereas if I’m sharing the same work in a forum with PMs, engineers, legal, marketing, etc. I might ask for feedback on how this flow might better connect to other parts of product/ecosystem, enabling discovery of this feature, legal implications, etc. but not expect design feedback.

关于这一点，我要说的另一件事是使您正在寻找的反馈意见与会议室中的人员意见保持一致。 考虑一下您的受众群体的独特定位，可以为您提供反馈。 例如，如果我要向一组设计师介绍工作，我可能会要求提供有关特定交互或设计模式的反馈。 如果我要在与PM，工程师，法律，市场营销等部门的论坛中共享相同的工作，那么我可能会征求有关此流程如何更好地连接到产品/生态系统其他部分的反馈，从而使该功能，含义等，但不要期望设计反馈。

What this might sound like…

这听起来像什么...

“I would love to get feedback on the overall design direction and high level flows.”

“我很想获得有关总体设计方向和高层流程的反馈。”

“We’re still early in the design process, so we’re not looking for visual design feedback at this point.”

“我们仍处于设计过程的初期，因此我们现在不寻求视觉设计反馈。”

＃3 —保持有趣。 (#3 — Keep it interesting.)

In an ideal world everyone would be listening intently to and care deeply about everything we have to say. But alas, this is not the case.

在理想的世界中，每个人都会专心聆听并深切关心我们必须说的一切。 但是，事实并非如此。

A few ways to keep your audience engaged…

保持听众参与的几种方法…

• Be concise. Don’t burden your people with unnecessary details they don’t really need to know. Your core point and argument is going to get lost if there’s too much information to sift through.
  简明扼要。 不要给您的员工增加不必要的不​​必要的细节，而这是他们真正不需要知道的。 如果有太多信息无法筛选，您的核心观点和论点将会迷失。
• Get people excited about your work by helping them understand why it matters.
  通过帮助人们了解其重要性，使人们对您的工作感到兴奋。

• Convey your excitement about the work. It’s interesting how simply seeing how passionate you are about something can make someone else feel excited and invested in it too.

  表达您对这项工作的兴奋。 有趣的是，仅仅看到您对某事有多热情，也会使其他人感到兴奋并投入其中。

• Make connections to the work they’re doing so it feels more relevant.
  与他们正在做的工作建立联系，因此感觉更相关。
• Weave a story. Instead of just walking through screens, tie it together with a story. It could be as simple as how your customer facing a challenge and how they overcome it using the thing you’re designing. Tying it to real people, problems and emotions make it easier for people to connect to.
  编织一个故事。 与其仅浏览屏幕，不如将其与故事捆绑在一起。 就像客户如何面对挑战以及如何使用您设计的产品克服挑战一样简单。 将其绑定到真实的人，问题和情感上可以使人们更容易地与之联系。

＃4 —让人们对要覆盖的内容有所了解。 (#4 — Give people a heads up about what you want to cover.)

This reminds me of the quote, “tell the audience what you’re going to say, say it; then tell them what you’ve said.” It helps you set expectations, dive into the details and reiterate the important parts.

这使我想起了这样的名言：“告诉听众你要说的，说出来； 然后告诉他们你说的话。” 它可以帮助您设定期望，深入细节并重申重要部分。

It all comes down to reducing the cognitive load on your audience so that they can focus on what matters most. Let them know what you’re going to be covering and what is expected of them as you’re going through it. For example, if you’re going to share some previous design work just for context, making it clear upfront will help your team look at it with the appropriate lens.

一切都归结为减少了听众的认知负担，使他们可以专注于最重要的事情。 让他们知道您要涵盖的内容以及在经历过程中对他们的期望。 例如，如果您将仅出于上下文目的共享一些以前的设计工作，那么将其弄清楚就可以帮助您的团队使用合适的镜头进行研究。

This also helps if you lose someone’s attention in the middle, they’re likely to catch up quicker and make sense of the conversation by tying it back to what you initially laid out.

如果您在中间失去某人的注意力，这也很有帮助，他们可能会更快地赶上来，并通过将其与最初布置的内容联系起来，从而使对话变得有意义。

＃5 — 在分享时的关键时刻暂停提问。 (#5— Pause for questions at key moments as you’re sharing.)

As people view something for the first time, they might have some foundational questions that they need answered in order to digest subsequent information — anything from what is the purpose of this meeting to what is the purpose of this work. As a presenter, providing opportunities to ask clarifying questions at the right moments, will help you ensure you don’t lose people by the end of your shareout.

当人们第一次查看某些内容时，他们可能需要回答一些基本问题才能消化后续信息-从会议的目的到工作的目的。 作为演示者，提供在适当的时候提出澄清问题的机会，将帮助您确保在分享结束之前不会失去任何人。

At the same time, having to constantly field questions can dampen your flow. So the key here is being thoughtful about deciding when and how often you give people the chance to ask questions.

同时，不得不不断地提出问题可能会阻碍您的交流。 因此，这里的关键是考虑周到的决定时间和频率，使您有机会向人们提问。

What this might look or sound like…

这看起来或听起来像什么……

Creating summary slides to give you a chance to pause, answer questions and make sure everyone is aligned.

创建摘要幻灯片可让您有机会暂停，回答问题并确保每个人都保持一致。

“I’m going to pause here for any quick questions before we move on.”

“在继续前进之前，我将在此处暂停任何简短的问题。”

＃6 —回顾您所听到的。 (#6 — Recap what you hear.)

Reflecting what you’ve heard someone say back to them is such a great way to 1) verify that you understood what they’re saying as they intended it and 2) give them an opportunity to clarify, correct or articulate their thoughts more clearly and concisely.

反映您听到某人对他们说的话，是一种很好的方式：1)确认您了解他们的意图，并2)让他们有机会更清楚地阐明，纠正或阐明他们的想法，简而言之。

It’s amazing how many times I’ve heard people (myself included) spend 2–3 minutes expressing their point in a long-winded manner but then express the same point with astounding clarity in 10 seconds after I replay what I think I heard. It makes sense if you think about it. The first time, they’re thinking through their thoughts as they talk. Whereas the second time round, they already know what they want to say.

令人惊讶的是，我听到人们(包括我自己)花了2到3分钟来长时间表达自己的观点，但是在重播我想听的内容后的10秒钟内，我以惊人的清晰度表达了同一观点。 如果您考虑一下，这是有道理的。 第一次，他们在讲话时思考自己的想法。 而第二轮，他们已经知道他们想说什么。

What this might sound like…

这听起来像什么...

“If I can reflect what I heard back to you. I want to make sure I understand it right…”

“如果我能将我所听到的反馈给您。 我想确保我理解正确……”

“What I’m hearing is…[recap]. Does that capture it?”

“我听到的是……[回顾]。 那能抓住它吗？”

＃7- 确保听到所有声音。 (#7— Make sure all voices are heard.)

Part of getting feedback is making sure you’re getting diverse points of view on your work.

获得反馈的一部分是确保您对工作有不同的看法。

If a few voices dominate the conversation, find ways to involve the rest of the group. Perhaps some in the group are less vocal or want to say something but are unable to find a gap in the conversation to speak. Simply recognizing this and bringing them into the conversation can go a long way.

如果在对话中占主导地位，请设法让其他人参与进来。 小组中的一些人也许不那么发声，或者不想说些什么，但是却无法在谈话中找到空白。 简单地认识到这一点并将其带入对话可能会走很长一段路。

You could also do this through how you structure the session. For example, give people a couple of minutes after you’ve shared your work but before discussion for everyone to write down their thoughts. This reduces the pressure on people to think on their feet if they’re not comfortable with it.

您也可以通过如何组织会话来做到这一点。 例如，在您分享您的作品后，但在讨论之前，请大家花几分钟让大家写下他们的想法。 如果不舒服，这可以减轻人们思考问题的压力。

What this might sound like…

这听起来像什么...

“Jung, given your experience with [xyz], I’d love to hear your take on this.”

“荣格，鉴于您在[xyz]方面的经验，我很想听听您对此的看法。”

“Would anyone else like to add anything to this before we move on?”

“在我们继续之前，还有谁愿意在此添加任何内容吗？”

＃8 —进行对话。 (#8 — Own the conversation.)

As the presenter, this is your conversation to drive. You have the power to control it as much or as little as you want. This means artfully re-directing the conversation if it goes off on a tangent, asking clarifying questions to make sure you really understand someone’s point, and deciding when it’s worth digging deeper into a topic and when to move on.

作为主持人，这是您要推动的话题。 您可以根据需要随意控制它。 这意味着如果对话不切线，可以巧妙地重新定向对话，询问清楚的问题以确保您真正理解某人的观点，并确定何时值得深入探讨某个话题以及何时继续进行。

What this might sound like…

这听起来像什么...

“That’s a great point and I’ll make a note of that. But I’d love if we could spend the rest of the time on [xyz].”

“这是一个很好的观点，我会对此加以说明。 但我很想如果我们可以将其余时间花在[xyz]上。”

“I want to dive deeper into that, but before we do I’m wondering if there are any more comments on [xyz].”

“我想更深入地了解这一点，但是在我们开始之前，我想知道是否对[xyz]还有更多评论。”

翻译自: https://uxdesign.cc/the-art-of-getting-design-feedback-52a9ecf3da50

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