Discussing Design. Improving Communication and Collaboration through Critique

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• 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 dont 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
      • Dont assume
      • Dont 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) youre 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 hasnt been framed adequately
      • The problem has been framed, but there is no agreement on the framing
      • A concept already exists from which the team cant or wont 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 projects 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
    • Dont Rush to Make Decisions on the Changes to Be Made
  • The I Like... or I Dont 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 Products 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 hadnt 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 Isnt Working
    • Lack of Discussion
    • Avoiding Participation
    • Problem Solving
    • Confusing Critique with Review
• B. About the Authors
• C. Osquo: Discussing Design
• Index
• About the Authors
• Copyright

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