Sometimes during the collaborative HE Tuber design process, designers may blur the original direction, or lose the original intention of product design under the coercion of relevant stakeholders. At this time, designers may try "intuitive design" and use An intuitive design approach to foster better collaboration. How do you understand intuitive design specifically? Let’s take a look at the author’s analysis.

 features through a series of new activities, such as design review, sign-off confirmation[1] , user research, engineering feasibility, etc. When companies are trying to create "empowered teams" for "collaborative decision-making," it's tempting to go for a consensus-based design like this because it's often the option that everyone is most comfortable with.

([1] Signoff: Usually refers to the necessary reviews and confirmations completed at different stages of the design process to ensure that the design meets specified standards and requirements.)

 in a collaborative process, no one person can win every argument (whether for their own agenda or a larger goal). But as long as everyone agrees it's good enough, it can be launched . Design delivery targets not only design managers and product teams, but also other collaborators who are pulled in midway, and they may not always deal with the product.

Design delivery is often similar across companies : the designer walks the audience through the user flow and instructions, then leaves a window of time to address urgent and important issues. The process before design delivery is similar: designers and product managers meet together to discuss requirements, the designers produce some research and design output, and then everyone works together to figure out how to make it better or less risky before review.

 product and cross-functional partners, which means a lot of meetings or lengthy slack processes. Designers must digest feedback from different people until everyone is satisfied with the results.

1. Collaboration is exaggerated

What do you think of when you hear the word “collaboration”? Is it a group of people writing sticky notes in a conference room and then sticking them on a mess of whiteboard sketches? Is it a meeting where designers gather feedback from important stakeholders? Or use the Loom tool to record a design demo and send it to others via slack?

I find that many companies over-exaggerate the power of collaboration. It sounds great, but having productive, mature collaboration often requires a combination of skill and luck . Otherwise, it is the output of a group of people with different perspectives, egos, agendas, and persuasive abilities seeking some level of consensus to accept the outcome.

Ultimately, this looks like collaboration, but is nothing more than a consensus-driven design, with little potential for innovation.

 (often the most important person) overshadows the voices of everyone else. Designers need to manage the differences, gather everyone's thoughts, and grasp the rhythm . But when do we get out of this situation and move on?

For junior designers, it is often difficult for them to take advantage of the power of collaboration . At this stage of their career, what is required is the amount of design work, launching the product, and ensuring there are subsequent iterations with a clear demonstration of the user experience process.

What follows are two intuition-based approaches that designers can use to foster productive collaboration.