“We just need it to look more professional…”

“我們只需要看起來更專業...”

“We don’t have the graphic expertise you do…”

“我們沒有您所需要的圖形專業知識……”

“I just don’t know how to make it look good…”

“我只是不知道如何使它看起來不錯……”

Ah, familiar client quotes for a new design project. They all distill down to a single request: Make it pretty. The client has already decided what they want in a deliverable and they just need someone to make it more visually appealing.

嗯，熟悉的客戶對一個新設計項目的報價。 他們都提煉出一個要求： 使其變得漂亮 。 客戶已經確定了他們想要的交付成果，他們只需要一個人就可以使它更具視覺吸引力。

When a project team limits a designer’s involvement to the very end, they will miss the invaluable contributions designers can make in all parts of the process.

當項目團隊將設計師的參與限制到最后時，他們將錯過設計師在過程的所有部分中可以做出的寶貴貢獻。

It’s true that many designers have an eye for aesthetics and are quite good at producing attractive visual designs. But when a client team limits a designer’s involvement to the very end, they will miss the invaluable contributions designers can make in all parts of the process.

的確，許多設計師都注重美學，并且擅長制作有吸引力的視覺設計。 但是，當客戶團隊將設計師的參與限制到最后時，他們會錯過設計師在整個過程中可以做出的寶貴貢獻。

At Michigan Medicine, my design and innovation team has come across a number of these small requests for visual styling. We often reject them.

在密歇根醫學學院，我的設計和創新團隊遇到了許多有關視覺樣式的小要求。 我們經常拒絕他們。

We’ve started to take these requests as opportunities; opportunities to educate our clients and evangelize the multifaceted and comprehensive work human-centered designers do.

我們已經開始將這些要求視為機遇。 有機會教育我們的客戶并宣傳以人為本的設計師所做的多方面和全面的工作。

But recently, instead of saying no, we’ve learned how to yes — but on our own terms. We’ve started to take these requests as opportunities; opportunities to educate our clients and evangelize the multifaceted and comprehensive work human-centered designers do.

但是最近，我們已經學會了如何做，而不是拒絕，而是按照我們自己的意愿。 我們已經開始將這些要求視為機遇。 有機會教育我們的客戶并宣傳以人為本的設計師所做的多方面和全面的工作。

We’ve come up with five key principles to follow as we show these clients that designers have more to offer than just a pretty facade.

當我們向這些客戶展示設計師提供的不僅僅是漂亮的外觀時，我們提出了五個關鍵原則。

原則1：不要安定下來。 (Principle #1: Don’t settle.)

Fight for design to have a voice during every part of the process.

爭取設計，以便在流程的每個部分都有發言權。

Just because popular culture often portrays designers as the people who add aesthetic adornments to things once the ‘thing’ is already figured out, it doesn’t mean your design team has to succumb to that dynamic.

僅僅因為流行文化經常將設計師描繪成在已經弄清楚“事物”之后就在事物中添加美學裝飾的人，這并不意味著您的設計團隊必須屈服于這種動態。

Clients may not know much about design when they first approach you, and it is your job to ask the right questions to evaluate the team’s openness to learning from you. Only take on clients who are willing to have their assumptions challenged, and don’t settle for projects with clients that relegate design to a mere afterthought.

客戶在初次接觸您時可能對設計并不了解很多，因此提出正確的問題來評估團隊向您學習的開放性是您的工作。 只接受愿意挑戰其假設的客戶，并且不要與僅將設計權歸于事后考慮的客戶一起解決項目。

Design is a powerful tool that brings systematic creativity to ambiguous spaces. Design deserves a place in strategy, planning, implementation, and every step in between. Fight for design to have a voice during every part of the process.

設計是一種強大的工具，可為模棱兩可的空間帶來系統的創造力。 設計應在戰略，計劃，實施以及兩者之間的每個步驟中占有一席之地。 爭取設計，以便在流程的每個部分都有發言權。

原則2：慢慢來。 (Principle #2: Take it slow.)

As the working relationship develops, let design methods and mindsets naturally emerge as tools to help solve their problems.

隨著工作關系的發展，設計方法和思維方式自然會成為幫助解決他們的問題的工具。

While it’s tempting to fully embrace Principle #1 and go on the offensive to speak loudly and assertively about what design could be and should be in order to demand respect, it’s important not to come off as too aggressive. We won’t get the change to change people’s minds if they’re turned off by our haughtiness. Respect the character of your clients and recognize it’s likely a lack of exposure, rather than intentional malice, that causes them to misunderstand design.

盡管試圖完全接受原則＃1并繼續進行攻勢，大聲而有說服力地談論什么設計應該是應該受到尊重，這是很誘人的，但重要的是不要太過激進。 如果人們因我們的傲慢而無法改變主意，我們將不會獲得改變。 尊重客戶的性格，并認識到可能是缺乏曝光而不是故意的惡意，這會導致他們誤解設計。

Instead of trying to explain all that design can offer at the very first client meeting, acknowledge that re-educating people about design is a process. View each touchpoint as a single step on the journey of discovering design’s true value, which will only bear fruit through time and relationship.

不要在第一次客戶會議上試圖解釋設計可以提供的全部內容，而是要承認對設計人員進行重新教育是一個過程。 將每個接觸點視為發現設計真正價值的第一步，只有通過時間和關系才能結出碩果。

The best strategy to engage a client is to start by getting to know them and their problems without trying too hard to evangelize design. As the working relationship develops, let design methods and mindsets naturally emerge as tools to help solve their problems. This just-in-time learning will strengthen their trust in you while helping them naturally see the ways design is relevant and useful to them.

吸引客戶的最佳策略是從開始了解他們及其問題開始，而不必太努力宣傳設計。 隨著工作關系的發展，設計方法和思維方式自然會成為幫助解決他們的問題的工具。 這種及時的學習將增強他們對您的信任，同時幫助他們自然地看到設計對他們而言相關和有用的方式。

原則3：共享您的流程。 (Principle #3: Share your process.)

Take any opportunity you can to make the design process more transparent.

抓住一切機會，使設計過程更加透明。

Non-designers often think that a well-designed product or service is something that effortlessly sprouts out of the minds of gifted creative people. And while it’s true that creatives are indeed brilliant, this limited characterization of a designer makes it easy for clients to dismiss the strategic value that design mindsets and methodologies can add to every part of product design.

非設計師通常認為，精心設計的產品或服務會毫不費力地從富有創造力的人們的頭腦中萌芽。 確實，創意人才的確是杰出的，但設計師的這種有限的性格特征使客戶可以輕松地摒棄設計思想和方法論可以為產品設計的每個部分增加的戰略價值。

Sadly, this narrow conception is largely our fault. If the only touchpoints clients have with our design team are the initial consultation and the final deliverable with only a few drafts for review along the way, it’s no wonder they don’t realize that design has a huge cadre of processes and methods.

可悲的是，這種狹narrow的觀念很大程度上是我們的錯。 如果客戶與我們設計團隊的唯一接觸點是最初的咨詢和最終的交付結果，并且在此過程中僅需審核幾份草稿，也就不足為奇了，他們不會意識到設計擁有大量的過程和方法。

To counter this limited view and broaden your clients’ definition of what design can offer, take any opportunity you can to make the design process more transparent. Bring your clients to brainstorming meetings, get their input on rough sketches, share ideas in a way that makes them comfortable enough to contribute; invite them into the process in any way you can. Show your work as much as you can to begin to dispel their false notions of what they think design is and isn’t.

為了克服這種有限的觀點并擴大客戶對設計可以提供的定義，請抓住一切機會使設計過程更加透明。 讓您的客戶進行集思廣益的會議，獲得他們對粗略草圖的投入，以使他們足夠舒適地做出貢獻的方式分享想法； 盡您所能邀請他們參與這個過程 。 盡可能多地展示您的作品，以開始消除他們對設計思想的誤解。

原則4：說出他們的語言。 (Principle #4: Speak their language.)

Communicate your design decisions in a way your clients will relate to.

以與客戶相關的方式傳達您的設計決策。

Design is messy. Creating something from nothing involves feeling your way through ambiguity, often making decisions when an outcome is not guaranteed and needing to change direction as more of the space is explored.

設計很雜亂。 從無到有地創造事物涉及通過模棱兩可的方式感覺自己，經常在無法保證結果的情況下做出決定，并且隨著探索更多空間而需要改變方向。

Through training and experience, designers have developed faith that each tentative step will bring the team closer to the glory of the final product. However, non-designers often don’t see the fits and starts in the same exciting way. While sharing your process as outlined in Principle #3, it’s important to communicate your design decisions in a way your clients will relate to. When you justify a design decision using the metrics your client cares about, you help them see the value in the recommendation and they’re more likely to get on board.

通過培訓和經驗，設計師已經建立了信念，即每個嘗試性步驟都將使團隊更加接近最終產品的榮耀。 但是，非設計人員通常不會以合適的方式看到合適的產品并入手。 在共享原則3中概述的過程時，以與客戶相關的方式傳達設計決策很重要。 當您使用客戶關心的指標來證明設計決策的合理性時，可以幫助他們看到建議中的價值，并且更有可能加入他們的行列。

For example, if the client is driven by revenue, tie your recommendations back the company’s bottom line. If the client is driven by referrals, make the case for how the new direction will make people more inclined to promote the product. Or if they care about the numbers of people using the product, show why the pivot will provide greater access to it. Using these metrics well often means learning the language of business, and there are great resources out there (like UIE’s UX Strategy Playbook or the d.MBA) to help designers bring business acumen into their design process.

例如，如果客戶受收入驅動，則將您的建議與公司的底線掛鉤。 如果客戶受到推薦的驅使，請說明新方向如何使人們更傾向于推廣產品。 或者，如果他們關心使用該產品的人數，請說明為什么該樞軸將提供更多使用它的機會。 很好地使用這些指標通常意味著學習業務語言，并且那里有大量資源(例如UIE的UX策略手冊或d.MBA )可以幫助設計師將業務敏銳度引入設計流程。

原則5：長期思考。 (Principle #5: Think long-term.)

What we really aim to do is change the culture, one partnership at a time.

我們真正要做的是一次改變一種伙伴關系的文化。

When our design team partners with clients, we focus beyond the single project. Of course we strive to make quality products, but that is not all we hope to achieve. What we really aim to do is change the culture, one partnership at a time.

當我們的設計團隊與客戶合作時，我們將重點放在單個項目之外。 當然，我們努力制造出優質的產品，但這不是我們希望實現的全部。 我們真正要做的是一次改變一種伙伴關系的文化。

After all, a single project can bring a wave of victory, but thinking long-term to change a culture turns the tides to bring forth an entire sea of opportunity. Regard each client team as an ally, working with you to help your organization see that design can do more.

畢竟，一個項目可以帶來一波勝利，但長期思考改變文化會扭轉潮流，帶來整個機遇之海。 將每個客戶團隊視為一個盟友，與您一起幫助您的組織看到設計可以做更多的事情。

For most people, working in ambiguous problem areas in close collaboration with human-centered designers is not a familiar space to occupy. There’s a lot of organizational baggage to fight, and there will be many bumps along the road. But with tenacity, cleverness, and a good attitude, it’s possible to usher forth change. It is not quick, and it is not easy. But it is worth it.

對于大多數人來說，與以人為本的設計師緊密合作在模棱兩可的問題領域中工作并不是一個熟悉的空間。 有很多組織上的包to需要抗衡，沿途會有很多坎bump。 但是憑借堅韌，聰明和良好的態度，有可能帶來變革。 這不是很快，而且也不容易。 但這是值得的。