Thepracticeofcritique 130509113457-phpapp02
Upcoming SlideShare
Loading in...5
×
 

Thepracticeofcritique 130509113457-phpapp02

on

  • 111 views

 

Statistics

Views

Total Views
111
Views on SlideShare
111
Embed Views
0

Actions

Likes
1
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Thepracticeofcritique 130509113457-phpapp02 Thepracticeofcritique 130509113457-phpapp02 Presentation Transcript

  • The Practice of Critique Vincent Matyi User Experience Consulting, Knowledge Management Competency Center
  • Introduction
  • © 2013 SAP AG. All rights reserved. 3Public Merrill Zavod Sr. Human Factors Engineer Benjie Falke Sr. Information Designer Communication Design 3 yrs. experience Milan Guenther Sr. Information Designer Diploma-Designer, MBA 12 yrs. experience Sean McGinnis Sr. Information Designer Visual Communication, AAS 13 yrs. experience Caroleigh Deneen Sr. Information Designer Management of Tech, MSE Psychology, BS 15 yrs. experience Johann W. Sarmiento Sr. Human Factors Engineer • Human-Computer Interaction, PhD • Computer Science, MS • Systems Engineering, BE 14 yrs. experience Marian Gunkel Sr. Human Factors Engineer • Psychology/Engineering • Psychology, German Diploma 13 yrs. experience Melissa A. Visintin Strategist, User Experience • Mass Communication/Multimedia, MS • Medical Illustration, BFA 16 yrs. experience User Experience Consulting Team Knowledge Management Competency Center @ SAP Kirsten Gay Director, User Experience • Architecture, MA • Landscape Architecture, BS 17 yrs. experience Vincent Matyi Sr. Information Designer Multimedia- BFA 11 yrs. experience Kathrin Bort User Research Intern Ayman Alalao Information Designer Interactive Design and Media, MS Visual Communication, BS Kyle Romain Information Designer Digital Communications, BS 12 yrs. experience • Human Factors Psych., PhD • Experimental Psych., MS • Psychology, BS Thomas Thome Information Designer Diploma-Media System Design Davis Hermann User Experience Intern Studio Art, BA French, BA View slide
  • © 2013 SAP AG. All rights reserved. 4Public Why critique as a tool in your set? View slide
  • © 2013 SAP AG. All rights reserved. 5Public  Encourage greater participation in teams  Promote mutual understanding  Fosters inclusive solutions  Cultivate shared responsibility  Improve collaboration and spontaneity between siloed departments
  • © 2013 SAP AG. All rights reserved. 6Public  Encourage greater participation in teams  Promote mutual understanding  Fosters inclusive solutions  Cultivate shared responsibility  Improve collaboration and spontaneity between siloed departments • Everyone is equal when everyone is a critic. • Reveals thoughts and approaches from others • Results in a concentration of many different ways to improve a design • Creates an environment that fosters healthy disagreement while maintaining a level of harmony to grow together
  • © 2013 SAP AG. All rights reserved. 7Public CritiqueSee it through a different view
  • So, what is critique?
  • © 2013 SAP AG. All rights reserved. 9Public Critique is a structured conversation that happens when a group of people convene to review design work …
  • © 2013 SAP AG. All rights reserved. 10Public Critique is a structured conversation that happens when a group of people convene to review design work … with a common purpose to explore, examine and improve the qualities of a work, design or an experience.
  • © 2013 SAP AG. All rights reserved. 11Public Critique does not cost much and is good for everyone involved in a project.
  • © 2013 SAP AG. All rights reserved. 12Public Critique requires a few key roles Presenter / facilitator Critics / audience Recorder / note taker
  • © 2013 SAP AG. All rights reserved. 13Public Critique is planned and structured at a place and time 1 hour Studio setting The right people Not too early or too late in a project
  • © 2013 SAP AG. All rights reserved. 14Public Critique is participatory Contribute or go home Presenter engages all Give a quota to all
  • © 2013 SAP AG. All rights reserved. 15Public Critique is objective Keep your opinion Mutual purpose Goal focus
  • © 2013 SAP AG. All rights reserved. 16Public Critique is impersonal Leave your ego at home Focus on the design not the person Direct all conversation to the design
  • © 2013 SAP AG. All rights reserved. 17Public Critique is a safe and sacred place to let your darlings die Don’t fall in love Don’t expect validation No shortage of ideas Reincarnate ideas for future Trust & respect Improve or it dies here
  • © 2013 SAP AG. All rights reserved. 18Public Critique is the opportunity to listen and learn Not a test See through the eyes of others Be quiet!
  • © 2013 SAP AG. All rights reserved. 19Public Critique is a skill that should be practiced Repetition = improvement
  • © 2013 SAP AG. All rights reserved. 20Public Critique is most effective in small groups
  • © 2013 SAP AG. All rights reserved. 21Public Critique covers both the weakness and strength of a design Not a testStart with the good
  • © 2013 SAP AG. All rights reserved. 22Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose.
  • © 2013 SAP AG. All rights reserved. 23Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose. Facilitation
  • © 2013 SAP AG. All rights reserved. 24Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose. Facilitation Trust
  • © 2013 SAP AG. All rights reserved. 25Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose. Facilitation Trust Design
  • © 2013 SAP AG. All rights reserved. 26Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose.http://www.adaptivepath.com/ideas/the-design-plan-official-versus-how-it-feels Design
  • © 2013 SAP AG. All rights reserved. 27Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose.http://www.adaptivepath.com/ideas/the-design-plan-official-versus-how-it-feels Design
  • © 2013 SAP AG. All rights reserved. 28Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose. Facilitation Trust Design
  • © 2013 SAP AG. All rights reserved. 29Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose. Facilitation Trust Design Purpose
  • Guideline For Presenters and Critics
  • © 2013 SAP AG. All rights reserved. 31Public Presenter
  • © 2013 SAP AG. All rights reserved. 32Public 1. Determine in advance what you want or need from the critiquePresenter
  • © 2013 SAP AG. All rights reserved. 33Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time Presenter
  • © 2013 SAP AG. All rights reserved. 34Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session. Presenter
  • © 2013 SAP AG. All rights reserved. 35Public 1. Determine in advance what you want or need from the critique 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design Presenter
  • © 2013 SAP AG. All rights reserved. 36Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session. 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view Presenter
  • © 2013 SAP AG. All rights reserved. 37Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session. 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view. 6. Once finished with your presentation: Actively listen and think before you speak. Ask questions for clarity in a neutral, open-minded fashion Presenter
  • © 2013 SAP AG. All rights reserved. 38Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view 6. Once finished with your presentation: Actively listen and think before you speak. Ask questions for clarity in a neutral, open-minded fashion 7. Do not rationalize design decisions or get defensive Presenter
  • © 2013 SAP AG. All rights reserved. 39Public 1. Determine in advance what you want or need from the critique. 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view 6. Once finished with your presentation: Actively listen and think before you speak. Ask questions for clarity in a neutral, open-minded fashion 7. Do not rationalize design decisions or get defensive 8. Remain in control of the flow of the meeting Presenter
  • © 2013 SAP AG. All rights reserved. 40Public 1. Determine in advance what you want or need from the critique 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view 6. Once finished with your presentation: Actively listen and think before you speak. Ask questions for clarity in a neutral, open-minded fashion 7. Do not rationalize design decisions or get defensive 8. Remain in control of the flow of the meeting 9. Have a recorder write down everything for later reference Presenter
  • © 2013 SAP AG. All rights reserved. 41Public 1. Determine in advance what you want or need from the critique 2. Send out designs ahead of time 3. Share logistics and your personal objectives for the critique session 4. Start the critique by reviewing the objectives of the critique, ground rules and purpose of your design 5. Present the design work by referencing the criteria for judging the works value and effectiveness. Do not assume your colleagues share this point of view 6. Once finished with your presentation: Actively listen and think before you speak. Ask questions for clarity in a neutral, open-minded fashion 7. Do not rationalize design decisions or get defensive 8. Remain in control of the flow of the meeting 9. Have a recorder write down everything for later reference 10. Thank your participants by ending with a brief summary Presenter
  • © 2013 SAP AG. All rights reserved. 42Public Critic
  • © 2013 SAP AG. All rights reserved. 43Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved?
  • © 2013 SAP AG. All rights reserved. 44Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal
  • © 2013 SAP AG. All rights reserved. 45Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal 3. Avoid opinions and phrases such as “I like” or “don't like” or love or hate. Use concrete words and industry language. Avoid general terms such as “nice,” “good,” "bad," and “pretty”
  • © 2013 SAP AG. All rights reserved. 46Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal 3. Avoid opinions and phrases such as “I like” or “don't like” or love or hate. Use concrete words and industry language. Avoid general terms such as “nice,” “good,” "bad," and “pretty” 4. Discuss the work and never the person. Comment on the work should be based on the needs and parameters of the design problem
  • © 2013 SAP AG. All rights reserved. 47Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal 3. Avoid opinions and phrases such as “I like” or “don't like” or love or hate. Use concrete words and industry language. Avoid general terms such as “nice,” “good,” "bad," and “pretty” 4. Discuss the work and never the person. Comment on the work should be based on the needs and parameters of the design problem 5. Offer direction and explanation but not a prescription
  • © 2013 SAP AG. All rights reserved. 48Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal 3. Avoid opinions and phrases such as “I like” or “don't like” or love or hate. Use concrete words and industry language. Avoid general terms such as “nice,” “good,” "bad," and “pretty” 4. Discuss the work and never the person. Comment on the work should be based on the needs and parameters of the design problem 5. Offer direction and explanation but not a prescription 6. Provide strategies to move the design forward
  • © 2013 SAP AG. All rights reserved. 49Public Critic1. Empathize and understand  What problem is the design trying to solve?  How effective does the design solve the problem?  Are they there yet, or do they have further to go?  If they’re not there yet, what are the parts that aren’t working?  Why or why not was the design effective?  Is there more to this design that should have been solved? 2. Begin by suggesting what works well or helps to accomplish goal. Follow with ways it does not accomplish a goal 3. Avoid opinions and phrases such as “I like” or “don't like” or love or hate. Use concrete words and industry language. Avoid general terms such as “nice,” “good,” "bad," and “pretty” 4. Discuss the work and never the person. Comment on the work should be based on the needs and parameters of the design problem 5. Offer direction and explanation but not a prescription 6. Provide strategies to move the design forward 7. Feel free to lead and provide your feedback with clarifying questions to get the bigger picture or the smaller details
  • © 2013 SAP AG. All rights reserved. 50Public Be prepared
  • © 2013 SAP AG. All rights reserved. 51Public 1. Decision makers, managers, executives Be prepared
  • © 2013 SAP AG. All rights reserved. 52Public 1. Decision makers, managers, executives 2. Difficult people Be prepared
  • © 2013 SAP AG. All rights reserved. 53Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee Be prepared
  • © 2013 SAP AG. All rights reserved. 54Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee 4. User Research Be prepared
  • © 2013 SAP AG. All rights reserved. 55Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee 4. User Research 5. All get divided over an issue during critique Be prepared
  • © 2013 SAP AG. All rights reserved. 56Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee 4. User Research 5. All get divided over an issue during critique 6. Problem solving and design decisions during critique Be prepared
  • © 2013 SAP AG. All rights reserved. 57Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee 4. User Research 5. All get divided over an issue during critique 6. Problem solving and design decisions during critique 7. Hurt feelings and flattened energy Be prepared
  • User Experience Consulting My Team @ SAP
  • © 2013 SAP AG. All rights reserved. 59Public Some critique methods championed by the User Experience Consulting Team to help SAP meet its objectives: 1. Design Charrette 2. Design Studios 3. Design Thinking Workshops and Coaching 4. Weekly Team Design Review
  • © 2013 SAP AG. All rights reserved. 60Public External References Facilitators Guide to Participatory Decision Making Sam Kaner Gamestorming Dave Gray, Sunni Brown, James Macanufo Critique Handbook Kendall Buster, Paula Crawford http://scottberkun.com/essays/23-how-to-run-a-design-critique/ http://www.cooper.com/journal/2009/01/a_good_design_critique.html http://alistapart.com/article/design-criticism-creative-process http://www.uxbooth.com/articles/the-importance-of-design-critique/ http://www.discussingdesign.com/ http://www.uie.com/articles/critique/ http://www.uie.com/articles/great_critiques/ http://blog.teamtreehouse.com/the-art-of-the-design-critique http://www.kickerstudio.com/2010/11/everything-ive-ever-learned-about-giving- design-critiquesi- learned-from-tim-gunn/ http://www.ac4d.com/2012/04/30/do-you-want-critique-or-a-hug/
  • Thank You!