The product manager is too casual in making requests. What if you always let the design try?

The most common and acute contradiction between product managers and designers is that designers put hard-earned manuscripts in front of product managers. He felt very strange after seeing the product, and said, "What are these?" (-#), (-'), silence is better than sound here. It's not that it's hard to be right or wrong, but why is it always so embarrassing in the end? The best cooperation in the world is actually that your hand matches your head. How do you think about your head and how do you draw your hands? Ugly old Ding Man feels very kind. Yes, yes, it's my good work (Star Eye). It's just that when two people cooperate, there will be some trouble. Because it is unrealistic to let the "designer's hand" be exquisitely controlled by the "product manager's head" and take a look every time you finish painting. The trouble is that some communication has many disadvantages. Only by solving these problems can the team sing "One Dream" harmoniously. First, the product didn't realize that it was actually a story. The common way for a product manager to make a request is to write "Add a reprint button on the Feed, and click it to fill in the reprint reason" in the requirement document. This description is actually a very specific solution. Then this document containing dozens of requirements described in this way will be published on the internal requirements management website or sent to the designer by email. Designers usually feel aggrieved when they get this document. Hey, bear with it, and give others money to eliminate disasters. Then take this requirement document and modify it on the existing interface. However, it is often found that products say that these specific solutions actually have many details in real time. Therefore, designers should first reverse the user demand behind YY function, and then try to find a new solution in the cracks where various details do not conflict. Show this manuscript to the product, and the product will say, "What is this?". (-#), (-') In fact, many product managers don't know their greatest value. As a product manager, the most important thing to do is to find out the user needs that we don't know how to meet in life, and then entrust these challenging and valuable user needs to the resource side to help them find solutions. This demand should be expressed in a life-like and story-like way as much as possible, regardless of any specific solution. In this way, designers can clearly know what problems to solve, and the design has a starting point, and it is the starting point given by the product manager. So in this link, the baton handed by the product manager is a good story, and it is enough to describe the user's difficulties emotionally. The core content of a story should include: Second, words are not the best way to tell stories. Everyone has heard the joke "buy a catty of steamed stuffed bun and bring it back from work." If you see a watermelon seller, buy one. " When products express their ideas in words, a lot of information will be distorted. The designer receives these words, and then turns the idea of the product upside down and imagines another story. The back of napkin and frog collective action kit provide more expressive storytelling methods. Such as drafts, cartoons and videos, can all be used to express user demand scenarios, which are more efficient than words and have lower misunderstanding probability. We often say that this passage has a strong sense of picture, but I don't think all product managers can write such words, so why not tell the story directly with pictures:) I won't write it in detail, it is in both books, and it is proper. Third, the designer did not confirm his understanding early. The designer received the imperial edict from the product manager. In fact, there is another risk point, that is, he thought he understood the wishes of the product leader, but he didn't. The best way is that the designer can immediately repeat his understanding to the product manager in language or in a more intuitive way. Otherwise, you will really buy a steamed stuffed bun after meeting a watermelon seller. Designers are best at visualizing abstract things. Since you have such amazing skills, in fact, you can draw some very simple sketches face to face, instead of rushing back to your seat and starting drawing immediately after receiving instructions. On these charts, you can show how users will solve their needs in the future. The product will be understood soon, and you know him well enough. If you don't go further and further on the wrong road with your eyes closed, the best way is to open your eyes as soon as possible and confirm the general direction. Fourth, the design has not spread out various designs. The product manager said that after learning and teasing, he told a good story and set a precise starting point for the next design. It's time for designers to show their faces. For a user's pain point, it is actually very confusing to provide the most effective solution (not to mention the product manager who pointed to the competitor's product interface and said, "I just want such a page"). This requires designers to be able to divergent thinking, explore their tentacles in many possible directions, and strive to explore various promising methods. This is more likely to produce innovative breakthrough solutions. In fact, the product manager is under great pressure. They want to gamble on their career prospects and ask investors for manpower (well, designers and engineers) to realize an unknown dream. If the designer can code out a row of various schemes and tell the product manager that you can choose at will to see which one is "the best", it will undoubtedly help the product manager to enhance his confidence (star eye). I hope this article can help product managers and designers to have less quarrels with each other. We are a lucky family.