User experience, especially today, is not a siloed practice. To collect knowledge, generate new ideas, and ideate on design solutions, it’s best to bring people together. This job often falls on UX and occurs in the form ofworkshops为了ideationprioritization of ideasaffinity diagramming那or creating同理化地图and numerous other设计文物。所有这些团队活动通常都是由UX专业人士促进的。

协调人的责任是确保在活动或练习中所花费的时间与参与者的富有成效 - 客户,利益相关者和其他团队成员 - 以及向前方移动项目所需的见解。

为确保您的参与者充分利用研讨会活动和练习,请使用以下内容3-step process:解释,执行和检查。

(Note that the same vocabulary is used with a slightly different meaning in the context of a usability study where the “facilitator” is the usability specialist running the study and the “participants” are the test users. In this article, the “facilitator” is the UX team member in charge of a specific team activity, where the “participants” are other UX people and/or stakeholders.)

第1步:解释

Activities should always begin with brief introduction and explanation. This can be kept brief (in the nature of a summary) if all team members have participated in many previous activities of the current type, or if they all participated in the same type of activity very recently. If some participants are new or if the last similar activity was long ago, more detailed explanations are needed.

  • 我ntroduce the activity.

  • Describe how to do the activity.

    • 步行过程,识别完成它所需的步骤。
    • 适用时,定义不同组成员的角色,并解释谁应该做什么。角色可以特定于手头的活动或可以反映参与者的专业知识,目标是为活动带来特定的视角或知识。
  • Discuss context.

    • Why it is important?
    • 如果适用,通过概括和解释其他类型的目标来教育参与者,活动对此有利。想想研讨会以外的背景:
      • Does the activity lend itself well to specific scenarios?
      • 个人参与者如何应用相同的process elsewhere?
  • Answer any clarifying questions

在此设置期间,旨在描述活动的一般特征,但从不说明将参与活动的结果。作为促进者,您负责在执行锻炼之前建立中立的积极基础。喜欢在数据收集活动中,你应该避免偏见陈述或问题这可以影响参与者。

第2步:执行

Once the exercise is explained, let participants carry out what you’ve asked them to do. Wander around and help individuals or groups.

Your goal is to remain out of focus as the activity goes on, unless you were assigned a specific role during the activity. If something goes wrong (for example, participants appear lost or do not obey the rules of the activity), you may step in to review the information from the explanation phase. Otherwise, your role should be to observe and listen for comments that can be pointed out during the postexercise discussion.

Remember that, as a facilitator, you are not meant to be the sole expert. Rather, it is your responsibility to define the logistics for how participants will teach, learn, and contribute. If you are asked an outcome-specific question, reframe the question and ask it back to the team.

例如,如果被问到这是正确的方向吗?回复:

  • Does the whole team feel this is the right direction?
  • 你是否考虑过其他方向,然后选择这个?为什么?
  • What led you here?
  • What makes you doubt this direction?

Throughout the execution phase, track and vocally state time to the room. A general rule of thumb is to announce the halfway mark, the 5-minute mark, and a 1-minute heads up.

Step 3: Examine

Once the activity is done, you’ll examine the outcomes as a group. This debrief is split into three parts: present, reflect, and connect.

  • 当下

让参与者展示他们彼此的工作或团体。预先确定个人或团队的顺序和长度呈现出结果。然后,提出深化每个人对他们的想法的理解的问题。虽然这些问题可以由促进者发起,但旨在让其他人提出问题。

As a facilitator, don’t be afraid of silence. Silence is often needed so people can think and formulate their comments or questions. Participants are more likely to share if there is a pause in the room (humans naturally dislike silence in conversations and will attempt to fill it).

  • Reflect

Synthesize what was learned from the activity by asking participants a series of reflective questions:

  • What did you get out of it?
  • 你在哪里以及如何陷入困境?
  • What was fun/hard/frustrating?
  • What did you learn?

Encourage participants to describe the exercise from their own point of view. If there were multiple roles in the activity, ask participants to explain what happened from the viewpoint of each role. Allowing the participants to reflect on and discuss the activity helps clear the excitement of the activity and lets them start the realization process.

我f you have trouble getting participants to open up, repeat back some of the comments you heard during the activity:

  • Did anyone else in the room experience this? How did you overcome it?
  • What surprises you about (output A) vs. (output B)?
  • 我们可以从中汲取什么结论?
  • Connect

Connect the output of the activity to what was previously learned and what’s left to learn. Synthesize the outputs, especially if they will be used in subsequent activities.

Conclusion

根据您的约束来规模此模型。The above three steps can be done quickly throughout a 30-minute activity (start to finish), or could be expanded for a large, in-depth day-long workshop. If it’s your first time facilitating a group through an exercise, start small with a concrete scope.

不要促进和贡献同时。很难发挥两个角色。由于促进者在整个练习中充当权威人物,因此他们的贡献将在高度方面进行(击败我们许多UX协作练习的目的)。更好地保持中立。如果您没有专用辅导员的奢侈品,请尝试为每项活动旋转辅导员。这里的好处是双重的:(1)你避免了经常性偏见,(2)你在团队中建立了促进能力。

我terate and improve this model after practice.Just as we iterate on our end products, we should iterate on our own processes. After guiding a group through an activity, document what went well and what didn’t. Where did participants ask you the most questions? Where did you find it hardest not to insert your bias? These insights will help you improve your practice over time.

观察其他促进者。作为辅导员的最快学习方式是体验其他促进者。每个人都有一个独特的风格。遵守其他人并分析它们如何呈现,执行和反思活动。熟练的协调人有一个框架,他或她感到自信地适应任何运动。

Learn more in our full-day courseFacilitating UX Workshops: How to design and lead goal-based group exercises for collaborative gain