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There is a healthy tension that exists between UX, PM, and Dev that helps us all get better products out the door. I can’t tell you how often when I was a young designer that I usability tested a design that I thought needed TONS more improvement, and every single user easily completed all the tasks we gave them. Even more, they had a great time doing it. At those times, I was forced to swallow my pride and realize the product was good enough. We had accomplished our goal. The sooner you realize that “sometimes the most perfect anything needs to be is…done” (Joe Natoli) the easier your life as a designer will be. 在用户体验、产品经理和开发人员之间存在着一种健康的紧张关系，这种紧张关系可以帮助我们获得更好的产品。 我无法告诉你当我还是一个年轻的设计师的时候，有多少次我测试了一个我认为需要更多改进的设计，每个用户都很容易地完成了我们交给他们的所有任务。 更重要的是，他们玩得很开心。在那些时候，我被迫放下自尊，意识到这个产品已经足够好了，我们已经完成了我们的目标。你越早意识到”有时候最完美的事情需要被… 完成（乔 · 纳托利） ，你作为一个设计师的生活就会越轻松。 Not every project is trying to win a spot on the Apple Keynote stage. Sometimes we do things because it’s a checkbox the business needs us to check before we can move on to something more innovative. That too is ok. Where I’ve found the problem to be is when everyone on the team/company is not on the same page when those situations arise. 并不是每个项目都在战略地位上占有一席之地。有时我们做一些事情是因为商业上需要我们进行重复的功能组，然后我们才能转向更具创新性的东西。这也是没关系的， 我发现问题在于当这些情况出现时，团队 / 公司中的每个人都是从独立的角度来看问题的。 THE SOLUTION 解决方案 Something that has helped me is to clearly identify certain key characteristics of a project at the beginning and get everyone to sign off on them. (There’s that term “shared understanding” again). Some of those characteristics are: 帮助我在一开始就明晰项目的某些关键特征，并让每个人都签字同意这些特征是非常有用的。 (又是”共同的理解”这个词)。 其中一些特点是： ·Vision statement.共同的愿景 ·Priorities (where are we on the “check the checkbox” vs “pure innovation” continuum.优先级（我们在“复制”和“创新”上的偏向） ·Business objectives.业务目标 ·User needs (Jobs To Be Done).用户需求（待完成的工作） ·Constraints.约束条件 ·Target users.目标用户 ·Success criteria.成功标准 If you get clear on all of those with the entire team, projects tend to go far smoother. Yet I seem to constantly meet designers who can’t seem to balance priorities on projects. Who can’t accept the fact that we can’t do onsite user research visits or usability testing on this project when there is a perfectly viable business reason. In their mind, the full X step process has to ALWAYS be followed. 如果你清楚整个团队的这些内容，项目就会进行得更顺利。 然而，我似乎经常遇到一些似乎无法平衡项目优先级的设计师。当有一个完全可行的商业理由时，谁都能接受这样的事实：我们暂时没有条件对用户进行现场研究访问，或者对这个项目进行可用性测试研究。但在一些设计的头脑中，完整的步骤过程成了必须始终遵循原则，而不是灵活的运用。 To use a cooking metaphor, the best chefs aren’t those who can follow a recipe to a T every single time. The best practitioners are those who can cook up something amazing with the ingredients, goals, and constraints they are given time after time no matter what they are. 用一个烹饪的比喻来说，最好的厨师不是那些每次都能按照菜谱做到最标准的人。最好的实践者是那些能够用那些一次又一次被给予的原料、目标和约束而做出惊人的东西的人，不管他们是什么角色。 5. Empathy for Stakeholders 与利益相关者的同理心 Most UXers are passionate about developing empathy for users. Yet most complain about “politics”. Business and other stakeholders are our users too. Great designers view it as their job to understand what is important to their stakeholders and then help them achieve THEIR goals as well. At their base level, “politics” are nothing more than empathy. Yet precious few designers are good at them. 大多数Uxer都热衷于培养对用户的同理心，其实商业客户和其他利益相关者也是我们的用户，而多数设计却抱怨对他们太“政治”。伟大的设计师认为他们的工作就是理解什么对他们的利益相关者是重要的，然后帮助他们实现他们的目标。在对他们了解的基础上,”政治”只不过是同理心的一部分。 然而，很少有设计师擅长这些。 （责任编辑：晨鸿） |
