In the Internet team, if research and development is the object that product managers often quarrel with, then designers are the object that make product managers most headache. Because, aesthetic is the designer’s major, and we, always for a variety of reasons, to challenge the designer’s aesthetic.
01
When designing a product, the product manager considers not only what elements will appear on the page, but also how they will be presented to the user.
So, when we draw prototypes, we also take into account the location of elements, the size relationships, and the relationships between elements.
That said, there is an area of overlap between what product managers and designers do: we both think about how the product will look to the user.
Here’s an example:
Yiliusheji.com prompts us to design an information flow page. Designers believe that the card style can best highlight the content, while product managers believe that the simple line style can make users more immersed in the use.
At this point, their work overlaps, with both thinking about how the page will look visually.
The disputes in overlapping areas are the most intense, and the two sides have not reached a consensus on the judgment standard, which is a collision between subjective and subjective.
In their own thinking, they are right, and the other side must be wrong.
As in the case of card style and simple line style, who must be right and who must be wrong?
However, product managers are clearly better at speaking, often forcing designers to give up or refuse to communicate.
If a designer talks to a product manager about something like this, it means he’s refusing to talk to you.
The first sentence: “Everyone’s taste is different”.
There seems to be some truth in what you say, but I still think I’m right. I just don’t know how to talk to you. It seems you don’t understand how to talk to you.
Second sentence: “You have an aesthetic problem.”
You are making nonsense out of nothing. I can’t tell you what’s wrong, and I can’t prove you wrong, but I totally disagree with your judgment.
Product managers, though, have an edge in eloquence. However, if the opponent refuses to communicate, then, no matter how good eloquence, also has no effect.
This is a further source of headache.
Originally, the overlapping area of the two positions had already made the conflict very intense, and the other party might refuse to communicate.
Between product managers and designers, a refusal to communicate can be synonymous with a refusal to collaborate.
Such a situation makes the job of a product manager extremely difficult.
On the one hand, we are responsible for the results, for the final presentation of the product to the user, and we can’t leave all the decisions about visual effects to the designer.
On the other hand, the designer’s emotions should be taken into account to avoid the refusal of communication and cooperation, which may lead to the inability to fully express his or her own ideas. There is always a feeling that his or her hands are tied.
Retreat, can not retreat; In, and not in.
The dilemma is especially delicate when it comes to disputes with designers.
What would you do if you were in such a situation?
02
In fact, the overlapping area between product manager and designer is a misunderstanding.
When we try to stand in the “aesthetic” point of view, to communicate with the designer, we will fall into a misunderstanding.
“Everyone’s aesthetic is different,” if we set aside the sentiment behind the statement. Well, there’s nothing wrong with that statement.
Even so, let’s agree that designers have more say in aesthetics than product managers.
However, what we do is a “product”, not a work of art, and “aesthetics” is not the criterion for judging a product.
Among the known products of the Internet, only NetEase Cloud Music has formed a competitive advantage with “aesthetic”, which is only an advantage for a period of time.
Beyond that, there is no “aesthetically” successful product on the market.
Therefore, the dispute between product managers and designers is not “aesthetic”, but “need”.
Going back to the requirements themselves is the way to avoid overlapping areas.
From the perspective of “demand”, the product manager is the demand side and the designer is the supply side.
We set out our visual needs, and it’s up to the designer, through his skills, to fulfill those needs.
The original overlapping area becomes the connection between supply and demand of upstream and downstream.
Let me give you an example.
Or a visual representation of “content flow”. Product managers think simple lines look good, designers think cards look better.
We can have a fight about whose aesthetic is better, which design style is better.
You can also clarify the visual needs of the page with the designer:
“Users are required to read as much content as possible per unit of time, which can increase the probability of users’ interest, improve the reading efficiency, and enable users to perceive the rich content of the platform.”
A brief analysis:
Card style design style, there will be a large gap between content and content.
This approach allows for a more immersive reading experience for individual pieces of content, with the disadvantage of low page utilization.
Gaps and some of the card styles take up space on the page, and the amount of content a user can view at the same time is much less than a simple line style.
Simple line style and card style, the difference between the two visual effects is reflected in the reading experience of individual content and overall reading efficiency.
If we can get the designer to understand exactly what we want visually, we can establish a standard of judgment that both sides agree on. In this way, the conflict becomes a common goal.
In this case, the specific requirement is “reading quantity per unit time”. Based on this standard, the designer will not only accept the simple line style. And even better designs.
03
Strictly speaking, the relationship between product manager and designer and product manager and R&D is the same. They are both upstream and downstream, and the relationship between demand side and supply side.
We make functional requirements, logical requirements to R&D, and R&D supplies code and programs.
We presented visual requirements to the designer, and the designer provided aesthetic and design drafts.
When communicating with designers, we can avoid pointless arguments by simply returning to requirements, focusing on requirements and delivering our specific “visual requirements” to designers.
In short, don’t tell the designer how to change it or what you want it to look like, but agree on what you “need visually.”
Finally, a piece of advice:
When a designer talks to you about “aesthetics”, treat it like a developer talks to you about “code” and automatically block out relevant information.
Then, return to the discussion of demand, establish standards with demand, avoid falling into the trap of “aesthetic”.
That’s where today’s day gets more challenging.
I am Withered leaf, until December 31, every working day, to share with you my knowledge of product manager.
Change the perception, and the problem is half solved.