Discussing Design · Improving Communication and Collaboration Through Critique by Connor, Adam -- Read -- Imperial Library of Trantor

Index

Discussing Design: Improving Communication and Collaboration Through Critique Foreword Preface

The Lost Skill of Critique What This Book Is About Why We Wrote This Book Who Should Read This Book Terms We Use How This Book Is Organized

Chapter 1: Understanding Critique Chapter 2: What Critique Looks Like Chapter 3: Culture and Critique Chapter 4: Making Critique a Part of Your Process Chapter 5: Facilitating Critique Chapter 6: Critiquing with Difficult People and in Challenging Situations Chapter 7: Summary: Critique Is At The Core Of Great Collaboration

Acknowledgments

1. Understanding Critique

Conversations Matter The Problem with Asking for “Feedback”

What Is Feedback? Three Kinds of Feedback

The first two types of feedback Why it can be an issue Direction Why it can be an issue

What We Really Need Is Critical Thinking

Critique: The third form of feedback

Critiquing Solo

Why Critique Is So Important

Critique Builds Shared Vocabularies Critique as Consensus Finder Critique as Iteration Driver

Critique as a Life Skill

Giving Critique the Attention It Deserves

Myth 1: Critique is a meaningless term used to make feedback sound more important Myth 2: We don’t need to talk about or practice how we give feedback Myth 3: Critique is something only designers or other creative people do

Incorporating Critique and Moving Forward Wrapping Up

2. What Critique Looks Like

The Two Sides of Critique and the Importance of Intent Giving Critique

The Characteristics of Bad Critique

Selfish Untimely Incomplete Preferential

Best Practices for Giving Critique

Lead with questions Use a filter Don’t assume Don’t invite yourself Talk about strengths Think about perspective

A Simple Framework for Critique

Other questions to think about About objectives

Receiving Critique

Critique Anti-Patterns

Asking for feedback without listening Asking for feedback for praise or validation Not asking for feedback at all

Best Practices for Receiving Critique

Remember the purpose Listen and think before responding Return to the foundation Participate

Critique, Conversation, and Questions Wrapping Up

3. Culture and Critique

Creating a Conducive Organizational Culture

Collaboration: More Than Just “Working Together” Coordination Consensus Meeting in the Middle

Incremental Versus Iterative Processes: What They Mean and Why They Matter

Incremental Design and Development Iterative Design and Development Processes in Reality Why It matters Organizational Politics, Territorialism, and Influence

Setting the Foundation for Critique

Lack of Foundation Creating an Effective, Common Foundation

The background: personas and scenarios The end game: goals and principles

Making It Last: The Mini Creative Brief Putting These Tools to Use

Personal Barriers to Critique

Additional Cultural Influences Negative Critique Experiences Fostering the Ability to Communicate

Practicing Critique Critiquing with Distributed Teams and Remote Team Members Wrapping Up

4. Making Critique a Part of Your Process

Creating Opportunities for Critique Things to Keep in Mind

Start Small Think Before You Speak Think About Who to Include

Standalone Critiques

Formal and Informal Critiques When Should You Critique?

Early critique Later critique Finding the sweet spot

How Often Should You Critique? What Should You Critique?

Collaborative Activities

Enter the Brainstorm

Brainstorms lack focus Brainstorms lack structure and facilitation Brainstorms devolve quickly into design-by-committee

Building Better Brainstorms

Generate as many ideas as possible Determine which idea to pursue Ensure that the idea(s) you’re left with are the strongest ones Enter critique

An Example: Design Studio

Preparation The activity The aftermath

When Not to Use Design Studio

The problem hasn’t been framed adequately The problem has been framed, but there is no agreement on the framing A concept already exists from which the team can’t or won’t stray The team is not open to using Design Studio Overly complicated remote situations

Conducting Design Reviews

The Challenges Design Reviews Pose to Critique

Their intended outcome is approval Specific changes are given as feedback Too many people and people with the wrong intentions are involved Design review timing is determined by the project’s timeline

Addressing the Challenges of Design Reviews

Take control of the review Recap the objectives Use the techniques we suggest for dealing with difficult people Do not rely on design reviews for critique

Wrapping Up

5. Facilitating Critique

Understanding the Rules of Critique

Everyone Is Equal Everyone Is a Critic Avoid Problem Solving Don’t Rush to Make Decisions on the Changes to Be Made

The “I Like...” or “I Don’t Like...” Rule Preparing for and Kicking Off a Critique

Who Should We Include? Ensure That the Team Knows the Critique Session Format and the Plans for Facilitating It Avoid “Ta-Da” Moments Describe the Product’s Objectives Present Your Work Quickly and Efficiently Be Careful When Talking About Constraints

Tools and Techniques for Effective Facilitation

Defining the Critique Scope and Goals Implementing Active Listening Adding Simple Structures: Round Robin and Quotas Using Direct Inquiry Putting on the Thinking Hats (Lens-Based Analysis) Taking Notes Using Third-Party Facilitators Having the Designer Present

Collecting Critique and Doing Something with It

Share the notes and the design that was analyzed (if you hadn’t already) Document any open questions and plans to get them answered Review the findings Follow up with the team

Wrapping Up

6. Critiquing with Difficult People and Challenging Situations

Dealing with Difficult People

Setting the Right Expectations Avoiding Personal Preferences and Motivations Preventing Surprises from Quiet Participants Using Laddering to expand on feedback Attempting Different Dynamics: One-on-One Conversation

Coping with Challenging Situations

Critiquing the Work of Someone Averse to Criticism

Get them talking Talk about the work, not the person Emphasize that the critique is about iteration The sandwich method

Receiving Unsolicited Feedback

Step 1: Be ready Step 2: Hold on to your reaction Step 3: Consider the source and intent Step 4: Listen, understand, and use it

Dealing with Reactive Feedback

Step 1: Get more specific Step 2: Talk about the “whys” and “hows” Remember, this applies to positive feedback as well

Dealing with Directive Feedback

Step 1: Calm down and let your reaction pass Step 2: Take note Step 3: Critique the directive feedback Step 4: Critique together Step 5: Move forward together

Wrapping Up

7. Summary: Critique Is at the Core of Great Collaboration

Moving Beyond Feedback Adopting Critique

Understanding the organizational Culture Integrating Critique with Your Process Facilitating Critique

Coping with Difficult Situations Dive In

A. The 10 Bad Habits That Hurt Critique

Introduction

Reacting Being Selfish Getting defensive Starting from Disparate Foundations Lacking Focus Focusing on What Isn’t Working Lack of Discussion Avoiding Participation Problem Solving Confusing Critique with Review

B. About the Authors C. O’squo®: Discussing Design Index About the Authors Copyright

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