设计评审会到底怎么开才算最高效?

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概要:    导读:设计师们如何组织一场高效的设计方案评审会。老式的圆桌会议式的评审会是不是时时令你崩溃?从准备工作,到流程设计,到会议议程。改文章事无巨细介绍了一场高效的设计评审会的开会机制。   How to cond...

 

 

导读:设计师们如何组织一场高效的设计方案评审会。老式的圆桌会议式的评审会是不是时时令你崩溃?从准备工作,到流程设计,到会议议程。改文章事无巨细介绍了一场高效的设计评审会的开会机制。

 

How to conduct design review meetings that don’t get derailed

如何开展高效的设计评审会

Changing the round-table discussion.

圆桌会议讨论的方式要变变了

Sean HarrisFollow

Feb 5

Overview

This post outlines a great technique for conducting an efficient Design review meeting. I’ve leveraged this approach in startup and corporate cultures with C-Suite participants. In all situations, people have thanked me for the structured and collaborative approach.

This approach is not exclusive to the Product Design space and can be used to review any idea, process or concept you can think of. If you are facilitating, pitching, presenting or participating in a group review of any kind of content you may benefit from reading this post.

Quick shout out to Product and Technology leader Keren Nimmo for sharing this technique with me years ago.

这篇文章概述了主持一场高效的设计评审会所需要的技巧。我将该技巧运用到了创业公司和大企业的管理层。在所有情况下,他们都感谢我提供的这个采用结构化和协作的方法。此方法并非专用于产品设计空间,可用于审核您能想到的任何想法,过程或概念。如果您正在促进,推销,展示或参与任何类型内容的小组审核,您可以从阅读本文中受益。产品和技术领导者Keren Nimmo多年前与我分享了这项技术。

 

Traditional design review example. The round-table discussion.

传统设计评审会的例子。圆桌讨论。

 

Before getting in to the approach, let’s chat a little about traditional team reviews. In the design space, you’ll most likely find recurring team meetings where various cross-functional team leads all meet to review a new app design or design change.

在介绍这个方法之前,让我们聊一下传统的团队评论。在设计领域,您很可能会发现定期召开的小组会议,其中各种跨职能团队负责人都会聚在一起审核新的应用程序设计或设计变更。

The format you’ll see most of the time is a “round table discussion” which means anyone speaks up when they have something to say during the review. Participants may include multiple decision makers or maybe the decision maker isn’t present. The duration of the meeting is usually limited to 1hr at best. The lead designer will be facilitating the review and attempting to gather feedback on the design while it’s discussed.

您在大多数时间看到的会议召开方式是“圆桌讨论”,这意味着任何人在审核期间有话要说时,都会说出来。参与者可能包括多个决策者,或者决策者可能不在场。会议的持续时间通常限制在1小时。首席设计师将在讨论时促进大家发言并尝试收集有关设计的反馈。

The goal of the meeting is to generate a shared understanding of the design, identify challenges, opportunities and questions from the team. There also might be a goal of getting a final approval on the design.This approach seems like a good idea, or does it? If you’re presentation skills are light and or you don’t feel like you have the confidence to guide the discussion you could be in trouble.

会议的目标是产生对所设计的方案的共同理解,找出团队面临的挑战,机遇和问题。也可能有一个目标是获得设计的最终通过。 圆桌讨论似乎是一个好方法,或者的确就是?如果您的演讲技巧不是很好,或者您觉得自己没有信心组织大家讨论,那么您可能会遇到麻烦。

 

Challenges with the traditional format.

传统方式的带来的挑战。

 

Have you ever presented a design or idea and within 5 minutes of kicking off the presentation a team member makes a comment like “from an engineering standpoint this just can’t be done” which led to more conversation and maybe derailed your entire agenda, including completing the actual review itself. Maybe if you had been able to complete the review the team member would have found their comment was unnecessary and accounted for had they waited a few minutes more. Maybe you left that meeting without the information you needed to move forward. Sound familiar?

您是否遇到过,在提出你的设计或想法5分钟内,团队就开始成员发表个人意见,例如“从工程角度来看,这是无法完成的”,这导致更多的讨论,并可能使您的整个议程脱轨,甚至整个评审会都无法正常完结。也许当你能把整个评审会开完,团队成员到后面才会发现原来他们会议刚开始的时候的评论也许是不必要的,或者那些评论在后面也许会比刚开始就说出来更有意义。也许当你离开那次会议时你没有得到你所展示的设计方案继续往下推进所需的信息。这一切听起来是不是有点熟?

I’m not saying the team member’s comment isn’t important. It’s crucial that information like that gets captured and the person citing the comment is rewarded for their knowledge. It’s even more important to thoroughly understand any problems before moving forward with more design work.

我不是说团队成员做出的评论其本身并不重要。其实重要的是,这样的信息能被收集起来,引用这些评论信息的人会因其识别力而获得奖励。而且尤其重要的是,大家需要在充分彻底理解各种问题之后,再推进更多的设计工作。

Here are some of the challenges I encountered when conducting team design reviews using the traditional “round table discussion” format:

  • Participating in round-table discussion before completing the review can be wasteful. In many cases completing the review will answer questions and invalidate comments made.
  • Important discussions begin, but due to the open format it’s tough to capture all the feedback and truly understand the things that matter the most.
  • Highly Extroverted or “Bully” participants may keep other team members from being heard, thus limiting the knowledge in the room and putting the design at risk.
  • Introverted presenters or participants may have important comments but may not have the confidence to assert themselves.

If you’re a product designer with at least 2 years under your belt, I’m sure you’ve witnessed these challenges first hand.

以下是使用传统的“圆桌讨论”模式进行团队设计评审时遇到的一些挑战:

  • 在完成审核之前举行圆桌讨论可能是浪费时间。在许多情况下,完成审核了,也就意味着各种问题都明确了, 确定哪些评论是无效的了。
  • 圆桌讨论会上重要的讨论开始,但由于模式太开放,大家众说纷纭,很难捕获所有反馈并真正理解最重要的事情。
  • 那种非常外向的,或者有点蛮不讲理的参与者可能会阻止其他团队成员的声音被听到,从而会限制会议室里更多想法的交流。并使设计面临风险。
  • 内向的演讲者或参与者,可能有重要的建议,但可能没有信心自我表达。

如果您是一名至少有2年时间的产品设计师,我相信您已经亲眼目睹了这些挑战。

 

Let’s try something different. Enter the “Feedback Workshop”.

让我们尝试不同的东西。进入“反馈信息研讨会”。

 

Ok let’s take a look at the approach I’ve been using to bring structure to the round table discussion and solve for the challenges mentioned above when reviewing designs or ideas. For the purposes of this post I’ll use the term “Feedback Workshop” to help differentiate this approach from the traditional “Design review meeting”.

好的,我们来看看我一直用的,将结构引入圆桌讨论,并在审查设计或想法时解决上述挑战的方法。出于本文的目的,我将使用术语“反馈信息研讨会”来帮助区分传统的“设计评审会议”。

Feedback workshop goals:

  • Allow a full review of the design or idea before cultivating discussion
  • Create a “safe space” where all communication is welcome and feedback is captured from all participants
  • Give all participants a chance to speak
  • Reveal patterns in thinking and group consensus
  • Identify the basics questions, challenges, likes and ideas
  • Support remote participation


反馈研讨会目标:

  • 在进行讨论之前,允许对设计或想法进行全面审查
  • 创建一个“安全空间”,欢迎所有沟通,并从所有参与者处获取反馈
  • 让所有参与者都有机会发言
  • 揭示思维模式和群体共识
  • 确定基本问题,挑战,喜欢和想法
  • 支持远程参与

 

What you’ll need to conduct the workshop

主持研讨会你都需要什么

 

Location: Find a comfortable meeting room with an open wall or whiteboard. For best results, conduct this meeting in-person. If some or all of your participants are distributed you can conduct this meeting remotely using a combination of screen sharing and collaboration tools like Mural, Realtime Board or even Slack.

地点: 寻找一个带开放式墙壁或白板的舒适会议室。为了获得最佳结果,请亲自进行此会议。如果部分或全部参与者都参与了会议,您可以使用屏幕共享和协作工具(如Mural,Realtime Board甚至Slack)远程进行此会议。

Participants:Perfect world, invite all of the people who have impact on the direction of the design. If people who have decision making authority over your design don’t attend the meeting they will have missed out on hearing the groups feedback and you risk having to repeat your efforts. If the key “Decider” can’t be present find their next in command and educate them thoroughly on the value of the Feedback Workshop agenda and its findings. That way they can communicate that to their leadership when the time comes.

参与者:理想情况下,邀请所有对设计方向将会产生影响的人。如果对您的设计有决策权的人不参加会议,他们将错过听取小组的反馈,您可能不得不重复这些努力。如果关键的“决策者”不能出现,请找到他们的下一级,并完整得教他们向“决策者”反馈研讨会议程及其调查结果的价值。这样他们就可以在时机成熟时与他们的领导沟通。

Time:The minimum amount of time needed for this approach is 1 hour. Scheduling 1.5 hrs will provide more time for group discussion. The number of people you include in the meeting will directly impact the amount of time it takes to complete the review. Try and keep the group under 7 people if possible if you want to complete the meeting in an hour. This is a great approach for a large crowd with 15–20+ participants but you’ll need to add time to complete the discussion. Worst case scenario for a large crowd and 1 hour is you capture segmented feedback from everyone but you may need to follow up with certain individuals to elaborate on their feedback.

时间:此方法所需的最短时间为1小时。 1.5小时的安排将为小组讨论提供更多时间。参会的人数将直接影响完成审核所需的时间。如果您想在一小时内完成会议,请尽可能让小组保持在7人以下。对于拥有15-20 +参与者的大会来说,这是一个很好的方法,但是你需要增加时间来完成讨论。如果是大会,但时间还是限定在1小时以内,那最坏情况是你先搜集来自每个人的部分反馈,然后你可以根据需要跟进某些人,以便获得他们更详细的反馈说明。

Supplies:You’re going to need a stack of post-its and a pen for each participant. That’s it. If your meeting room doesn’t have a big whiteboard pickup some butcher paper and tape it to the wall. Another replacement for the whiteboard is a Post-it Super stick easle pad, the larger the better.

供应: 你需要为每个参与者提供一叠后贴片和一支笔。而已。如果你的会议室没有大白板,那就找一大张纸用胶带到墙上。白板的另一个替代品是大开版的笔记本,越大越好。

 

Feedback Matrix:

反馈矩阵

 

A couple min before the meeting get the “Feedback Matrix” diagram, shown below, up on the wall in the meeting room. You’ll need one of these diagrams for each separate idea or design concept. This diagram will hold the feedback post-its from your team.

在会议开始前的几分钟,在会议室墙上准备好“反馈矩阵”图表(如下所示)。每个单独的想法或设计概念,对应其中一个图表。该图表将保留您团队的反馈意见。

Feedback Matrix

The Feedback Matrix is a simple way of segmenting feedback into some predefined categories. Providing your participants with predefined categories can inspire different types of feedback and help keep everyone’s comments organized.

反馈矩阵

反馈矩阵是将反馈意见归类到预设的类别框里的一种简单操作方法。为参与者提供预设类别可以激发不同类型的反馈,并帮助保持每个人的评论有条理。

Let’s take a quick look at the categories I‘m using’:

  • Likes: Was there anything you liked about the design?
  • Challenges: Is any part of the design not feasible?
  • Questions: Do you have any questions regarding the design? Are you completely lost?
  • Ideas: Do you have any ideas on how to make the design better? Changes?

让我们快速浏览一下我正在使用的类别':

  • 喜欢:该设计有没有你喜欢的地方?
  • 挑战:该设计有哪部分是不可行的?
  • 问题:您对该设计有任何疑问吗?还是你对该设计一头雾水?
  • 想法:您有什么想法可以使该设计变得更好,或者有些改观?

If you’re dealing with a big team you’ll need more room. If you have a large group or you’re just working with an empty wall and no paper you can use blue masking tape to create the diagram.

如果你组织的会议参与人很多,那你就需要一个更大的地方。如果的会议参与人很多,会议室只有一面空墙而没有纸张,你可以使用蓝色遮蔽胶带来创建图表。

 

How it works

研讨会怎么进行

 

Here’s a quick overview of the approach:

  • Each participant is given a stack of post-its and a pen.
  • The presenter will conduct a brief and hopefully un-interrupted review of the design while each participant is silently writing their feedback on post-its. Post-its should include the participant initials, the type of feedback from the matrix i.e. Ideas, Likes, Questions and Challenges.
  • After the review is complete the participants place their post-its on the wall in each Matrix category.
  • The presenter or facilitator quickly starts reviewing each post-it calling on author to speak to the feedback for a quick 1–2m max. The presenter clusters quickly in real-time during the review avoiding belaboring This process is fast, fast, fast. You’ll know you’ve done a great job when conversation is buzzing from all seats at the table.

以下是该方法的快速概述:

  • 为每位参与者提供一叠后贴片和一支笔。
  • 演示者将对设计进行简短、的最好不被打断的评述,同时每位参与者都默默地在贴纸后面写下他们的反馈。贴纸上应该包括参与者的首字母,根据矩阵所列的类型,即想法,喜欢,问题和挑战,提出的自己的反馈意见。
  • 评审完成后,参与者按照矩阵类型,将相应的反馈信息贴在方框里。
  • 演示者或辅导员快速开始审查每个帖子,让参与者对自己提出的反馈做最多1-2分钟的解释。演示者在审查期间实时快速组织将这些反馈意见按照矩阵分好类,避免这个过程中出现任何损耗。这个过程要快速,快速,快速。

Once the shared brainpower of the team has been fully exposed through a collaborative exercise it’s time to determine next steps. Next steps may require additional discussion depending on the complexity of feedback and on if the decider was present. In those cases, entering the feedback into a spreadsheet may be helpful.

一旦团队对设计方案的想法通过这些协作练习被完全展示出来,就到了应该确定下一步的时候了。下一步是否需要组织大家继续讨论,具体取决于反馈信息的复杂程度以及决策者是否在场。在这些情况下,将反馈输入电子表格可能会有所帮助。

At this point, you should have complete and total permission to bask in the fact that you are a rock star at cultivating collaboration.

这个时候,您应该会有成就感,在培育团队协作方面,就像一个摇滚明星受到到家的瞩目。

Here are some photos of the Feedback Matrix in action:

以下是一些正在进行中的反馈矩阵的一些照片:

FYI — You can experiment with different categories. Since the time these photos were taken, I’ve replaced the category “Changes” for “Challenges”.

仅供参考 - 您可以尝试不同的类别。自拍摄这些照片以来,我已经将“修改”类别改为“挑战”。

 

Sample Agenda

研讨会议程示例

 

Here’s a sample agenda using 1.5 hours of time to collect feedback from 5–7 people on a design that can be reviewed in 10–15m without interruption. For best results, educate your group on the agenda long before the workshop. Use this time to try and identify and solve for any friction from the participants before actually conducting the exercise.

这是一个样本议程,使用1.5小时的时间来收集5-7人的反馈,研讨会可以在不被打断的情况下开上10-15分钟。为了获得最佳结果,请在研讨会之前很久,就把这个会议日程通知给您的参会小组。在实际开会之前,利用这段时间尝试识别并解决参与者的任何疑虑。

Overview — 5m: Briefly explain the workshop agenda and answer any quick questions.

Background — 10m: Review the background data supporting the design or new idea. Perfect world, talk about your user, value of design to the user, business value and success KPIs.

Conduct the design review — 15m: Presenters begin the review while participants capture segmented feedback on post-its

Feedback lighting review and clustering — 30m: Presenter facilitates lighting reviews of the themes from the post-its. Fast, fast, fast.

Prioritization & next steps — 30m: The presenter guides the decider or decider’s proxy towards a decision on next steps.

Retro — 15m (Optional):

概述 -  5分钟:简要介绍研讨会议程并回答任何快速问题。

背景 -  10分钟:查看支持该设计或新想法的背景数据。理想状态,谈论您的用户,设计对用户的价值,业务价值和成功KPI。

进行设计评审—15分钟:演示者开始评审,而参与者写下不同类别的反馈信息

重点审查和聚类 -  30分钟:演示者依据反馈帖上的信息做精炼的评述。这个环节要快速,快速,快速。优

先级和后续步骤 -  30分钟:演示者指导决策者或决策者的代理人做出下一步的决定。

回顾-15分钟(可选)

If this is your first time using this process with your team consider conducting a quick retro on the workshop. Draw the below image on the whiteboard, a smile for what went well, a flat facial expression for things that participants were unsure of and a frown for things we could have done better in the meeting.

如果这是您第一次与团队一起使用此流程,请考虑在研讨会上快速做一个会议回顾环节。在白板上画出下面的图像,对于表现良好的用微笑,为参与者不确定的东西做一个平面的表情,对我们在会议中可以做得更好的用皱眉。

 

Let participants come and self-report in the moment how they felt about the exercise by writing feedback under each face. Whether startup or corporate culture this approach is your friend. Use it to create a safe space for communication and improve future workshops.

让参与者通过在每张脸下写下反馈,来自我汇报他们对这种练习的感受。无论是创业还是企业文化,这种方法都是你的朋友。用它来创造一个安全的沟通空间,并改善未来的研讨会吧。

 

In closing. Long-term rewards.

会议结束。效果持久。

 

While operating as a Lead UX Designer in one of my past roles, our team noticed a pattern of combative behavior in our reviews that would end up derailing the meeting before a review of the design work could be completed. All of the meeting participants were working against an aggressive deadline and tensions were high. In an attempt to resolve this toxic pattern, we decided to make the Feedback Workshop policy for all review meetings.

在我过去担任首席用户体验设计师时,我们的团队在评审过程中注意到,有时会出现一种好斗的行为模式,这种模式最终会在完成对设计工作的审核之前破坏掉整场会议。所有与会者都在反对一个激进的设计方案截止日期,弄得会议气氛很紧张。为了解决这种有毒模式,我们才决定将“反馈研讨会”机制,施用在所有设计评审会议中。

After leveraging the Feedback workshops for a few weeks the communication during meetings improved dramatically because people were no longer competing to have their voices heard. In general, this workshop agenda helped heal what had become a very challenging environment to discuss design in. After a while, we didn’t need the Feedback Workshop to review designs. Participants just carried themselves with empathy for the presenter and the group as a whole.

If you’re encountering challenges while conducting design reviews I encourage you to try this approach. If you do try it or have questions or comments please contact me on Linkedin. I’d love to hear how it went. Riff on this workshop. If you make a change or an improvement I’d love to hear about it.

在用“反馈研讨会”机制几周后,会议期间的沟通得到了极大的改善,因为人们不再竞相发表意见。总的来说,这个研讨会议程有助于帮助治愈,如何在我们大家都知道的极具挑战性的设计评审会环境中,好好探讨设计方案。过了一段时间之后,我们就不需要用反馈研讨会机制来做设计评审了。参与者也逐渐理解了主持人和整个团队的良苦用心。如果您在进行设计评审时遇到挑战,我建议您尝试这种方法。如果您尝试过程中或有任何问题或意见,请在Linkedin上与我联系。我很想听听它是怎么回事。 Riff在这个研讨会上。如果你因为这个方法改进了你的工作效率,那我会非常高兴。


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