UIEtips: The Redesign of the Design Process

Jared Spool

December 10th, 2013

There are two kinds of work in the world: work we do alone and work we do with others. Working with others often requires meetings, which can be a waste of time and energy. Feedback from clients, stakeholders and team members is also critical for designers but at times terrifying and often missing a common language to share the feedback. Progress comes from understanding why something is the way it is, then examining how it meets or doesn’t meet desired goals. If you and your entire team can build a shared understanding of success through objective research and validation, you’ll start spending your time on the right work for your business and for your brain.

This past UI18 conference focused on best practices and cutting edge techniques on advanced design processes in the areas of Lean UX, critique, and successful meetings in addition to other critical UX topics. Just imagine what you could do with over 13 hours of video and audio recordings from the inspiring talks and all the presentation slides and materials from the workshops. Get UI18 OnDemand for just $189 until January 16. Share all this UX goodness with your entire organization for this one low price.

Here’s an excerpt from the article:

Today, the best designs aren’t coming from a single designer who somehow produces an amazing solution. The best designs are coming from teams that work together as a unit, marching towards a commonly held vision, and always building a new understanding of the problem.

These teams create their great designs without using any magic or special formula. They create great designs by applying their design skills to the act of designing.

Read the article The Redesign of the Design Process.

Is your design process geared towards forming a common understanding? Tell us about it below.

2 Responses to “UIEtips: The Redesign of the Design Process”

  1. Mark Schraad Says:

    I think we need to be careful and clear when we talk about process. Process tends to be interpreted (particularly in corporate settings) as final, well defined, or locked in. Shifting problem solving to an algorithm might seem to mitigate risk to a nervous executive, or reduce the importance of recruiting in HR, but it is no substitute for skills, experience, and talent. The individual’s contribution in a team setting should not be overlooked or minimized.

    Alternately, if we think about methods and produce a series sequenced methods appropriate to the specifics of the problem, we’ll likely find ourselves with better results… and avoid the syndrome of solving each problem with the essentially same solution.

  2. Daniel Szuc Says:


    Inherent in this is a maturity of the way people work together.

    There are well define roles, patterns and tools to get to the desired best outcome for the sake of the success of the production.

    I wonder if this is being taught as explicitly as it should be in design/business schools.

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