Thepracticeofcritique 130509113457-phpapp02

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Thepracticeofcritique 130509113457-phpapp02

  1. 1. The Practice of Critique Vincent Matyi User Experience Consulting, Knowledge Management Competency Center
  2. 2. Introduction
  3. 3. © 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
  4. 4. © 2013 SAP AG. All rights reserved. 4Public Why critique as a tool in your set?
  5. 5. © 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
  6. 6. © 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
  7. 7. © 2013 SAP AG. All rights reserved. 7Public CritiqueSee it through a different view
  8. 8. So, what is critique?
  9. 9. © 2013 SAP AG. All rights reserved. 9Public Critique is a structured conversation that happens when a group of people convene to review design work …
  10. 10. © 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.
  11. 11. © 2013 SAP AG. All rights reserved. 11Public Critique does not cost much and is good for everyone involved in a project.
  12. 12. © 2013 SAP AG. All rights reserved. 12Public Critique requires a few key roles Presenter / facilitator Critics / audience Recorder / note taker
  13. 13. © 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
  14. 14. © 2013 SAP AG. All rights reserved. 14Public Critique is participatory Contribute or go home Presenter engages all Give a quota to all
  15. 15. © 2013 SAP AG. All rights reserved. 15Public Critique is objective Keep your opinion Mutual purpose Goal focus
  16. 16. © 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
  17. 17. © 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
  18. 18. © 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!
  19. 19. © 2013 SAP AG. All rights reserved. 19Public Critique is a skill that should be practiced Repetition = improvement
  20. 20. © 2013 SAP AG. All rights reserved. 20Public Critique is most effective in small groups
  21. 21. © 2013 SAP AG. All rights reserved. 21Public Critique covers both the weakness and strength of a design Not a testStart with the good
  22. 22. © 2013 SAP AG. All rights reserved. 22Public Critique is planned and facilitated within a group of trusted people to focus on design with purpose.
  23. 23. © 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
  24. 24. © 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
  25. 25. © 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
  26. 26. © 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
  27. 27. © 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
  28. 28. © 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
  29. 29. © 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
  30. 30. Guideline For Presenters and Critics
  31. 31. © 2013 SAP AG. All rights reserved. 31Public Presenter
  32. 32. © 2013 SAP AG. All rights reserved. 32Public 1. Determine in advance what you want or need from the critiquePresenter
  33. 33. © 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
  34. 34. © 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
  35. 35. © 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
  36. 36. © 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
  37. 37. © 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
  38. 38. © 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
  39. 39. © 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
  40. 40. © 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
  41. 41. © 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
  42. 42. © 2013 SAP AG. All rights reserved. 42Public Critic
  43. 43. © 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?
  44. 44. © 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
  45. 45. © 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”
  46. 46. © 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
  47. 47. © 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
  48. 48. © 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
  49. 49. © 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
  50. 50. © 2013 SAP AG. All rights reserved. 50Public Be prepared
  51. 51. © 2013 SAP AG. All rights reserved. 51Public 1. Decision makers, managers, executives Be prepared
  52. 52. © 2013 SAP AG. All rights reserved. 52Public 1. Decision makers, managers, executives 2. Difficult people Be prepared
  53. 53. © 2013 SAP AG. All rights reserved. 53Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee Be prepared
  54. 54. © 2013 SAP AG. All rights reserved. 54Public 1. Decision makers, managers, executives 2. Difficult people 3. Design by committee 4. User Research Be prepared
  55. 55. © 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
  56. 56. © 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
  57. 57. © 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
  58. 58. User Experience Consulting My Team @ SAP
  59. 59. © 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
  60. 60. © 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/
  61. 61. Thank You!

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