In my recent exploration to understand the drivers of influence in the world of design and how wielding that influence enhances products, I delved into Tom Greever's book, 'Articulating Design Decisions.' Even with over 15 years of experience in UX design and multiple senior roles under my belt, I was astounded by the new insights I gained. Tools learned from this book are not about appreciating the aesthetics of design but about recognising the profound impact of influence in reshaping an organisation's very DNA. Greever's IDEAL framework is a powerful tool that transforms designers' communication to develop influence. I recount how it has helped me identify problems with newfound clarity, and how it has not only made me more helpful to my stakeholders but also deepened my empathy with users, and appealing to business needs in their language. This post extends beyond the theory learned in the book; it's also about how I've used it, and made an impact. Join me as we step into the future of UX influence, where designers develop a knack for business influence - the UX Jedis with mind control abilities.
"To improve is to change; to be perfect is to change often." - Winston Churchill
In the world of product design, change is not just a possibility; it's a constant. Human preferences shift, technological advancements emerge, and societal needs evolve on a daily basis. It's as if the design landscape is a dynamic canvas, constantly shifting and demanding fresh strokes of innovation. In this ever-changing environment, the role of the designer extends far beyond aesthetics; it's about being at the forefront of capturing the gap between the status quo and the evolving needs of users and society.
Consider Winston Churchill's quote as a metaphor for the designer's mission. Just as perfection is an ongoing journey, so is the pursuit of design excellence. Designers are not just creators of visual elements; they are agents of change who must recognise and embrace the shifting tides of user preferences, societal norms, and technological possibilities.
Tom Greever's reflections on his career are a testament to the dynamic nature of design. "My own career has been littered with experiences (good and bad) of articulating design decisions to stakeholders." This statement underscores the pivotal role of designers in influencing organisational dynamics. They are not passive observers but active drivers of change. They must effectively communicate not only how their designs look but, more importantly, how they solve problems and align with the ever-changing goals of the business.
"The key to being articulate is to understand both the message you want to communicate and the response you want in return."
Influence is a potent tool in the designer's toolkit. It's the ability to not only create visually compelling designs but also to persuade stakeholders to see the value in those designs. Tom Greever's IDEAL framework - Identify the Problem, Describe Your Solution, Empathise with the User, Appeal to the Business, Lock in agreement - provides a structured approach to communication that is invaluable in the world of design.
From personal experience, I've had the opportunity to apply Greever's IDEAL framework in a real-world work scenario. I encountered a situation where a design decision I proposed faced resistance from stakeholders who had different perspectives and priorities. Using the IDEAL framework, I was able to systematically identify the problem, describe my solution in a way that resonated with their objectives, empathise with the end users and their needs, appeal to the business by highlighting potential benefits, and ultimately lock in agreement.
This experience reinforced that even for seasoned designers, effective communication is not without its challenges. However, when armed with the IDEAL framework, I witnessed firsthand the power of structured communication. It not only facilitated a more productive dialogue but also led to a shared understanding among stakeholders. Just as Jimmy Carter's quote reminds us:
"Unless both sides win, no agreement can be permanent"
The same principle applies to designers aiming to move the needle with their stakeholders.
Influence, in the context of design, is not about imposing one's will but about crafting a narrative that aligns design decisions with both user needs and business goals. It's the art of persuading stakeholders to not only approve the design but to become champions of change within the organisation.
"Now that we're solving problems that affect the bottom line, everyone has an opinion on the best way to solve it."
"When we disagree, we tend to become defensive. When we become defensive, we fail to focus on the real issues."
These quotes from Tom Greever's book succinctly capture the intricate dynamics of collaboration and trust in design. Unlike some other disciplines, design is something that everyone seems to have an opinion about. While developers or finance professionals may not receive feedback from other stakeholder groups due to the "black-magic" aspect of their jobs, design is different. It's something that everyone can understand, or at the very least, they feel they do. In recent times I have found myself responding to feedback like "I don't like it," which often lacks constructive specifics, led me to defensive remarks such as "good thing we're not designing for you" or starting explanations with "from the design perspective." These reactions, though protective of the design rationale, inadvertently alienated stakeholders. This was particularly evident in a recent challenging situation with a stakeholder I currently work with, where such a defensive stance escalated tensions instead of fostering understanding.
Embracing the strategies from Greever's insights instigated a transformative change in my approach. Responding to even the most vague or poorly articulated feedback with empathy and inclusivity led to a significant improvement in my relationship with this stakeholder. It underscored a vital lesson in UX leadership: true collaboration isn’t just about defending your design decisions; it’s about building trust and understanding. By welcoming diverse viewpoints and engaging in open, constructive dialogue, I’m now not only enhancing project outcomes but also fortifying team dynamics. This shift in handling stakeholder communication, especially in challenging scenarios, has been a pivotal part of my professional evolution, highlighting the importance of adaptability and empathetic engagement in successful design leadership.
"Your ability to properly set, adjust, and communicate expectations is more important than your ability to crank out killer designs on a daily basis."
Tom Greever's advice on proper communication extends beyond just words; it encompasses how we present information. One key aspect of effective communication, especially in the realm of design, is appealing to the mental models of our audience.
In my current role, I've had the opportunity to work with executive and senior stakeholders whose primary concern is not the intricacies of software development but rather the bottom line – numbers. When presenting design concepts or roadmaps, using terminology that doesn't align with their mental models can be counterproductive. It's at these moments that we've recognised the need to adjust our approach.
We started incorporating visuals alongside words to convey our design concepts and roadmaps more effectively. This approach was a significant improvement, as it provided a visual representation that complemented the words. However, as we engaged with our stakeholders, we discovered that there was an appetite for even more visual fidelity. They expressed a preference for richer visual representations because, as they put it, "we are more visual."
This experience perfectly illustrates the importance of adapting our communication style to the preferences and mental models of our audience. Just as Greever advises, we've learned that it's not just about using our preferred technical terms or communication methods; it's about meeting our stakeholders where they are, ensuring that our designs and communication resonate with their understanding and preferences.
In shaping company culture, this adaptability becomes a powerful tool. It's not just about delivering killer designs; it's about facilitating a culture where design is presented and communicated in a way that aligns with the unique perspectives and priorities of each stakeholder group. This adaptability fosters a culture of collaboration and shared understanding, ultimately leading to better-informed decisions and a more successful design process.
The journey through Tom Greever's "Articulating Design Decisions" has been revelatory, reinforcing a critical truth in the world of design: strategic thinking and communication are as vital as the design itself. As designers, our role transcends the creation of user-centric products; we must also embody user-centredness in our communication within organisations. Our message is the product, and our colleagues, stakeholders, and clients are the users.
Using feedback energy to our advantage, much like a judo fighter uses their opponent's strength. It's about turning every piece of feedback into an opportunity to build the influence of design within our organisations. This approach aligns with my long-held belief: "Hiring a UX designer doesn't make a company user-centric; a company becomes user-centric when everyone is a designer." And as UX designers, it's our role to facilitate this transformation.
Tom Greever's book has been an invaluable ally in during these times. It's helped me identify and rectify my approaches, steering towards a more strategic and empathetic way of communicating design. By embracing flexibility, speaking in our users' language, and shedding defensiveness when our work is critiqued, we not only improve our designs but also foster a culture of inclusivity and shared understanding. This is the essence of making every member of an organisation a 'designer' in their own right, contributing to a truly user-centric approach.
In essence, our mission is clear: to facilitate, communicate, and strategise with the same fervour and dedication we apply to our designs. As we continue to harness the lessons from "Articulating Design Decisions," we're not just designing interfaces; we're shaping the very ethos of user-centred design within our organisations.
