In last week's post, “What Unintended Messages Do Your Learning Solutions Send?”, I raised a challenge for designers to push back on stakeholders and clients who wanted to make inappropriate design decisions, urging designers to "not be afraid to bring your expertise as a designer into the conversation."
I'd like to discuss that a little more this week -- and I do mean discuss, because I have a few ideas but am a long way from solving this riddle. So right up front I'm going to urge you to leave a comment or connect on Twitter and keep this conversation going.
First, a note: I am not picking on instructional designers or our field. I have friends in just about every field of design I can think of, and know people who work in some of the companies you automatically think of when you think of good design. Every one of them will tell you that there are times that designers do not have a good enough seat at the table, or they are not involved early enough to make a real difference in the outcome of the product or process. As this is something that every designer struggles with, this may be a time that we would do well to look outside of our field for ideas and solutions. (Side note: One of the ways I do this is by listening to design podcasts; my current favorites are Let’s Make Mistakes and 99% Invisible.)
So, the question is, how do you effectively push back on bad design decisions, and push forward with better ones? How do you bring your expertise as a designer into the equation?
First (and this may sound harsh but it I’m not talking to you unless you think I am), have expertise to bring. Develop your knowledge through continual professional development. Develop your skills by studying critically and practicing meticulously. Learn a new tool set. Fail. And be ready to demonstrate your expertise by showing your work and, when possible, showing its positive impact.
Second, be ready to sell the design decisions or recommendations you’ve made. Often, when stakeholders question your decisions, they’re just questions -- not ultimatums or even challenges. A large part of your job is to know why you’ve made the decisions you’ve made and be able to educate, explain, demonstrate, or whatever it takes to bring stakeholders on board with you.
Finally, know that it may take time to build the trust in your work that you want your stakeholders to have. Valuing design may not be part of the individual’s -- or company’s -- DNA, but it can be acquired as you become a partner. You won’t help them build that value or trust in you by responding to every request with “Sure, and do you want fries with that?”
There’s so much more to discuss here. I look forward to your insight.
