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在這篇文章中，我希望更全面地討論UX設(shè)計(jì)師需要擁有的重要技能，一起來看看~

Vital UX skills that few designers have, and how to develop them

只有少數(shù)UX設(shè)計(jì)師擁有的重要技能，我們應(yīng)該如何學(xué)習(xí)它們

Recently, I have been asked over and over again by budding young designers which skills I look for in UX candidates but that I have a hard time finding when interviewing. This is an important topic. Our industry is living far below its potential in preparing young designers to become future leaders, and our educational system is doing an even poorer job preparing students to land their first job in an ever more competitive industry.

最近，我經(jīng)常被年輕的設(shè)計(jì)師問到類似的問題：我在招募用戶體驗(yàn)設(shè)計(jì)師時(shí)，看中哪些技能，并且這些技能是很多設(shè)計(jì)師都沒有的。這是一個(gè)重要的話題，設(shè)計(jì)行業(yè)在培養(yǎng)年輕設(shè)計(jì)師成為未來領(lǐng)袖方面做的還遠(yuǎn)遠(yuǎn)不夠，我們的教育系統(tǒng)在培養(yǎng)學(xué)生在競爭日益激烈的商業(yè)環(huán)境中找到第一份工作方面做得更差。

I have tried to answer the questions I receive on this topic in forums such as LinkedIn, Facebook, and Slack in an actionable way. Yet, the way those platforms are structured have made it difficult to do this topic justice. It is my goal in this article, therefore, to address this vital topic more completely and provide actionable insights on the surprisingly-rare skills I have found to be vital over my 20 year career as both a hands-on designer and design leader.

我嘗試用一種可行的方式來回答我在諸如 LinkedIn、Facebook、和Slack 這些論壇上收到的關(guān)于這個(gè)話題的疑問。然而，這些平臺本身的情況使得很難公正地討論這個(gè)話題。

因此，在這篇文章中，我希望更全面地討論這個(gè)至關(guān)重要的話題，并提供一些可行的見解，這些見解是我在20年的設(shè)計(jì)師工作和設(shè)計(jì)領(lǐng)導(dǎo)生涯中發(fā)現(xiàn)的至關(guān)重要，并且很多人都欠缺的技能。

1. Creative Maturity

成熟的看待創(chuàng)造力

It always amazes me how many designers fall in love with their first idea. When I interview potential candidates for UX positions I run through a series of creative exercises & tests to evaluate the candidate’s ability to think outside the box. The vast majority of them either clam up and can’t complete the exercises or stop with their first (and usually most obvious) idea. I have found that this correlates to day to day design work as well. Many designers get so excited with their first idea that they fail to explore others. This causes a few problems:

我對有那么多設(shè)計(jì)師會(huì)愛上自己的第一個(gè)想法感到很驚訝。 當(dāng)我面試用戶體驗(yàn)設(shè)計(jì)師的時(shí)候，我會(huì)通過一系列創(chuàng)造性的問題和測試來評估候選人跳出思考局限性的能力。他們中絕大多數(shù)人要么沉默不語，沒能完成練習(xí)，要么停止在他們的第一個(gè)(通常是最明顯的)想法上。

我發(fā)現(xiàn)這也與日常的設(shè)計(jì)工作有關(guān)， 許多設(shè)計(jì)師對他們的第一個(gè)想法非常興奮，以至于他們沒有去探索其他方向。這導(dǎo)致了一些問題:

• Design critiques and feedback sessions with stakeholders turn into “yes or no” conversations instead of taking bits and pieces of various different ideas.
• 利益相關(guān)者的設(shè)計(jì)評論和反饋會(huì)議變成了“是或否”的交流，而不是各種各樣不同想法的匯聚。

• Products often fail to achieve their potential to improve customers’ lives.
• 產(chǎn)品往往沒能實(shí)現(xiàn)其改善客戶的生活的目的。

• Executive interference increases. Executives feel the need to step in and deliver solutions to be implemented when they are concerned about the quality of the product. This is their way of trying to ensure success (which of course usually has the opposite effect).
• 行政干預(yù)增加。 高管們認(rèn)為，當(dāng)他們關(guān)注產(chǎn)品質(zhì)量時(shí)，有必要介入并實(shí)行解決方案。，這是他們試圖確保成功的方式（當(dāng)然通常會(huì)產(chǎn)生相反的效果）。

• When executive interference increases, the creativity of the team actually decreases along with morale and pretty soon the entire design team is looking to jump ship.
• 當(dāng)管理層的干預(yù)增加時(shí)，團(tuán)隊(duì)的創(chuàng)造力實(shí)際上會(huì)隨著士氣一起下降，很快整個(gè)設(shè)計(jì)團(tuán)隊(duì)就會(huì)跳槽。

THE SOLUTION

解決方法

There are two things designers and leaders can do to increase creativity and solve the problems listed above.

設(shè)計(jì)師和領(lǐng)導(dǎo)者可以做兩件事來增加創(chuàng)造力和解決上面列出的問題。

（1）Explore at least3 solutions to any problem.Creating a flow chart? Create 3 variations. WireFraming? 3 ideas. Context scenarios? 3 ideas. You get the point. What this does is forces you to open your mind and explore various possibilities. Early in my career I had a boss who would force me to create multiple variations and then completely delete those files and create 3 more. While this may be a bit excessive as an ongoing policy, he made his point. What I ended up with at the end was far better than the previous attempts.

針對任何問題的探索至少輸出3種解決方案；對流程圖和線框圖嘗試3種方案；對情境場景嘗試3個(gè)創(chuàng)新解決方式。

當(dāng)你明白了這點(diǎn)時(shí)，它會(huì)迫使你敞開心扉，探索各種可能性。 在我職業(yè)生涯的早期，我的一個(gè)老板會(huì)強(qiáng)迫我嘗試多個(gè)變化，然后進(jìn)行刪減，并留下最好的3個(gè)。雖然作為一個(gè)正在進(jìn)行的項(xiàng)目，這可能有點(diǎn)過分，但他作出了他的指導(dǎo)。而我最終得到的結(jié)果比之前的嘗試要好得多。

（2）Fall in love with the problem, NOT any particular solution.Many designers get very attached to a particular design because they spend so much time with it. Involving everyone you can find in your process will help this (especially if you show everyone you get feedback from at least 3 ideas).

愛上問題，而不是任何固有的解決方案。許多設(shè)計(jì)師非常喜歡某個(gè)特定的設(shè)計(jì)，因?yàn)樗麄兓撕芏鄷r(shí)間在上面。讓每個(gè)人都參與進(jìn)來提供建議會(huì)有更多的幫助（特別是如果你向每個(gè)人都展示你從至少3個(gè)想法中得到的那些反饋后）。

（3）Present in-progress work.There is nothing that can stifle a designer’s effectiveness and creativity as quickly as working in isolation. Showing in-progress work helps you to think outside the box and constantly see things with different perspectives. Showing in-progress work also allows you to get feedback when it’s early enough to actually iterate and make changes. If the first time a product manager or developer sees your work is during sprint kickoff, you have failed?—?and likely so will your product. This is also absolutely true with customers.

目前正在進(jìn)行的工作，沒有什么能像獨(dú)立工作那樣迅速扼殺設(shè)計(jì)師的效率和創(chuàng)造力。 展示正在進(jìn)行的工作可以幫助你跳出固有的思維框架，不斷地從不同的角度看待事物。 展示正在進(jìn)行的工作還可以讓您在足夠早的時(shí)間實(shí)際迭代和進(jìn)行更改時(shí)獲得反饋。 如果產(chǎn)品經(jīng)理或開發(fā)人員第一次看到你的作品是在 sprint 開始的時(shí)候，那么你已經(jīng)失敗了，你的產(chǎn)品很可能也是如此。 對于顧客來說，這也是絕對正確的。

（4）Practice creativity in a context outside your day-to-day work.Creativity is like any other skill?—?it must be practiced and trained if it is to be developed to its potential. Some examples of creative exercises you can do to practice:

在日常工作之外的環(huán)境中練習(xí)創(chuàng)造力。創(chuàng)造力就像其他技能一樣，如果要發(fā)揮它的潛力，就必須進(jìn)行實(shí)踐和訓(xùn)練。

以下是一些你可以用來練習(xí)的創(chuàng)造性練習(xí):

a.? Creative Pitch Exercise?—?create a deck of cards with 2 categories of pictures. One half should have famous brands everyone would know (Google, Apple, Uber, Facebook, etc) and the other half should have products that have nothing to do with the brands. Draw 1 card from each pile. Give yourself 1 minute to come up with a pitch and then 2 minutes to pitch to a teammate/manager why Google would make a hammer for example. This is best done as a team activity, but can also be practiced by yourself. (Credit goes to Stephen Gates for this fantastic idea).

a. 創(chuàng)造性的提案練習(xí)——制作一副有兩類圖片的卡片。一半應(yīng)該擁有眾所周知的知名品牌（谷歌、蘋果、優(yōu)步、 Facebook 等） ，另一半應(yīng)該擁有與品牌無關(guān)的產(chǎn)品。 從每一堆抽一張牌。 比如：給自己1分鐘時(shí)間想出一個(gè)提案，然后2分鐘時(shí)間向隊(duì)友 / 經(jīng)理思考提案；例如：谷歌制作一個(gè)錘子會(huì)是什么樣。這是最好的團(tuán)隊(duì)活動(dòng)，但也可以自己練習(xí)。 (這個(gè)奇妙的想法要?dú)w功于斯蒂芬 · 蓋茨)。

b. Whiteboard Design Exercise?—?give the team a problem to solve together that has nothing to do with your business (you will need 30-60 minutes). Choose someone to facilitate the discussion. It’s also important to frame the goal as a problem to solve not a solution to be implemented. For example, do NOT assign the problem “redesign the toothbrush”, but instead: “improve the teeth cleaning experience”. It’s good to be vague so that the team together can set the parameters and specific Jobs To Be Done they want to tackle. As you do this more often and rotate facilitators you will get to know and learn from each other’s approaches to solving problems and develop facilitation skills among young designers. This can also be achieved with a wide variety of brainstorming exercises.

b.白板設(shè)計(jì)練習(xí)——給團(tuán)隊(duì)一個(gè)需要共同解決的問題，這個(gè)問題與你的業(yè)務(wù)無關(guān)（你需要30-60分鐘）。 選擇一個(gè)人來促進(jìn)討論。 同樣重要的是，將目標(biāo)定義為一個(gè)問題，而不是一個(gè)要實(shí)現(xiàn)的解決方案。

例如：不要指定問題為“重新設(shè)計(jì)牙刷”，而是“提高牙齒清潔的體驗(yàn)”。問題有些模糊是沒有問題的，這樣團(tuán)隊(duì)可以一起設(shè)定參數(shù)和他們想要具體完成的工作。隨著你經(jīng)常這樣做，并且輪換主持，你將了解和學(xué)習(xí)到彼此解決問題的方法，并在年輕設(shè)計(jì)師中培養(yǎng)主持技能，這也可以通過各種各樣的頭腦風(fēng)暴練習(xí)來實(shí)現(xiàn)。

c. Experience great design together.I have also found it beneficial to take the time to seek & experience great design together. Whether this is searching the app store for an app and then evaluating it together, or going on field trips to experience creativity in industries completely different from your own (i.e. offset printing, tatooing, culinary arts, screen printing, interior design, etc). Then afterward have a quick discussion of what you learned and how those principles could apply to your work. If you don’t have a team of designers, this can also be done perfectly well with a cross-functional team or by yourself.

c.一起體驗(yàn)偉大的設(shè)計(jì)。我也發(fā)現(xiàn)花時(shí)間一起尋找和體驗(yàn)偉大的設(shè)計(jì)是有益的， 無論是在應(yīng)用程序商店里搜索一個(gè)應(yīng)用程序然后一起評估，還是在與你完全不同的行業(yè)（如：膠印、紋身、烹飪藝術(shù)、絲網(wǎng)印刷、室內(nèi)設(shè)計(jì)等）進(jìn)行實(shí)地考察，體驗(yàn)創(chuàng)造力。

然后快速討論一下你學(xué)到了什么，以及這些原則如何應(yīng)用到你的工作中。如果你沒有一個(gè)設(shè)計(jì)團(tuán)隊(duì)，你也可以通過一個(gè)跨職能團(tuán)隊(duì)或者自己來完成這個(gè)任務(wù)。

2. Knowledge of Business

商業(yè)知識

it never ceases to amaze me how many designers I interview who don’t understand business. It is ESSENTIAL for UXers to understand business to get their ideas out the door and evangelize UX best practices. If you don’t understand and speak business, your career will be hard.

我所采訪的許多設(shè)計(jì)師對商業(yè)一竅不通，他們總是讓我感到驚奇。對于UXers來說，理解商業(yè)是至關(guān)重要的，這樣才能把自己的想法傳播出去，也才能將用戶體驗(yàn)的進(jìn)行最好的落地。如果你不懂商業(yè)知識，你的職業(yè)生涯會(huì)走的比較艱難。

There are a couple aspects of this that are important. First off, you need to understand what the business is trying to accomplish so you can help.Understand what strategic initiatives the business is trying to accomplish, then show what user Jobs To Be Done or pain points can be solved to help those strategic initiatives.

這其中有幾個(gè)方面很重要。首先，你要了解企業(yè)想要達(dá)到的目標(biāo)，這樣你才能提供幫助。理解企業(yè)想要完成的戰(zhàn)略計(jì)劃，然后向用戶展示需要完成的工作或者需要解決的問題，以幫助實(shí)現(xiàn)這些戰(zhàn)略計(jì)劃。

For example, if your company is looking to become more sticky in client organizations as a way to increase sales and improve retention, find and propose Jobs To Be Done that Marketing, Sales, or Operations employees at your clients have that currently aren’t being solved well. Use videos or audio clips from your research. Use quantitative data to reinforce the qualitative findings. If you have that understanding you are able to push back when someone assigns you a solution to implement and show them 4 other solutions that would solve the problem better.

例如：如果你的公司希望在客戶群體中變得更具粘性，以此來增加銷售額和提高客戶留存率，那么找出你客戶的營銷、銷售或運(yùn)營人員們目前沒有解決好的工作。使用視頻或音頻輸出你研究的內(nèi)容，用定量數(shù)據(jù)來鞏固定性研究的結(jié)果。

如果你理解了這些內(nèi)容，那么當(dāng)別人給你規(guī)定一個(gè)解決方案來實(shí)現(xiàn)的時(shí)候，你就有能力向他們展示其他4個(gè)可以更好地解決問題方案，你也就能做的更好了。

Stephen Gates uses the example all the time of a T-shirt. If an executive asks you to design a t-shirt, find out why. Is it for a conference? Is it for employees? Why did that solution come to their mind? Is there a better way to accomplish that same goal? If you understand the problem, you can become a partner with them to solve their problem.This only happens if you understand and can communicate in the language of business.

斯蒂芬 · 蓋茨一直用這個(gè)例子來說明 t 恤衫。如果一位高管讓你設(shè)計(jì)一件 t 恤，找出原因。是為了開會(huì)嗎？是給員工的嗎？為什么他們會(huì)想到這個(gè)解決方案？有沒有更好的方法來實(shí)現(xiàn)同樣的目標(biāo)？

如果你理解了問題，你就可以用他們的合作伙伴的角度來解決問題。只有當(dāng)你理解并能用商業(yè)語言交流時(shí)，才能獲得這種主導(dǎo)權(quán)。

If you understand business, and particularly your company’s business, your ability to get your innovative ideas out the door will be dramatically increased. Which means you will be able to better improve users’ lives. Sounds good, right?

如果你了解商業(yè)，特別是你公司的商業(yè)，你的創(chuàng)新能力將大大提高。這意味著你將能夠更好地改善用戶的生活，聽起來不錯(cuò)吧。

Case in point：there was recently a shift in the organizational structure at my current company. That meant that the main Product leader who I had been working with and who understood UX very well had moved on and the new leader was less familiar with UX best practices. Because I had already taken the time to understand the strategic initiatives of the company, I was able to explain how delivering problems to solve instead of solutions to implement was so vital and ended up resulting in higher morale and a better product. I also was able to show how an Outcome-focused mentality actually helps us get to the desired results quicker than the output-driven mentality most companies have. As a result, the entire company is seriously considering moving to OKRs. Something that will help us deliver even better products for our customers in the future and will for sure result in a more fun, innovative culture.

一個(gè)恰當(dāng)?shù)睦邮牵鹤罱宜诠镜慕M織結(jié)構(gòu)管理部門發(fā)生了變化，這意味著與我一起工作并且非常了解用戶體驗(yàn)的主要產(chǎn)品領(lǐng)導(dǎo)者要離開了，而新領(lǐng)導(dǎo)者對用戶體驗(yàn)最佳實(shí)踐不太熟悉。

因?yàn)樵谥拔一撕芏鄷r(shí)間去了解公司的戰(zhàn)略計(jì)劃，這讓我能夠解釋為什么交付需要解決的問題而不是需要只考慮實(shí)施的解決方案是如此重要，這最終提高了士氣，也打造了更好的產(chǎn)品。

我還展示了為什么我們以結(jié)果為中心，會(huì)比大多數(shù)其他以產(chǎn)出為中心的公司更快地達(dá)到預(yù)期結(jié)果的原因。因此，整個(gè)公司都在認(rèn)真考慮搬到 OKRs。有些東西將幫助我們在未來給客戶提供更好的產(chǎn)品，并肯定會(huì)孕育出一個(gè)更有趣的、創(chuàng)新的文化。

THE SOLUTION解決方案

Some advice to get started

對于開始的一些建議

Interview the CEO and other key leaders at your company. Ask them what the strategic initiatives of the company are. As them why they love their job. Ask them what keeps them up at night. Ask them what the greatest threat to the company’s success is.

采訪你公司的首席執(zhí)行官和其他主要領(lǐng)導(dǎo)人，問問他們公司的戰(zhàn)略計(jì)劃是什么。比如：他們?yōu)槭裁礋釔圩约旱墓ぷ?，問問他們是什么讓他們夜不能寐，了解阻礙公司成功的最大威脅是什么。

• Read business books
• 閱讀商業(yè)書籍

• Take a business class.
• 去學(xué)習(xí)一些商務(wù)課程。

• Ask to be involved in vision or strategy meetings as a fly on the wall.
• 要求作為旁聽者參與愿景或戰(zhàn)略討論會(huì)議。

• Prepare a presentation on a UX topic to an audience of business leaders. See how well it is received. Rinse, repeat.
• 為商業(yè)領(lǐng)袖的聽眾準(zhǔn)備一個(gè)關(guān)于用戶體驗(yàn)主題的演講。 看看它的接受程度如何。然后優(yōu)化，再來一次。

• Start trying to “talk” like a business leader.
• 開始試著像一個(gè)商業(yè)領(lǐng)袖那樣”說話”。

• Try to quantify the user experience your users are having.
• 嘗試量化用戶的體驗(yàn)。

The more you do it, the easier it will get. If this topic resonates with you and you want more details on how to get started, check out my article:Business for Designers: how to eliminate executive interference & get your innovative ideas out the door where I go over a couple case studies and dive into this topic in more detail.

你做的越多，事情就越容易。如果這個(gè)話題與你產(chǎn)生共鳴，你想知道更多關(guān)于如何開始的細(xì)節(jié)，請查看我的文章：設(shè)計(jì)師的商業(yè): 《如何消除管理層的干擾，讓你的創(chuàng)新想法走出門外》，在那篇文章里面，我回顧了幾個(gè)案例研究，并深入探討這個(gè)話題的更多細(xì)節(jié)。

3. Facilitation Skills

促成技巧

Good designers can do stellar design work themselves. Excellent designers bring other people with them and facilitate great design among a group. Yet far too few designers (even a senior level) are skilled facilitators.

優(yōu)秀的設(shè)計(jì)師可以自己完成一流的設(shè)計(jì)工作，非常棒的設(shè)計(jì)師帶著其他人一起成長，并促進(jìn)一個(gè)群體做出偉大的設(shè)計(jì)。然而，很少有設(shè)計(jì)師(甚至是高級設(shè)計(jì)師)是熟練的促成者。

Facilitation is the art of helping to guide stakeholders and cross-functional team members through the design process. It is vital to be able to move fast and be most effective in your design work for everyone to have a shared-understanding of what it is that you’re building and why. You also will arrive at the “multiple idea exploration” requirement above much quicker. Diversity of not only culture but also functional background adds so much to the completeness and innovation of any design.

促成是一門藝術(shù)，它幫助你促成利益相關(guān)者和跨職能團(tuán)隊(duì)成員更好的完成設(shè)計(jì)過程。在你的設(shè)計(jì)工作中，對于每個(gè)人來說，對于你正在構(gòu)建的是什么，以及為什么要這樣做能保持一個(gè)共同的理解，這在設(shè)計(jì)過程中是非常重要的，你也會(huì)更快地達(dá)到“尋求更多想法探索”的要求。文化和職位背景的多樣性不僅增加了設(shè)計(jì)考慮維度的完整性，還能提供更多額創(chuàng)新性。

Facilitation doesn’t require a higher position or a condescending tone to be effective. Quite the opposite. The main key to being an effective facilitator is an overriding passion for bringing people with you in your design process. It’s basically user research for coworkers. In the same way you don’t want to “l(fā)ead the witness” in a usability test or interview and want to explore ideas fully, when facilitating you want to set the stage and help guide the team through solving problems you have been assigned.

促成并不需要一個(gè)更高的頭銜或居高臨下的語調(diào)才能有效。恰恰相反，成為一個(gè)有效的促成者的關(guān)鍵是在你的設(shè)計(jì)過程中帶領(lǐng)人們的保持著超過一切的激情，這可以說是對同事做的用戶研究。同樣，在可用性測試或訪談中，你也不希望“引導(dǎo)被研究者”，也希望更充分的探索各種想法。同樣，在對項(xiàng)目進(jìn)行排期時(shí)，你也希望通過解決了解到的核心問題來促進(jìn)團(tuán)隊(duì)走向正確的方向。

THE SOLUTION

解決方法

If you find yourself lacking in this area, just start by changing your mentality from doer to facilitator. Recognize that you aren’t responsible for every great idea. You are just responsible for the environment where great ideas can flourish. There is nothing that can prepare you for leadership opportunities in the future like facilitating.

如果你發(fā)現(xiàn)自己在這方面有所欠缺，那就從把你的心態(tài)從實(shí)操者轉(zhuǎn)變?yōu)榉?wù)者開始。認(rèn)識到你不是每一個(gè)好想法的負(fù)責(zé)人， 你只是負(fù)責(zé)營造一個(gè)可以產(chǎn)生好想法的環(huán)境。如果你想為未來的領(lǐng)導(dǎo)機(jī)會(huì)做好準(zhǔn)備，那沒有什么比促成好想法更合適的了。

Start small. Facilitate a brainstorming session with cross-functional participants. Use non-verbal decision making exercises like Affinity Mapping to normalize the loud and silent personality types. There are many ways to do it, just start. If you can get good at facilitation, though, you will be viewed as a strategic partner and influencer in your company and finding that dream UX job will get much easier.

從小事做起，促進(jìn)與跨職能部門同事的頭腦風(fēng)暴會(huì)議。使用像親和力地圖這樣的非口頭決策練習(xí)，來使愛發(fā)言和內(nèi)向的人格類型都參與進(jìn)來。有很多方法可以做到這一點(diǎn)，但一定要堅(jiān)持落地。如果你擅長于推動(dòng)，你將被視為公司的戰(zhàn)略合作伙伴和影響者，并且找到理想的用戶體驗(yàn)工作會(huì)變得容易得多。

4. Ability to Balance Innovation with Practicality

平衡創(chuàng)新與實(shí)踐的能力

If there is any 1 thing that you can do today to start having better success in job searching, it is to realize?—?genuinely internalize?—?that UX in the real world is not the utopian dreamworld many designers live in where they have infinite time and resources to do research and build the ideal product that they reveal in some glorious marketing campaign that causes users to jump up and down with excitement because of how AMAZING you made their lives.

如果有任何一件事讓你在找工作方面取得更多成功的機(jī)會(huì)，那就是認(rèn)識到真正的現(xiàn)實(shí)——現(xiàn)實(shí)世界中的用戶體驗(yàn)并不是許多設(shè)計(jì)師所夢想的烏托邦式世界，在烏托邦世界中大家有無限的時(shí)間和資源來做研究和創(chuàng)造理想的產(chǎn)品，可以在一些輝煌的營銷活動(dòng)中展示這些產(chǎn)品，并且這些活動(dòng)會(huì)讓用戶興奮地跳上跳下，因?yàn)槟阕屗麄兊纳钭兊酶用篮谩?/p>

No company is perfect. No project has enough time. No user research initiative is going to feel like enough. No product you work on will ever have the ideal user experience. No product manager or developer will ever understand user experience fully…and that’s ok!

沒有一個(gè)公司是完美的，沒有一個(gè)項(xiàng)目有足夠的時(shí)間，沒有一個(gè)用戶研究計(jì)劃會(huì)讓你感覺足夠了。你從事的任何產(chǎn)品都不會(huì)有理想的用戶體驗(yàn)。 沒有一個(gè)產(chǎn)品經(jīng)理或者開發(fā)人員能夠完全理解用戶體驗(yàn)的本質(zhì).. …但是這沒關(guān)系。

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.

在用戶體驗(yàn)、產(chǎn)品經(jīng)理和開發(fā)人員之間存在著一種健康的緊張關(guān)系，這種緊張關(guān)系可以幫助我們獲得更好的產(chǎn)品。 我無法告訴你當(dāng)我還是一個(gè)年輕的設(shè)計(jì)師的時(shí)候，有多少次我測試了一個(gè)我認(rèn)為需要更多改進(jìn)的設(shè)計(jì)，每個(gè)用戶都很容易地完成了我們交給他們的所有任務(wù)。

更重要的是，他們玩得很開心。在那些時(shí)候，我被迫放下自尊，意識到這個(gè)產(chǎn)品已經(jīng)足夠好了，我們已經(jīng)完成了我們的目標(biāo)。你越早意識到”有時(shí)候最完美的事情需要被… 完成（喬 · 納托利） ，你作為一個(gè)設(shè)計(jì)師的生活就會(huì)越輕松。

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.

并不是每個(gè)項(xiàng)目都在戰(zhàn)略地位上占有一席之地。有時(shí)我們做一些事情是因?yàn)樯虡I(yè)上需要我們進(jìn)行重復(fù)的功能組，然后我們才能轉(zhuǎn)向更具創(chuàng)新性的東西。這也是沒關(guān)系的， 我發(fā)現(xiàn)問題在于當(dāng)這些情況出現(xiàn)時(shí)，團(tuán)隊(duì) / 公司中的每個(gè)人都是從獨(dú)立的角度來看問題的。

THE SOLUTION

解決方案

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:

幫助我在一開始就明晰項(xiàng)目的某些關(guān)鍵特征，并讓每個(gè)人都簽字同意這些特征是非常有用的。 (又是”共同的理解”這個(gè)詞)。

其中一些特點(diǎn)是：

• Vision statement.共同的愿景
• Priorities (where are we on the “check the checkbox” vs “pure innovation” continuum.優(yōu)先級（我們在“復(fù)制”和“創(chuàng)新”上的偏向）
• Business objectives.業(yè)務(wù)目標(biāo)
• User needs (Jobs To Be Done).用戶需求（待完成的工作）
• Constraints.約束條件
• Target users.目標(biāo)用戶
• Success criteria.成功標(biāo)準(zhǔn)

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.

如果你清楚整個(gè)團(tuán)隊(duì)的這些內(nèi)容，項(xiàng)目就會(huì)進(jìn)行得更順利。 然而，我似乎經(jīng)常遇到一些似乎無法平衡項(xiàng)目優(yōu)先級的設(shè)計(jì)師。當(dāng)有一個(gè)完全可行的商業(yè)理由時(shí)，誰都能接受這樣的事實(shí)：我們暫時(shí)沒有條件對用戶進(jìn)行現(xiàn)場研究訪問，或者對這個(gè)項(xiàng)目進(jìn)行可用性測試研究。但在一些設(shè)計(jì)的頭腦中，完整的步驟過程成了必須始終遵循原則，而不是靈活的運(yùn)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.

用一個(gè)烹飪的比喻來說，最好的廚師不是那些每次都能按照菜譜做到最標(biāo)準(zhǔn)的人。最好的實(shí)踐者是那些能夠用那些一次又一次被給予的原料、目標(biāo)和約束而做出驚人的東西的人，不管他們是什么角色。

5. Empathy for Stakeholders

與利益相關(guān)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.

大多數(shù)Uxer都熱衷于培養(yǎng)對用戶的同理心，其實(shí)商業(yè)客戶和其他利益相關(guān)者也是我們的用戶，而多數(shù)設(shè)計(jì)卻抱怨對他們太“政治”。偉大的設(shè)計(jì)師認(rèn)為他們的工作就是理解什么對他們的利益相關(guān)者是重要的，然后幫助他們實(shí)現(xiàn)他們的目標(biāo)。在對他們了解的基礎(chǔ)上,”政治”只不過是同理心的一部分。 然而，很少有設(shè)計(jì)師擅長這些。

The first thing an excellent designer will do at a new job or on a new project is get to know the stakeholders and business leaders in the organization. Find allies. Understand constraints. Understand what each stakeholder is trying to accomplish.

一個(gè)優(yōu)秀的設(shè)計(jì)師要做的第一件事就是，在一個(gè)新工作或者一個(gè)新項(xiàng)目中去了解利益相關(guān)者和商業(yè)領(lǐng)導(dǎo)者，尋找盟友、理解約束， 理解每個(gè)利益相關(guān)者試圖完成的目標(biāo)。

Case in point. I once worked for a company where we were having major problems getting time and resources for any kind of user research. The PM wasn’t wanting to allow time in the sprint for it. Our client advisors (who controlled the relationship with customers) didn’t want to let us anywhere near their customers. It was a mess.

這里有一個(gè)很好的例子，我曾經(jīng)在一家公司工作，我們?yōu)橛脩粞芯繝幦r(shí)間和資源時(shí)因?yàn)轭愋吞喽龅搅撕艽蟮膯栴}。產(chǎn)品經(jīng)理不想在沖刺階段留出這些時(shí)間。我們的客戶顧問（他們控制著與客戶的關(guān)系）不想讓我們接近他們的客戶，那時(shí)真的是一團(tuán)亂麻。

So I started having one on one conversations with some of them. I found out that many of them had bad experience with designers showing brand new designs and promising the new features by a specific date. This caused major problems for the Client Advisor team (understandably). Also, there were some major retention issues going on with some of the customers I wanted to speak with.

所以我開始和他們中的一些人進(jìn)行一對一的交談，我發(fā)現(xiàn)他們中的很多人在設(shè)計(jì)師展示全新的設(shè)計(jì)，并承諾在一定時(shí)間內(nèi)提供新功能的情況下都有過糟糕的經(jīng)歷，這給客戶顧問團(tuán)隊(duì)帶來了很大的問題（所以這是可以理解的）。此外，我想與之交談的一些客戶也存在一些重大的遺留問題。

I explained what we were trying to accomplish with the user research and how it could also help them solve some of their retention problems. I asked if they would be willing to help us plan and conduct the research so we could be sure to not say anything that would hurt the relationship.

我解釋了我們試圖通過用戶研究來完成的目標(biāo)，以及它是如何幫助解決一些遺留問題的。我問他們是否愿意幫助我們計(jì)劃和進(jìn)行這項(xiàng)研究，這樣就可以確保很多交流都不會(huì)傷害這段合作關(guān)系。

Not only did I get access to users, but I had an ally in helping to schedule more user research visits in the future and someone who knew these users well to help me plan what to learn and how to do it. As a completely unanticipated side bonus, pretty soon these same client advisors (and the sales people as well) were using the fact that we involved our customers in our design process as a mechanism/key differentiator in saving many customers and generating loyalty.

我不僅可以接觸到用戶，而且我還有一個(gè)盟友幫助我安排未來更多的用戶研究訪問，還有一個(gè)非常了解這些用戶的人幫助我計(jì)劃學(xué)習(xí)什么以及如何學(xué)習(xí)。作為一個(gè)出乎意料的獎(jiǎng)勵(lì)，很快這些同類型的客戶顧問（以及銷售人員）就利用我們讓客戶參與到設(shè)計(jì)過程中這一方法，作為一種機(jī)制 / 關(guān)鍵的差異化因素，以挽救許多客戶并產(chǎn)生忠誠度。

None of that would have happened if I had not taken the time to get to know the stakeholders.如果我沒有花時(shí)間去了解利益相關(guān)者，這些都不會(huì)發(fā)生。

THE SOLUTION

解決方法

• Get to know your stakeholders. Interview them. Imagine they were target users of the next product you were designing.
• 了解你的利益相關(guān)者。去拜訪他們，假設(shè)他們是你正在設(shè)計(jì)的下一個(gè)產(chǎn)品的目標(biāo)用戶。

• Propose an idea of how something in your background could help them in their job.
• 提出你想做任何事的原由，以及如何能夠幫助他們工作。

• The next time you’re frustrated with someone in your company, make an effort to see them as a person with needs/desires instead of an object preventing you from getting what you want.
• 下次你對公司里的某個(gè)人感到沮喪的時(shí)候，試著把他們看成是一個(gè)有需求 / 欲望的人，而不是一個(gè)阻止你得到你想要的東西的東西。

6. Curiosity and Drive to Constantly Learn

好奇心和不斷學(xué)習(xí)的動(dòng)力

An insatiable curiosity and drive to always be learning and never be comfortable is the main secret of any success I might have had so far in my career. I’m mostly self taught and I’ve never worked for any world renowned companies, but I have an intense drive to learn and grow and progress. Two of the principles in my creative ethos that I emphasize constantly with my team are related: “yearn to learn” and “comfort is the enemy of greatness”.

永不滿足的好奇心和不斷學(xué)習(xí)的動(dòng)力，永遠(yuǎn)不要一直待在舒適區(qū)，這是我在職業(yè)生涯中取得成功的主要秘訣。我大部分時(shí)間是自學(xué)成才，雖然從未為任何世界知名的公司工作過，但我有強(qiáng)烈的學(xué)習(xí)、成長和進(jìn)步的動(dòng)力。在我的創(chuàng)造精神中，我一直強(qiáng)調(diào)與我的團(tuán)隊(duì)的兩個(gè)原則是相關(guān)的：“向往學(xué)習(xí)”和“舒適是最大的敵人”。

I’ve discovered that having an “insatiable curiosity” is rarer than many people might think. To anyone who is struggling with Imposter Syndrome at the moment: your reading this article shows that you are already on the right track. Keep it up! Develop an “insatiable curiosity” and you will progress much faster than you thought possible.

我發(fā)現(xiàn)，擁有“永不滿足的好奇心”的人比想象的要少得多。對于那些正在假裝與懶惰做斗爭的人來說：你閱讀這篇文章表明你已經(jīng)走上了正確的道路。 繼續(xù)努力！ 培養(yǎng)一種“永不滿足的好奇心”，你的進(jìn)步會(huì)比你想象的要快得多。

Research how other people have handled things. Listen to podcasts on your way to work. Organize book clubs on your team or design community. Experiment with new methodologies. See what works and what doesn’t. Never be satisfied with the way you are working today.

研究其他人是如何處理事情的，在上班的路上聽聽播客，在你的團(tuán)隊(duì)或設(shè)計(jì)社區(qū)組織讀書俱樂部。不斷的嘗試新的方法，看看什么是有用的、什么是沒用的。永遠(yuǎn)不要滿足于你今天的工作方式。

I once had a boss who when I presented a design to him for feedback would always ask me: “is this the best you can do?”. At first it was off-putting, but soon I learned the wisdom in what he was teaching me. He wasn’t criticizing me, he was challenging me to reach a little deeper to see if I could do better. That boss changed my whole outlook as a designer.

我曾經(jīng)有一個(gè)老板，當(dāng)我向他展示一個(gè)設(shè)計(jì)方案時(shí)，他總是問我：“這是你能做到的最好的嗎？”。一開始我覺得很不舒服，但是很快我就從他教我的東西中學(xué)到了智慧。他不是在批評我，他是在挑戰(zhàn)我，讓我更深入一些，看看我是否能做得更好。 那個(gè)老板改變了我作為一個(gè)設(shè)計(jì)師的整個(gè)觀念。

If you ARE that passionate about learning, let it come through in your resume, portfolio, and interviews. Let it come through in hallway conversations. Let it come through on LinkedIn. If hiring managers can sense it, they often will take a chance on you if any doubts about your ability to do the job arise.

如果你對學(xué)習(xí)充滿熱情，那就讓它在你的簡歷、作品集和面試中體現(xiàn)出來，讓它通過剪短的交流也能傳達(dá)出來，讓它在 LinkedIn 上體現(xiàn)出來。 如果招聘經(jīng)理能感覺到這一點(diǎn)，可能他們對你的工作能力會(huì)有些疑慮，但通常也會(huì)給你一個(gè)機(jī)會(huì)。

I know I would.

至少我會(huì)

THE SOLUTION解決方案

• Challenge yourself to learn a new software tool
• 挑戰(zhàn)自己，學(xué)習(xí)一個(gè)新的軟件工具

• Next time you need to brainstorm or conduct user research, use a method you’ve never used before.
• 下次需要進(jìn)行頭腦風(fēng)暴或進(jìn)行用戶研究時(shí)，使用一種你從未用過的方法。

• Read UX books
• 閱讀 UX 書籍

• Listen to podcasts
• 聽播客

• Participate in meetups
• 參加聚會(huì)

7. Mature User ResearchSkills

成熟的用戶研究技巧

I am constantly amazed when interviewing Senior UX Designers at how few of them have more than elementary knowledge of and skills required in the area of User Research. They all have enough user research passion to fill every football stadium in America, but very few have experience with more than interviewing and usability testing, and even fewer can tell me what a usability test plan is or what it should contain.

在采訪高級用戶體驗(yàn)設(shè)計(jì)師時(shí)，我經(jīng)常驚訝于他們中很少有人在用戶研究領(lǐng)域擁有超過基本知識和技能的。他們對用戶研究熱情可以填滿美國的每一個(gè)足球場，但是很少有人的對可用性測試的經(jīng)驗(yàn)比面試更多，更少有人能告訴我什么是可用性測試計(jì)劃或者它應(yīng)該包含什么。

In one sense, it is not their fault. Precious few schools actually teach user research. Even fewer teach more than a couple methods and typically it is only a single unit in an Interaction Design course.

從某種意義上說，這不是他們的錯(cuò)，真正教授用戶研究的學(xué)校寥寥無幾。在交互設(shè)計(jì)課程中，教授多個(gè)方法的學(xué)生更少，而且通常只有一個(gè)單獨(dú)的章節(jié)。

There IS information out there, however, if you are willing to seek for it. How a designer can get to the 5–7 years professional experience and STILL not have more than basic experience in user research is sad to me. The good news for YOU though is that if you’re willing to seek and practice user research skills, it will DRASTICALLY set you apart from the pack.

然而，如果你愿意去尋找的話，外面還是有挺多信息可以學(xué)習(xí)的。一個(gè)5-7年的設(shè)計(jì)師能有很專業(yè)的經(jīng)驗(yàn)，但在用戶研究方面仍然沒有達(dá)到基本的水準(zhǔn)，這讓我感到悲哀。不過對你來說，好消息是，如果你愿意尋求和實(shí)踐用戶研究技能，它將徹底使你脫穎而出。

There are two main types of user research: Generative and Evaluative. Generative research is all about discovery and ensuring we’re solving the right problem(both from a user and business perspective).Evaluative research is focused on validating if we’ve made progress towards the solution to the problem we agreed to solve.

用戶研究主要有兩種類型：生成型和評價(jià)型。

1. 生成型研究是關(guān)于發(fā)現(xiàn)和確保我們正在解決的問題是正確的問題（從用戶和商業(yè)的角度）。
2. 評價(jià)型研究的重點(diǎn)是驗(yàn)證我們是否在解決我們都想解決的問題方面取得了進(jìn)展。

Within each type of user research there are many different user research methods. If you can become familiar with and gain experience with the most used in each category, you will be in the top 5% of candidates for any UX job at virtually any company big or small. If you can get to the point where you understand when to use each one, that will put you even higher.

在每種類型的用戶研究中都有許多不同的用戶研究方法，如果你能熟悉并獲得每個(gè)類別中使用最多技巧的經(jīng)驗(yàn)，你將成為任何大公司或小公司中用戶體驗(yàn)工作者前5% 的候選人。如果你能夠明白什么時(shí)候該使用哪個(gè)技巧，那么這會(huì)讓你的成績更高。

Here are some of the most common user research methods broken out by type.

下面是一些最常見的用戶研究方法，按類型分類。

（1）GENERATIVE

生成型調(diào)研

• Clickstream analysis
• Confidence level calculations
• Contextual inquiry
• Customer feedback
• Data mining/analysis
• Diary/camera studies
• Email surveys
• Ethnographic studies
• Focus groups
• Intercept studies
• Open card sorting
• Participatory design
• Stakeholder interviews
• True intent studies
• User interviews
• Visual analytics
• 置信度計(jì)算
• 關(guān)聯(lián)性調(diào)查
• 客戶反饋
• 數(shù)據(jù)挖掘 / 分析
• 日記 / 相機(jī)研究
• 電子郵件調(diào)查
• 人種學(xué)研究
• 焦點(diǎn)小組
• 截獲式研究
• 開放式卡片分類
• 參與式設(shè)計(jì)
• 利益相關(guān)者的訪談
• 真實(shí)意圖研究
• 用戶訪談
• 視覺分析

（2）EVALUATIVE

評價(jià)型調(diào)研

• 5-second tests
• A/B testing
• Closed card sorting
• Confidence level calculations
• Eye tracking studies
• Paper prototype tests
• Usability Benchmarking
• Usability testing (in lab)
• Usability testing (moderated remote)
• Usability testing (unmoderated remote)
• 5秒鐘的測試
• A / b 測試
• 封閉式卡片分類
• 置信度計(jì)算
• 眼球追蹤研究
• 紙張?jiān)蜏y試
• 可用性基準(zhǔn)測試
• 可用性測試(實(shí)驗(yàn)室)
• 可用性測試(主導(dǎo)型測試)
• 可用性測試(非主導(dǎo)型的遠(yuǎn)程)

One other area within user research that I often find lacking in many interviewees is experience actually planning user research initiatives ahead of time. This has a few benefits:

我發(fā)現(xiàn)許多受訪者缺乏的另一個(gè)用戶研究領(lǐng)域是規(guī)劃用戶研究計(jì)劃的經(jīng)驗(yàn)，提前規(guī)劃有一些好處:

• It helps you clearly focus on the most important things you want to learn.
• 它可以幫助你專注于你想學(xué)習(xí)的最重要的事情。

• It improves the effectiveness and actionability of insights you gain
• 它提高了你獲得洞察力的有效性和可行性。

• It puts the investment required on the company’s part into clear terms a business leader can understand (which helps both get budget approval and with tracking ROI after research completion)
• 它將公司的投資轉(zhuǎn)化為商業(yè)領(lǐng)導(dǎo)人可以理解的清晰內(nèi)容(這有助于獲得預(yù)算批準(zhǔn)，并在研究完成后跟蹤 ROI)

• It allows all employees to be on the same page going in (which can drastically help with note taking and data aggregation afterwards)
• 它幫助所有員工都在同一個(gè)節(jié)奏上進(jìn)行(這對隨后的筆記整理和數(shù)據(jù)聚合都有很大幫助)

THE SOLUTION

解決方案

If you’ve never set out to write a formal usability test plan before, it can seem daunting. It really is quite easy, though. You just have to think through what you want to accomplish, how you plan to accomplish it, and who will be a part of the research (pro tip: it is much easier and much more effective to take a cross-functional group). My process (D.E.C.I.S.I.O.N.) is outlined below。

如果你以前從未著手編寫過一份正式的可用性測試計(jì)劃，那么它可能會(huì)讓你望而卻步。不過，這真的很簡單。你只需要想清楚你想要完成什么，你計(jì)劃如何完成它，以及誰將成為這項(xiàng)研究的一部分（支持建議：組建一個(gè)跨職能團(tuán)隊(duì)要容易得多，也會(huì)更有效一些。）

我的過程（D.E.C.I.S.I.O.N.）概述如下：

1. Decide on the main goal or objective of the research確定研究的主要目標(biāo)或目的
2. Explore questions & assumptions (what is it you want to find out)探索問題和進(jìn)行假設(shè)(你想找出什么)
3. Choose a method (see above)選擇一個(gè)方法(見上文)
4. Identify participants (employees and clients)確定參與者(員工和客戶)
5. Script or tasks設(shè)定腳本或任務(wù)
6. Identify schedule & budget (time, recruiting, & equipment)確定進(jìn)度和預(yù)算(時(shí)間、招聘哪些人員和需要的設(shè)備)
7. Outline responsibilities概述責(zé)任
8. Nail the schedule down把時(shí)間表定下來

If you would like a little help, you can download this editable pdf of my research plan template. It is meant to be a 1-page overview of a research plan that can then be sent to internal stakeholders, finance (for budget approval), and anyone else who needs to get an idea what you’re doing and why.

如果你想要一些幫助，你可以下載我的研究計(jì)劃模板，這是個(gè)可直接填寫的 圖片。這將幫你做一個(gè)1頁的研究計(jì)劃概述，然后可以發(fā)送給內(nèi)部利益相關(guān)者，財(cái)務(wù)（為了預(yù)算批準(zhǔn)） ，以及任何其他人誰需要知道你在做什么和為什么這么做的原因。

Conclusion

總結(jié)

The UX industry is becoming ever more competitive, yet there are still far too few designers that have creative maturity, knowledge of business, facilitation skills, can balance innovation with practicality, have an insatiable curiosity and desire to learn, and have mature user research skills. Hiring managers are constantly on the lookout for these skills. If you can develop and demonstrate these skills on your resume, portfolio, and in interviews you will be much more likely to land the UX job you’ve always dreamed of.

用戶體驗(yàn)行業(yè)正變得越來越有競爭力，然而仍然只有很少的設(shè)計(jì)師具有成熟創(chuàng)造性、商業(yè)知識、促進(jìn)技能、能夠平衡創(chuàng)新和實(shí)用性的能力、無限的好奇心和學(xué)習(xí)的愿望，并有成熟的用戶研究技能。招聘經(jīng)理一直在尋找擁有這些技能的人。如果你能在你的簡歷、作品集和面試中闡述和展示這些技能，你就更有可能得到夢寐以求的用戶體驗(yàn)工作。

感謝閱讀。

作者：Jeremy BirdFollow

原文鏈接：https://uxdesign.cc/vital-ux-skills-that-few-designers-have-and-how-to-develop-them-b26fd067e1bd

譯者：湯圓，公眾號：包你嗨設(shè)計(jì)英語學(xué)習(xí)社區(qū)

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