Friday, September 30, 2011

Content Strategy: Content Modeling a Beginner’s Guide


Go to article

Posted on September 28, 2011
by: Ann Rockley
This blog post was inspired by a discussion on the content strategy list serve. I started writing a reply and found that I quickly wrote a response much too long for the email thread. Caveat, the samples I have provided are very top level, but hopefully useful.
A bit of background
The thread started with “I am looking for resources on the “how to” for content strategy, mainly content modeling, creation of a content framework, etc. It would be great to get links to resources, templates or examples on how to go about creating these artifacts.”
There were a number of good responses and the topic of XML and DITA came into the discussion, somewhat overwhelming the novice content strategist.
There was a statement today, about “my advice is to not worry about DITA and XML.” Which I both agree and disagree with.
So here’s a primer on the way I think about content modeling.
Content modeling primer
A content model reflects the structure of your content. Each type of content requires an individual model. A model is separate from its format and only describes the content itself, not the way in which it will be delivered.
Modeling begins with analysis; analysis of your customer needs and existing content if you have it.
Let’s say for example it is your job to develop a content strategy for a new consumer electronic product. You begin with your analysis of the customer and the content you want to make sure they receive. What kind of content do they need?
  • Description
  • Feature
  • Benefits
  • Specification
  • Support
When you look at this list, each one of them could be a model. Let’s take Feature and look at in more detail. At the top level, Feature contains:
  • Feature summary statement
  • Feature description
  • Key points
  • Supporting information
  • Related links
If we were to look at this in even more detail, we would probably break out the related links as a structure. I expect that we’ll need related links on all of the content types so it’s probably a model on its own.
Related links aren’t the only place we could be more detailed.
Let’s dive down a level in Key points. Key points could consist of:
  • Key points
  • Lead in phrase
    • Key point
      • Point
      • Detail
So now, this is really detailed. Do we really need this level of detail in the model? Maybe, maybe not. Two reasons you might want to have this level of detail are to support the writing and to support responsive design.
Writing Guidelines
Let’s start with the writing guidelines. Our guidelines could go something like this:
Lead in phrase. A common introductory phrase for a series of key point(s).
Point. Includes one specific statement and allows a quick scan for key information. Ideally one to three words, a maximum of five words and not to exceed 40 characters. A Key Point can stand alone or can be followed by Key Point Detail. Include a minimum of three Key Points. Contains the details about the individual feature or capability. For example, it could contain a description of one technical aspect or the physical dimensions of the offering. Each feature/capability is a single “what”, “where”, “how” or “when” and does not discuss benefits. Each Key Point can be a short paragraph or in a list. Keep the language factual, full of impact and easy to scan.
Detail. Supplies additional detail for the Point, is no longer than a sentence and is usually a sentence fragment. If you use Detail for one Point, you must use Detail for all Points to maintain parallel structure.
Content separate from format
A key concept in content modeling is that content is separate from format. As a content strategist you need to have some idea of where your content will eventually end up but not when you are doing your modeling. So our Feature description can be a web page. But what about if we want to view this on a smartphone (mobile device)? Sure we could display it as the same web page, but then the reader has to do a lot of pinching to shrink the viewable area and reverse pinch (expand) the viewable area. Wouldn’t it be a whole lot nicer if they didn’t have to do this? So let’s say that when viewed they just see the points and can click to get more or expand the content in place. A whole lot better user experience.
Do you need XML?
OK, so here’s that ugly word that everyone is talking about, XML. If your company was using XML instead of traditional HTML, they could display the content differently depending upon the device. Why? Because XML knows what type of content it is (semantic tags) and has a set of rules that define what it should do with it to display it correctly. And where did those rules come from? Most likely you as a content strategist working with a designer have defined those rules. Do you need to know how to create those rules in XML? No. You need a technical person to do that, but you provide the specification for functionality (rules). Could this be done if you weren’t using XML? Maybe, but it would be lot more work from a software perspective.
Simplest case you use your models to define what you need, how the content should be structured, and how best to write it. Your models can be implemented in a form or template. If you go multiplatform in the future, your content will be ready!
This has been very brief. I will describe this in much more detail in the upcoming second edition of Managing Enterprise Content, which I have to get back to writing now

Thursday, September 29, 2011

Content Strategy Forum 2011, London


Go to article

Michael Barnwell   September 28, 2011
Keeping an eye on content across the pond.  (image via Maurice)
Content Strategy has gone global. Forget what you’ve heard about CS being an insular, monkish profession. In this second-annual forum, content strategy moved from Paris to London, and, as we found out at the conference, will be landing in Cape Town, South Africa for its next stop. Three cheers to the three organizers of the conference for advancing the practice and maintaining the momentum.
CS forums tend to be states of the state, a reflective look at the condition of the discipline and, as is customary, a reading of the entrails for an incarnation of the future. This forum was no different. There were attendees and speakers from 20 countries and 5 continents (although most of the speakers came from the USA and the UK), addressing a range of topics (although not as wide as could have been hoped for). Rather than give an encapsulation of the talks here, I will direct people to Martin Belam’s nice summary of the conference.
Recurrent and familiar themes about the nature, problems, and purpose of content strategy surfaced at the conference, which prompts me to do some list-making. But not to making a list of the themes. I think these themes are increasingly becoming well worn, and maybe it’s time to instead set them aside and agree that there are a set of commonly accepted mandates for content strategy. We don’t need more convincing about them, we need more beautiful examples of them in practice.
So here’s what I might call a social contract of sorts for content strategists, a set of things we can all pretty much agree on. I don’t imagine there will be much controversy. These are some of the principles that I heard underpinning many if not all of the talks.
Let’s agree that
  • Content should be flexible, nimble, portable, reusable, untethered (choose your version of “free”).
  • Content should be separated from presentation
  • Content should be created once and published everywhere (“COPE”)
  • Metadata is sublime, hot, necessary
  • CMS are our friends
  • Content Strategists are, in fact, respected and appreciated
  • Labels matter—we get around and by with words, especially nice sounding, intuitive and informative words
  • Content Strategy is interdisciplinary with porous boundaries
  • Content Strategy is not emerging; it has emerged
With 39 speakers there were bound to be some memorable quotes. These should keep the CS fires burning for some time:
  • The web is built around people. (Is it any wonder that social media arose?)
  • Never ignore the CMS.
  • The web is becoming apps.
  • Metadata is the new art direction.
  • Mobile enforces an austerity of purpose.
For all the worldly camaraderie that the gathering conferred upon us all, there was also a noticeable world-weariness. Why all the heavy hearts and anguish? At times, I felt as if I were in an episode of the TV series “Game of Thrones,” a sage of warring Middle Earth tribes.  Sure, some friction exists among disciplines and clients can be wary and retrograde, but it’s a rhetorical extravagance to say that the disciplines are at cross-purposes, or even hostile toward each other, or that clients are still, in 2011, utterly clueless. I’ve seen little evidence in recent memory in interdisciplinary working conditions and client relations to warrant a posture of irritation and deflation about being underdogs and about others not understanding or appreciating us.  Let’s declare the war significantly subsided (or even over) and forge ahead.
Speaking about what lies ahead, I also registered at the forum a heaviness about what we will be asked to face in the years to come. More than a few times, I heard sentiments to the effect that …  “We’re in a stage, a transition. The future is messy, weird. Who knows what devices will exist. It’s hard to predict. It’s getting even harder to predict.” My thinking is, “Isn’t it always hard to predict?” If it were easy to predict, it would be an inevitability that would require no prediction. I say we just move forward and trust our instincts to respond insightfully. Leave some room for invention on our side of the technological divide.
Finally, here’s my hope for the next forum.
We need more inspiration, fewer tactics. We learn tactics on the job in unique contexts. Tactics aren’t readily reusable and aren’t necessarily advisable for application from one project to the next. Let’s include tactics—they have their place at a conference—but spend more time on getting worked up about where content can go. (Who isn’t inspired by thinking of metadata as the new art direction?) Isn’t it time to throw off the heavy lading of both the underappreciated magi and content savior and get inspired? In a casual conversation with a small group of fellow attendees on the streets of London following the second day of the conference, one conference-goer made a brilliant proposal for the next forum’s keynote speaker in Cape Town. “Hey, let’s get Keith Richards.”

Content that RAITES


Go to article

Once upon a time,  pre-internet, that the measure of good content was the four Cs: clear, correct , concise, and complete. In the information age, content has developed a geeky side, and the more we expect of content, the more geeky it has become. We want custom views and personalization, mobile views and mobile app views. We want e-book and tablet views. We want interactivity, and we want it not just multi-channel, but cross-channel as well.
Perhaps it sounds like the editorial side is not as important, but that couldn’t be further from the truth. It’s the combination of the editorial and technical sides that makes content work. In my current work, we coined the acronym RAITES as a way of remembering the qualities that content should have to be considered web-worthy:
  • Relevant.  To the point. No blah blah about best in market, world-class, robust. Tell the readers what they want to know, right away.
  • Accurate. Be right, of course. Also Be sure that this particular piece of information is what the user expects to see in this particular place.
  • Informative. Tell readers as much as they need to know to fulfill their need. Not too much, but not too little, either.
  • Timely. Publish the content at the appropriate time; that means giving readers enough time to act on it. Then put the content on a review timetable to be checked periodically.
  • Engaging. Make readers care. Give readers a call to action. Avoid boring.
  • Standards-based. The content has to be structured and shaped in a way that it is able to integrate, converge, syndicate, meet accessibility standards, and be mobile-optimized.

Tall order? Not really. What separates professional writers from the “doing this off the side of my desk” staff who happen to write as part of their “real” work is the ability to create content that RAITES.

Friday, September 23, 2011

Banishing Your Inner Critic


SEPTEMBER 20, 2011

Go to article

Banishing Your Inner Critic
Imagine you are standing on a bridge casting a net. Above the bridge is your conscious mind, where thoughts come and go like travelers visiting a fair. Below the bridge is your subconscious—the ever-flowing stream of random thoughts, with countless ideas darting through the water like schools of brightly-colored fish. As is often the case where bridges and streams are concerned, a cold and menacing troll lurks nearby. This troll is your “Inner Critic.” The troll, aggressive and mean-spirited, doesn’t give a lick about your Grand Ideas. The troll has but one purpose: to prevent the ideas which playfully zoom about your subconscious from being gathered into the net of your consciousness and made manifest in the world. The resourceful and clever troll employs many tools to complete its task, ranging from the subtle (distractions and boredom), to the complexities of perfectionism, to diminished confidence and a paralyzing fear of failure. When the troll is in its élan (which is far more often than we’d like), its efforts decrease your ideation and productivity, dampening your awesomeness.

What’s it all about Alfie?

Why be concerned with your inner critic? In essence, an overactive inner critic acts as a deterrent between the seedlings of great ideas and the fruits of accomplishment. Don’t think you have an inner critic? Think again. The question is not if the troll is there, but rather how big, loud, and disarmingly influential and persuasive it is.
Have you found yourself in these kinds of situations?
  • You have that deadline looming and are becoming increasingly frustrated because you can’t generate any ideas.
  • You hate all of the designs that you have developed for Y-project.
  • You want to launch (insert idea/site/app/book/company/event/etc.), but can’t move past the initial thinking stage because it just isn’t quite right.
  • You think almost everything you do is only passable because it’s not like so-and-so’s stuff and you’ll never be as successful as you want to be in the industry.
When you find yourself in situations like this, you have your inner critic to thank for them.
As an industry creative, deep down, you know you’ve “got game.” You possess the capacity to create wonderful designs, interfaces, products, strategies, code innovations, articles, and blog posts. You’re constantly striving to efficiently channel all that creative goodness into great work. For you to consistently express your creativity, however, you must roust that troll from its perch beneath the bridge and chase it out of town. While torches and pitchforks seem to be the most effective tools for such a task, you should use them only as a last resort. Banishing your inner critic, unsurprisingly, is more of an “inside job.”

The many faces of the inner critic

You may be all-too-familiar with the voice of your inner critic, but on the off-chance that you are not, here are some examples of its oft-spouted propaganda.

SHOULDS AND COMPARING

Even as a UX designer, I should know more about HTML5.
I should blog more.
If “I woulda/shoulda/coulda” is a predominant part of your inner dialogue, then you have an active inner critic working tirelessly to make you drink the “not good enough” kool-aid.
Equally insidious and damaging (also frequently involving “shoulds”) is the tendency to compare oneself to others. For instance:
I should produce more useful tools, like Paul Irish does.
I should have written nearly 40 books on web design by now. Molly Holzschlag has!
I should have launched that app that pulls conference information from Twitter before Lanyrd came out.
Logically, we know we’re comparing apples to oranges and that this is a zero-sum game, but the inner critic renders us helpless to resist comparison’s seductive lure.

THE JOYS OF PERFECTIONISM

Close on the heels of “shoulds” and comparisons, in all its splendor and glory, is the dogged pursuit of perfection. Not content to be monolithic, perfectionism wears many masks, including those of boredom, procrastination, doomsday thinking, an inability to complete tasks or projects, the setting of unrealistic goals (followed by disappointment when they are not met), and fear of disapproval, failure, and, yes, even success.

IMPOSTORS R US

The inner critic can also show up in the form of “Impostor Syndrome,” whereas—despite much evidence to the contrary, a person internally believes that they are a fraud and their accomplishments are a function of random chance and dumb luck. Usually, the terror of being exposed as incompetent drives those mired in impostor syndrome to become workaholic super-achievers. They will paradoxically dismiss their accomplishments while simultaneously chasing after the next belt-notch that will (hopefully) distract from their perceived inadequacies. The irony about feeling that you are an impostor is that most successful people will tell you that that they became a renowned web designer because they “just got lucky.” They feel that, although they are the creative director of X-awesome company, they “don’t really know what they’re doing and are are still figuring it all out.” In other words, self-perceived impostors are ubiquitous. The other irony is what I like to think of as “The Impostor Syndrome Paradox,” which is that one can really only fall prey to impostor syndrome when he or she is not only competent, but extremely talented and accomplished at what they do.

If you’ve been battling it for years, ur doin’ it wrong

This is all starting to ring a bell now, right? Welcome to the voice of your inner critic. Oh, I’m positive you can manage your inner critic—you’ve got a relationship with it, right? No matter that you’re producing like crazy at the expense of pushing yourself to exhaustion and burnout. No big deal that you’re beginning to resent the work and industry that you used to love so much. You totally have it under control, of course. Er…or not. Whether it’s infrequently or often, if these sorts of thoughts or behaviors appear regularly in your life, then it’s time to reconsider your tactics for dealing with and silencing your inner critic.

“LOOK, HALEY’S COMET!”

Ignoring the critic doesn’t work—it will only make it more devious and insistent. Trying to strong-arm and exert your will over it will do the same. You’ll need to equip yourself with a combination of willingness combined with some tried-and-true methods to turn down the volume of your inner critic. Remember, you want to fish from the river of your subconscious. Trust that you’ll haul up a mother lode of inspired creativity and reliable productivity precisely when you need it.

The beginnings of banishment

Now that you can identify the voice of your inner critic, it should be easier to take steps to mitigate that caustic, critical voice. At the very least, we hope to come to an acceptable truce and mutual understanding with the inner critic. Ultimately, of course, we would like to banish it completely.

WHO ’DAT?

Before we can run the inner critic out on a rail, however, it is important to recognize its origin and purpose in the psyche. Often the inner critic is the ego’s way of internalizing the voices of authority figures: parents, teachers, coaches, and well-meaning peers. It acts as a substitute for these people, using every discouraging utterance as a way to protect you from future hurt. The inner critic pipes up with potential negative commentary from the outside world, and uses it to keep you from doing anything that might possibly invite criticism. This brings me to the first tactic to deal with the voice of the inner critic.

SWITCH IT UP

We want to move away from the extremes of listening to everything the inner critic says and ignoring it, toward transforming our focus and attention on that voice to change how it affects us.
Seek the truth. Be proactive—don’t passively accept everything your inner critic says as gospel. Are you just going to sit there and blindly accept all of the disparaging things your inner critic is taunting you with? Challenge the truth of the critic’s information; after all, it is just a surrogate for what critics from the past have said. Examine whether or not any of those people were right in the first place. Think about how bad external criticism really is in the grand scheme of things. Admittedly, it’s no picnic, but you always live through it and come out the other side, right? Sometimes you even learn something.
As for comparison, consider this: there is no other you on the planet—there has never been and there never will be. You can’t be them and they can’t be you. Isn’t that wonderful?
“If you’re not part of the solution…” If your inner critic is clever enough to point out your shortcomings, perhaps you ought to ask it for a viable solution to the issues you are experiencing and see what it says. Does the cat have its tongue once you put it on the spot? After all, when you’re feeling unsure about what you’re doing, you don’t need more questions, but rather, answers and solutions. Challenging your inner critic to do some problem-solving, instead of merely reminding you of your flaws may just shut it up long enough for you to tap into your brilliance.
Interrogate. Do some bullying yourself. Initiate an interrogation and ask your critic some key questions, such as: “Where do you come from?” “What do you want?” and my personal favorite, “So, what’s your point?” By placing you inner critic on the defensive, you can challenge, and even attempt to make fun of, the hollow voice that is mocking your efforts and dismissing your competence.

TURN ANTAGONISM INTO PARTNERSHIP

Your relationship with your inner critic does not have to be a strained and troubled one. You’re already on a better road by recognizing that you have an inner critical voice at all. By simply exercising a willingness to neuter that voice, you have made a commitment to be even more creative and productive than you already are.
Learn from the master. See how you can learn from inner critic. Your inner critic is usually behind the internal push to set high expectations of yourself and impel you towards success. Surely you can be motivated to succeed without berating yourself, right?
Reassign duty. Oddly enough, the inner critic does have a place in the creative process. Unfortunately, it is overly eager about helping and usually jumps into the process too early. Invite your inner critic to come back at another time. Tell it to go take a long lunch and come back when you are vetting ideas, or editing a written piece, or determining the best of several design iterations. Those are ideal times to exercise discerning judgment and a critical eye. The problems arise when the inner critic is banging the drum during the creative process.
Show some love. Finally, you could try having compassion for your inner critic. The inner critic really does mean well. It is akin to an overzealous parent or bodyguard. It is trying to protect you and keep you from getting hurt. One way to acknowledge and respect this voice without blithely going along with everything that it says is to say: “Thank you for your thoughts,” and then quietly dismiss it as you move on to something else.

Shift your thinking and focus

With your inner critic quelled, you now have to do a bit of mental legwork. The goal is to eliminate the habit of letting that voice wear you down and to replace it with a new way of thinking that will build you back up.

REMOLD YOUR BRAIN

Thankfully, the brain’s capacity for neuroplasticity works in your favor. The brain’s thinking is often determined by oft-used, frequently fired neural pathways. When you think different thoughts, you create new pathways. You begin to train your brain to alter its bioelectric habit-trail, essentially changing its response to situations by generating different thoughts. This, in effect, consciously changes the way you think and literally creates a whole new mindframe. You will find that simply having a willingness to dabble in thought that is neither negative nor overly self-critical remolds your brain into thinking differently about what you’ve done, who you are now, and what you are capable of doing.

GIVE YOURSELF SOME PROPS

Still further down the path of brain-changing thought is to spend some time revisiting that which you have already done and to focus on past accomplishments. Instead of dismissing them as mediocre or a byproduct of chance, begin to see them in a more objective light: yes, that design was really good; yes, that content strategy was brilliant; yes, that conference I organized was a truly great event. Shift your focus from what you believe went wrong, what could have been better, and what you were unhappy with and concentrate on the overall positive outcome: the effort and time you put into it, the new skills you learned from it, how it helped you grow and develop professionally, and how it helped others.

Change the target

Get sneaky and fool the critic into dumbfounded silence with these final ploys.

REV UP THE EMPATHY

Shifting your focus away from yourself to others is a great way to quiet the voice of the inner critic if not silence it completely. As part of their design thinking and problem-solving approach, the d.school and IDEO focus on developing empathy as a means of better problem-solving. When you empathize with the person you’re helping, you put yourself in their shoes. You seek to experience the discomfort that they’re experiencing to both better understand the problem, and see the range of appropriate solutions more clearly. If you’re a strategist of any sort—content, UI or UX designer, accessibility expert—you probably already use this approach.

BE DECEPTIVELY NON-COMMITTAL

Trick your inner critic by using a bait-and-switch tactic. When you feel your inner critic trying to put the brakes on your motivation, enticing you to procrastinate, deftly sidestep it by telling yourself: “I’m not really going to do x, I’m just getting ready for it.” Need to code a demo, but lack the proper motivation for it? No problem. Just start getting the tools ready to start coding it. And, as long as you’re there, why not just slap down a couple of lines? You know, just for kicks. You’re not really doing it, of course, just getting it ready for later, right? You’ll find that pushing past that initial resistance is all you need to neutralize your inner critic long enough to get into the flow of a given task.

GO FOR “GOOD” INSTEAD OF SUPERLATIVE

You may also want to consider lowering your expectations for what you’ll achieve. Sometimes “done” is the most perfect anything has to be. Late, undone, or constantly changing rarely passes muster any way you slice it. If you look objectively at the doomsday prophecies that your inner critic is incessantly blathering about concerning the consequences of less-than-perfect performance, you’ll usually find that they are patently untrue. The earth will not stop spinning on its axis, nor will any puppies die if you don’t do something “perfectly.” Is that design comp going to change your career if the client loves it with no change requests? You can’t really know, so it’s best to presume not and be happily surprised if later it does. So, contrary to what your inner critic may tell you, no, you will not completely ruin the project; no, your company will not go under. Take a deep breath, exhale, and get it done. Oftentimes, “done” by definition, is “good.”

BE BAD, VERY BAD

A final tactic is to play with being as bad as you possibly can at what you are creating. Deliberately give yourself permission to make the most god-awful design possible. Use the most uninspired writing you can muster for that brief, article, or blog post. Butcher the example image with comic sans, canned Photoshop filters, and hot pink. Giving yourself this kind of leeway often helps you sidestep the inner critic and free up the essence of what you want to create and what wants to be created.

Gang way for productivity!

With the inner critic under tighter control, now you’ll have the mental space and energy to let your true talents emerge and get busy kicking some professional and career butt.

ENTER: CREATIVE CONFIDENCE

Making your inner critic take a back seat allows for creative confidence to take its rightful place in the forefront of your psyche. You know that, regardless of the situation, you have the creative tools and the ability to push forward and come up with some kind of product, and then to see if it is workable or not.

A NEW WORLD ORDER

Gone are the days of falling victim to needless comparisons with others. You’ve found that “should” don’t live here anymore. You employ an arsenal of clever tactics to get started on things which, previously, would have comprised of a whole bunch of foot-dragging. You‘ve come to an agreement to let your critic come out when you need it: during editing and vetting, and not during ideation. You find yourself producing more and better work, doing that which really jazzes you, and as a result, finally getting recognized for the work that you do. Furthermore, you now accept the in-coming accolades as the truth rather than the ravings of the duped and deluded.

GIVE SOMEONE A FISH

Your mind is free to draw from the stream of your unconscious with no fear of the fishing line being cut prematurely. The troll is subdued or even gone, and you can now cast a line from the bridge, trusting that you will consistently pull up great, soul-nourishing ideas with which to feed your creativity and spur you on to create the awesomeness that you were meant to. That “Gone Fishin’” sign on your office door will take on a whole new meaning.

Who Uses What Media When?


Go to article
September 16, 2011
Find out from this handy infographic. We love to see data turned into useful insight for content decisions.
Media Consumption - 2011
Created by: MBA Online

Demystifying Design


SEPTEMBER 20, 2011

Go to article

Demystifying Design
Designers are makers who craft solutions to problems that plague customers, clients, and at times, society as a whole. The specialized tools and jargon (leading? kerning? cognitive load?) often understood only by other practitioners are a designer’s hallmarks. How we actually design and arrive at viable solutions is a mystery to most. Some believe this mystery helps us maintain the perceived value of design in our organizations. In today’s world—a world craving more and better design—however, this mystery is actually holding us back as a profession.

Mystery is empowering

Mystery is powerful stuff. It feeds the ego and creates a perception of control over a product’s end state. Mystery places invisible barriers between designers and the team that only those versed in “Design” can traverse. Non-designers often feel unqualified to enter our world and many won’t attempt to participate in the design process. The mystery makes designers heroes! A problem-statement enters in one end of the process and a solved problem emerges on the other, polished and gorgeous.

Opening the kimono

As designers, we must demystify the way we work. We must make our tools accessible, our jargon more mainstream, and our processes transparent to our teams. We must educate our colleagues and welcome them into our world. We must become transparent—for transparency will build cross-functional trust and erode the pervasive “us and them” attitude, dramatically increasing the value we bring to our customers and clients.
Inevitably, designers will resist such a movement. The first counter-argument is that non-designers simply won’t understand everything that goes into a solution. Concepts such as white space, information hierarchy, and color theory (to name just three) cannot be fully explained during a design review meeting. Others will say that it diminishes the unique value a designer brings to a project. If everyone can offer an opinion on how to design a solution then everyone, in essence, is a designer, no? The designer is no longer the hero. The inevitable revelation that at times designers rely solely on gut instinct will further erode their perceived value. No complex design theory calculations coupled with behavioral psychology truisms yielded the end product. It simply looked right.

Demystification is powerful

We must work more closely and collaboratively with our teammates, colleagues, and clients. Collaborative teams have trust. Trust stems from transparency between roles. As designers, we need to bring this transparency to our processes. Sharing the way we work and inviting others to participate is the first step. A colleague who may have originally thought that designers simply “made things pretty” starts to realize the rigor and experience that goes into each design decision. When the entire team understands the challenges of balancing brand, business, and consumer needs in a solution, the true depth of design is revealed. Not only is design’s value clarified, but the designer’s skill and expertise become evident.
By revealing our process, with its twists, turns, and challenges and inviting others into our world we begin to break down divisions. The input non-designers provide during the design phase will ultimately show up in the work—or at the very least they will perceive that you heard them. Feelings of ownership in the project increase, creating a team that is more invested in the success of the work which translates to improved product quality. Let’s look at some steps we can take.

Where to begin

  1. Draw together
    Invite your teammates and colleagues to join you in the ideation process: sketch together. It’s a powerful way to begin the demystification process. Show your teammates that sketching is something that everyone can do. Level the playing field: reveal the secrets of your sketching techniques. One empowering fact that works well when sketching collaboratively is that any UI can be drawn with basic geometric shapes. If your teammates can draw circles, squares, and triangles, they can sketch almost any user interface. By revealing these “trade secrets,” you empower the non-designer to participate in the design.
  2. Show raw work (frequently)
    The pace at which we’ve trained our colleagues to expect to see output from us is a major cause of the trust issues we face as designers. To combat this, show raw work to your team. As soon as you have a cohesive idea formed around layout or workflow, jot down a quick sketch and pass it around. Show your colleagues how you work. These early ideas reveal the scope of the challenges the designer is taking on and will help form the ultimate solution. Yet their true power, at least internally, is to keep the project’s forward momentum going by demonstrating progress. Instead of waiting a week for a first draft, show something in four hours. The raw nature of the work makes the design malleable by all and the fact that you, the designer, have spent so little time creating it reduces your own resistance to tweaking it or even fully rethinking the UI. Design tweaks, input, and general critique that would’ve generated a tension-filled room are now opportunities to weigh in on the direction of a much-faster moving project.
  3. Teach the discipline
    Within the context of the work you create and the design review rubric you use, there will be opportunities to educate your team. As common design tactics arise in the work, take a moment to explain why you chose that tactic and how it benefits the product. Pull people over to your desk and show them a recent update you made to the work. Engage them in conversation around how you believe you’ve solved one of the problems. In addition, this is a phenomenal opportunity to translate design jargon. If you’re going to use words like leading and kerning, at least take a few minutes to define those terms for your colleagues. Start building that common language.
  4. Be transparent
    No matter what design activity you’re participating in at the moment, share it with your team and the broader company. Let people see exactly what the design team is currently doing, why they’re doing it, and share the outcome of those activities. Create an internal newsletter, a wiki, or a simple email to inform higher-ups and stakeholders of what the UX team did last week, is doing this week, and has planned for the following week. Did you do some research? Publish the results and the design decisions driven from those results. This simple communication keeps your team front-of-mind in the organization and helps remove any ambiguity around what “those designers” are doing.
  5. Take credit for your wins
    Was a conversion metric met? Did a new feature deliver the lift you were looking for? Claim that as a victory for the design team. These ideas may seem antithetical to the team mantras promoted throughout this article, but, if done with proper inclusive decorum, these announcements begin to solidify the power that design has within the organization. The demystification process should not only show what it is that designers do but should prove the power of those practices through measurable business wins.

Conclusion

Design is popularly being hailed as the savior of many businesses yet many people don’t really know what design involves. This continues a cycle of doubt, underfunding, and incredulity at its true power. By revealing the inner workings of our design practices, explaining our choices, reinforcing those choices with references to provable academic theories, and teaching our colleagues what goes into every pixel placement, workflow, and word choice, we increase the value of our practice and of ourselves as practitioners. It’s the realization that designers are much more than simple pixel-pushers that will continue to bring new clients and new levels of corporate reach and achievement.