譯者前言：
作為一個(gè)外包中級(jí)UI剛到客戶(hù)公司(傳統(tǒng)制造業(yè)大公司)不久的時(shí)候主力設(shè)計(jì)了一套2B的移動(dòng)的UI組件庫(kù)規(guī)范。
從公司人員結(jié)構(gòu)及使用場(chǎng)境出發(fā)。以提高復(fù)用性、提高效率、降低用戶(hù)學(xué)習(xí)及識(shí)別成本為目標(biāo)導(dǎo)向。產(chǎn)出了使用同一套UI標(biāo)準(zhǔn)的針對(duì)設(shè)計(jì)師的Sketch組件庫(kù)、針對(duì)交互及產(chǎn)品的Axure組件庫(kù)、針對(duì)開(kāi)發(fā)使用的PIX組件庫(kù)。
經(jīng)宣講和意見(jiàn)收集產(chǎn)品和開(kāi)發(fā)推行有一定成果。但仍有不少人吐槽：
1、產(chǎn)品端現(xiàn)狀：吐槽主要集中組件庫(kù)不能覆蓋某些常見(jiàn)的業(yè)務(wù)場(chǎng)景和需求。因此經(jīng)理們經(jīng)常要求我們把市面上不太常規(guī)的操作增加至組件庫(kù)中。
我們的囧境：由于公司涉及的業(yè)務(wù)內(nèi)容較多，我所在的UED部門(mén)由于不太能接觸到具體業(yè)務(wù)場(chǎng)景，所以難以甄別經(jīng)理所要求的組件是否具有復(fù)用性。因此我認(rèn)為組件庫(kù)團(tuán)隊(duì)中需要有項(xiàng)目經(jīng)驗(yàn)豐富的產(chǎn)品經(jīng)理作為顧問(wèn)。
2、開(kāi)發(fā)方面：邏輯固定不大及展示類(lèi)小UI組件使用較多（如toast、下拉刷新、），但那些組件間有強(qiáng)邏輯綁定、經(jīng)常定制化的，例如單選多選彈窗等，因?yàn)榕掠锌优侣闊?。寧愿自己手?xiě)。
我的見(jiàn)解：對(duì)于邏輯比較復(fù)雜、變化靈活的組件，有2條道路可以選擇：
1是不封裝邏輯，完全退化為UI樣式封裝。只提供樣式模型，變換邏輯自己填充。（即使日后進(jìn)行邏輯封裝也要留下自己DIY邏輯的可能性）
2、若要進(jìn)行邏輯封裝，需要對(duì)業(yè)務(wù)場(chǎng)景非常熟悉很有經(jīng)驗(yàn)的前端工程師思考總結(jié)出最常用的場(chǎng)景進(jìn)來(lái)進(jìn)行。并留出變換邏輯DIY的可能性。
3、設(shè)計(jì)的方面：由于這是我直接能親耳聽(tīng)到的吐槽，所以記錄、思考得比較詳細(xì)，主要有以下方面：
1）組件庫(kù)難用
我的見(jiàn)解：這里面有2個(gè)客觀原因和1個(gè)主觀原因。
一是互聯(lián)網(wǎng)泡沫破滅前，先進(jìn)的設(shè)計(jì)團(tuán)隊(duì)管理經(jīng)驗(yàn)沒(méi)有回流到制造業(yè)的客觀原因。我進(jìn)來(lái)，客戶(hù)公司的設(shè)計(jì)團(tuán)隊(duì)對(duì)Sketch工具并不熟練、設(shè)計(jì)師比較各自為政，不習(xí)慣統(tǒng)一的規(guī)范。二是在設(shè)計(jì)工具市場(chǎng)由于盜版和開(kāi)源化等，沒(méi)什么肉。一些組件庫(kù)工具發(fā)展緩慢，造成組件庫(kù)分享及使用體驗(yàn)不太好。例如藍(lán)湖規(guī)范云是在我組件庫(kù)開(kāi)始后2個(gè)月才開(kāi)始發(fā)布。Sketch彈性組件屬性也是組件庫(kù)計(jì)劃開(kāi)始后才發(fā)布。
主觀原因是組件庫(kù)的分類(lèi)組織方式不太符合團(tuán)隊(duì)客觀狀況，由于我上一家公司是外資小團(tuán)隊(duì)。我出于避免組件名稱(chēng)歧義及方便開(kāi)發(fā)的目的，對(duì)組件和圖標(biāo)使用了英文+BEM命名方式。導(dǎo)致不直觀、文案過(guò)長(zhǎng)。很多設(shè)計(jì)師找組件、圖標(biāo)不方便。
2）組件庫(kù)丑
我認(rèn)慫：由于我進(jìn)來(lái)做的第一個(gè)項(xiàng)目使用了漸變和陰影。跟一位負(fù)責(zé)工廠及物流應(yīng)用的經(jīng)理起了沖突。我了解到客戶(hù)公司的2B產(chǎn)品除了面對(duì)在總部辦公的白領(lǐng)外，還面對(duì)一大部分的工廠工人。他們的手機(jī)狀態(tài)及網(wǎng)絡(luò)環(huán)境未必比得上總部辦公樓。所以在UI設(shè)計(jì)上我用了簡(jiǎn)單、老套、減少歧義、降低學(xué)習(xí)成本、增加復(fù)用性的設(shè)計(jì)原則。在時(shí)尚和美觀度方面確實(shí)考慮較少。現(xiàn)在看來(lái)確實(shí)有一些組件的設(shè)計(jì)可以在不影響以上原則的前提下提高一下。
3）組件庫(kù)限制了我
一些思考：我在設(shè)計(jì)組件庫(kù)的時(shí)候留了一些可以樣式定制化的插槽。例如，顏色、圖標(biāo)都可以切換。若能熟練運(yùn)用不至太影響終稿的設(shè)計(jì)效果。另外，我認(rèn)為組件庫(kù)和規(guī)范更像工具而非鐐銬。若組件不能滿(mǎn)足設(shè)計(jì)要求?？梢栽谝?guī)范范圍內(nèi)，對(duì)組件進(jìn)行重組，使之符合場(chǎng)景需求。同時(shí)，若有更好，使用場(chǎng)景更廣的點(diǎn)子和建議，可以反映到交流群里使之成為規(guī)范。被更多人使用。
第一次做大項(xiàng)目，聽(tīng)到很多人不停的吐槽。讓我個(gè)人產(chǎn)生了一定的迷茫?？戳薃irbnb官網(wǎng)上的這篇文章。其中一段話(huà)使我廓然開(kāi)朗。
一個(gè)充滿(mǎn)活力的設(shè)計(jì)系統(tǒng)的運(yùn)作，要求公司有成熟的企業(yè)文化，允許員工共同拓展系統(tǒng)。否則，設(shè)計(jì)師將認(rèn)為這套系統(tǒng)是在限制或阻礙他們的創(chuàng)意。我們的初衷是持續(xù)的支持整個(gè)團(tuán)隊(duì)來(lái)共同建立可持續(xù)的設(shè)計(jì)系統(tǒng)社區(qū)。
一個(gè)全公司使用的設(shè)計(jì)系統(tǒng)，只有2、3個(gè)少數(shù)的人來(lái)參與，那是不可能民主科學(xué)的。必須要讓盡可能多的人來(lái)參與發(fā)表意見(jiàn)。建立健全的反饋討論社區(qū)才是王道。
創(chuàng)造及維持一個(gè)設(shè)計(jì)系統(tǒng)就***像是植樹(shù)——必須要呵護(hù)和滋養(yǎng)才能收獲到好處。
現(xiàn)分享原文及譯文如下，跟同迷茫的小伙伴互勵(lì)互勉：
解鎖系統(tǒng)思維—建立包容性的設(shè)計(jì)語(yǔ)言系統(tǒng)
原文作者：HayleyHughes & Yujin Han
原文地址：https://airbnb.design/systems-thinking-unlocked/
翻譯：Bong
Design Language Systems are unique. Some companies create systems for efficiency and reuse, and others make them to express their look and feel. While the goal may differ, all systems have something in common—people need to be able to use and grow them. If we only spend time designing product components, we aren’t designing the invisible human components: the overall relationships between the system and the teams who adopt it.
每個(gè)設(shè)計(jì)語(yǔ)言系統(tǒng)都是獨(dú)特的。一些公司創(chuàng)造自己的設(shè)計(jì)語(yǔ)言系統(tǒng)是為了提高效率和復(fù)用性，而另一些公司是為了表現(xiàn)他們的形象和理念。盡管目的并不一致，但所有的系統(tǒng)都有一些共通點(diǎn) —— 都需要被人使用和擴(kuò)充。如果我們只把時(shí)間花在產(chǎn)品概念設(shè)計(jì)上，就相當(dāng)于忽略了無(wú)形的人的部分：設(shè)計(jì)系統(tǒng)與使用該系統(tǒng)的團(tuán)隊(duì)的總體關(guān)系。
The system serves people, not the other way around. It’s the designers and engineers, the real customers of design systems, who need to be at the center of our work. With a storied background in this space, Yujin Han and I—Design Manager and Experience Design Lead, respectively—know the challenge of getting teams to contribute. So now we’re asking ourselves, “How might we set teams up for success by helping them incorporate our design language system (DLS) in their daily work?” Here’s how we’re evolving our model to be inclusive and empower teams to engage with the system.
系統(tǒng)服務(wù)人員，而非反過(guò)來(lái)。設(shè)計(jì)師和工程師們是設(shè)計(jì)系統(tǒng)的真實(shí)用戶(hù)，設(shè)計(jì)系統(tǒng)的建立應(yīng)以他們?yōu)橹行摹?strong>在這樣的背景下，Yujin Han 和我——設(shè)計(jì)經(jīng)理及體驗(yàn)設(shè)計(jì)負(fù)責(zé)人，各自都——意識(shí)到要?jiǎng)訂T整個(gè)團(tuán)隊(duì)是有一定挑戰(zhàn)的。因此我們現(xiàn)在泯心自問(wèn)“如何幫助他們把設(shè)計(jì)語(yǔ)言系統(tǒng)(DLS)吸納到日常工作中，協(xié)助團(tuán)隊(duì)取得成功呢？”我們通過(guò)下面的方法，把設(shè)計(jì)模型發(fā)展的更具包容性，給予團(tuán)隊(duì)自主權(quán)去使用我們的系統(tǒng)。
A Little History
一段小歷史
Back in 2016, a team of engineers and designers created the first version of our Design Language System (DLS) with the goals of creating consistent experiences and cross-platform unity. The company was growing and teams were moving fast. People needed a common language to stay in sync.
早在2016年，一個(gè)工程師及設(shè)計(jì)師團(tuán)隊(duì)創(chuàng)造了第一個(gè)版本的DLS，目的是創(chuàng)造持續(xù)一致的體驗(yàn)以及多平臺(tái)統(tǒng)一。當(dāng)時(shí)公司在擴(kuò)張，團(tuán)隊(duì)的節(jié)奏非?？臁Ｈ藗冃枰粋€(gè)通用的設(shè)計(jì)語(yǔ)言來(lái)保持同步。
Since we released the DLS in 2016, our design organization grew significantly. The system was valuable and in high demand—a wonderful problem to have—but we couldn’t keep up with the amount of requests coming in. New components were being made, but not documented. And files were being shared across teams, but without naming conventions. It was the wild west. We’ve evolved from a single app to a platform that supports multiple businesses—a shift that has us increasingly considering human needs over solely focusing on features. Collaboration across businesses is critical because we don’t want our community to experience chaos while we transform our technology behind the scenes. So, we created a feedback loop to bring everyone together.
自從2016年我們發(fā)布了該DLS，我們的設(shè)計(jì)機(jī)構(gòu)顯著成長(zhǎng)了。這個(gè)設(shè)計(jì)系統(tǒng)非常有價(jià)值且人們對(duì)它有很大需求——有這樣的問(wèn)題是件好事——但我們沒(méi)法跟上持續(xù)增長(zhǎng)的大量需求。新的組件做出來(lái)了，但沒(méi)有文檔記錄。文件在團(tuán)隊(duì)里到處流傳，但沒(méi)有命名規(guī)則?；靵y得恍如荒野西部。我們從一個(gè)單一的發(fā)展為一個(gè)支持多種業(yè)務(wù)的平臺(tái)——一個(gè)使我們?cè)絹?lái)越關(guān)注人文需求而非只關(guān)注特性的轉(zhuǎn)變。跨業(yè)務(wù)協(xié)作非常重要，因?yàn)槲覀儾幌Ｍ麍F(tuán)隊(duì)在幕后改造技術(shù)活時(shí)讓我們的社區(qū)變得混亂。因此我們創(chuàng)建了反饋循環(huán)機(jī)制把每個(gè)人連在一起。
Reinventing Partnership
重塑協(xié)作方式
Last year, we tried a critique model so designers across Airbnb could meet together to share product feedback and systems thinking. We called this feedback loop the DLS partnership. It was off to a good start, but when people got busy, attendance dwindled. When we asked people why they stopped coming, they expressed that they were coming out of their own passion, but that it wasn’t required or expected of them.
去年，我們嘗試建立了一個(gè)發(fā)評(píng)論的模塊以便所有Airbnb的設(shè)計(jì)師可以聚集在一起分享他們對(duì)產(chǎn)品的意見(jiàn)和系統(tǒng)思維。我們把這稱(chēng)為DLS協(xié)作者的反饋循環(huán)機(jī)制。這本來(lái)是個(gè)很好的開(kāi)始，但當(dāng)人們忙起來(lái)，參者逐漸減少。當(dāng)我們問(wèn)他們?yōu)楹尾粊?lái)了，他們反映道，他們是出于熱情而來(lái)，但后面發(fā)現(xiàn)系統(tǒng)并不符合他們的需求或期待。
It was clear that designers wanted dedicated time to participate, and acknowledgement for their participation. Instead, the partnership felt like extra effort, so we researched and developed a few key themes for improving our relationships with teams.
顯然，設(shè)計(jì)師們更希望花時(shí)間參與，并通過(guò)自己的參與獲得認(rèn)可。而這種協(xié)作感覺(jué)是額外的負(fù)擔(dān)。因此，我們研究開(kāi)發(fā)了一些關(guān)鍵主題來(lái)改善我們與團(tuán)隊(duì)的協(xié)作模式。
Recognition
認(rèn)可
What they said: Designers were unclear if leadership backed partnership with our team.
What we did: We sought buy-in from managers, and ensured they would recognize designers for their involvement.
他們這么說(shuō)：設(shè)計(jì)師們不清楚他們的領(lǐng)導(dǎo)支不支持與我們團(tuán)隊(duì)的協(xié)作.
我們這么做：我們應(yīng)該先尋求經(jīng)理支持，保證他們認(rèn)可設(shè)計(jì)師的參與。
Accountability
責(zé)任
What they said: While we gave a lot of critique, designers didn’t know what feedback to prioritize and when to turn advice into action.
What we did: We set actionable goals and tracked them so designers knew exactly what to focus on.
他們這么說(shuō)：當(dāng)我們給出很多評(píng)論，設(shè)計(jì)師們不知道反饋的優(yōu)先級(jí)，不知道何時(shí)把建議付諸實(shí)踐。
我們這么做：我們?cè)O(shè)置可行的目標(biāo)并跟蹤全過(guò)程，因此設(shè)計(jì)師們能知道應(yīng)該關(guān)注什么。
Collaboration
協(xié)作
What they said: Designers were eager to work together, and share their results with other teams.
What we did: We started providing opportunities for people to create shared projects and learn from each other.
他們這么說(shuō)：設(shè)計(jì)師們迫切渴望一起工作，并與團(tuán)隊(duì)分享他們的成果。
我們這么做：我們開(kāi)始提供給設(shè)計(jì)師創(chuàng)作并分享項(xiàng)目相互學(xué)習(xí)。
Designing the Program
設(shè)計(jì)項(xiàng)目
Partnership with designers was key, but getting buy-in from managers would make or break the program. We wanted to shift the collaboration mentality from nice-to-have to necessity. So we brought managers together before we kicked off the program, and asked them to nominate one or two designers on their team to participate. To build excitement, we also asked them to host small celebrations with their team to acknowledge their designers’ new roles.
與設(shè)計(jì)師之間的合作是關(guān)鍵所在，但從經(jīng)理們中獲得支持是項(xiàng)目成敗的關(guān)鍵。我們想把合作心態(tài)的從“最好能有”變?yōu)椤?strong>必須要”。因此我們?cè)陧?xiàng)目開(kāi)始前把經(jīng)理人聚集在一起，并套球他們從各自團(tuán)隊(duì)中提名一到兩位設(shè)計(jì)師來(lái)參與。為了提高興奮度，我們要求他們舉行一個(gè)小慶祝儀式來(lái)告知設(shè)計(jì)師ta將有一個(gè)新的角色。
We announced the program launch with an invitation that welcomed partners to collaborate with us. As a design-led organization, we design everything—from emails and platforms to meetings and internal programs. In the fall when the program came to a close, we wrote performance evaluations for each partner so their managers could understand their contributions.
我們宣布項(xiàng)目啟動(dòng)/落地？時(shí)，向協(xié)作者發(fā)出合作邀請(qǐng)以歡迎他們。作為一個(gè)主導(dǎo)設(shè)計(jì)的組織，我們?cè)O(shè)計(jì)“所有東西”——從郵件到平臺(tái)、從會(huì)議到內(nèi)部項(xiàng)目。在秋天，當(dāng)這個(gè)項(xiàng)目接近結(jié)束時(shí)，我們給每一個(gè)參與者寫(xiě)了表現(xiàn)評(píng)價(jià)，確保他們的經(jīng)理人知道他們作出的貢獻(xiàn)。
Evolving the Agenda
改善議程
During the kickoff meeting, we asked designers to post ideas and vote on how to improve the design system—such as building a pattern library or researching product theming. This democratic process empowered people to work together on these improvements. The meeting agenda played a big role in the design of the program. Our goal was to help designers make time to work together and apply systems thinking to real projects. We also wanted to provide a space where people could learn from each other. Our agenda broke down into these activities: gratitudes (foster community, inspire reflection), open forum (create a market for collaboration), stand up (track progress and unblock work), heads down time (works on DLS with partners), action items (plan next steps and milestone), and share outs (give and receive critique on work).
在啟動(dòng)會(huì)議中，我們要求設(shè)計(jì)師po出自己的想法并投票選出完善設(shè)計(jì)系統(tǒng)的方法——例如建立一個(gè)樣式庫(kù)或研究產(chǎn)品課題。這個(gè)民主的進(jìn)程允許人們合作起來(lái)改進(jìn)系統(tǒng)。這種會(huì)議議程是我們項(xiàng)目的一個(gè)重要環(huán)節(jié)。我們的目標(biāo)是幫助設(shè)計(jì)師抽出時(shí)間來(lái)共同工作，并將系統(tǒng)思維應(yīng)用到實(shí)際項(xiàng)目中。同時(shí)我們也希望提供一個(gè)空間以供人們互相學(xué)習(xí)。我們的議程可以分解為以下的活動(dòng)：致謝(激勵(lì)團(tuán)隊(duì)，激發(fā)反饋)、開(kāi)放式討論(創(chuàng)造一個(gè)合作的大環(huán)境)、確立(跟蹤進(jìn)度，掃清障礙)、埋頭苦干(與搭檔一起著手干好DLS)、行動(dòng)項(xiàng)目(計(jì)劃下一步行動(dòng)及里程碑)、分享(給予并接受工作評(píng)價(jià))。
Each week, we’d ask our partners if they had feedback to improve the meetings. For example, partners wanted to know if other teams were working on similar challenges, so collaborative open forums were born. By prototyping meetings in real time, we were able to adapt to people’s needs. We wanted the meetings to be productive, but more importantly, we hoped to foster relationships. With fun project team names like Fabric and Tapioca, a bi-weekly batch of bubble tea, and occasional balloons, we designed a cheerful, welcoming environment.
每周，我們都會(huì)詢(xún)問(wèn)合作者是否有提高會(huì)議效果的反饋意見(jiàn)。例如，合作者希望知道其他團(tuán)隊(duì)是否有類(lèi)似的挑戰(zhàn)，為此誕生了協(xié)同開(kāi)放討論會(huì)。通過(guò)即時(shí)簡(jiǎn)易會(huì)議，我們能夠適應(yīng)人們的需求。我們希望會(huì)議成果累累，但更重要的是我們希望促進(jìn)關(guān)系。通過(guò)（取）一些有趣的團(tuán)隊(duì)名字，例如“Fabric”和“Tapioca”，兩周一批的氣泡茶和隨性的氣球裝飾，我們?cè)O(shè)計(jì)了一種活躍溫暖的氛圍。
In addition to the partner meetings, we piloted co-design sprints. For two weeks, a product designer and system designer sat side-by-side to co-create a new filter sidebar so our guests can more easily find homes and experiences. The sprint included a debrief with the product research team, and user testing by the end of the first week.
除了伙伴會(huì)議，我們主導(dǎo)了合作設(shè)計(jì)沖刺活動(dòng)。每2周，一位產(chǎn)品設(shè)計(jì)師和一位DLS設(shè)計(jì)師會(huì)排排坐，一起協(xié)同創(chuàng)作出一個(gè)新的篩選側(cè)欄，以讓我們的顧客更容易找到“民宿”和“體驗(yàn)”服務(wù)。這個(gè)沖刺活動(dòng)包括向產(chǎn)品研究團(tuán)隊(duì)報(bào)告以及第一周結(jié)束前的用戶(hù)測(cè)試。
There were also daily desk critiques with managers. This allowed designers to receive nearly real time feedback, and to keep moving things forward. In the second week, the product-and-system pair presented their work to their respective teams together, and received guidance from engineering, data science, and content strategy. As a result of the co-design sprint and support from additional teams, the pattern was updated in the product and submitted to our DLS component template for all teams to use.
同時(shí)我們每天會(huì)與經(jīng)理人們有一個(gè)面對(duì)面的評(píng)論會(huì)。這讓設(shè)計(jì)師們可以幾乎即時(shí)地接收到反饋，并推進(jìn)進(jìn)程。第二周，“產(chǎn)品-系統(tǒng)”搭檔會(huì)一起向各自的團(tuán)隊(duì)展示他們的工作成果，同時(shí)接受工程師、數(shù)據(jù)研究員、內(nèi)容策劃人的指導(dǎo)意見(jiàn)。作為協(xié)同設(shè)計(jì)沖刺的努力以及其他團(tuán)隊(duì)的支持的結(jié)果，產(chǎn)出的樣式會(huì)被更新并提交到我們的DLS組件模板中，以供全部團(tuán)隊(duì)使用。
Measuring Success
量化成功
Tracking outcomes helps us prove the program’s value. Another early, powerful outcome of the program was the improvement of our selection patterns. Lesar Stepputat, an Experience Designer on Airbnb’s Payments team, was already working to improve drop down selection states on his team. Through our program, he ambitiously scaled his impact to improve the pattern across the entire Airbnb product.
追蹤產(chǎn)出能幫助我們驗(yàn)證這個(gè)項(xiàng)目的價(jià)值。另一個(gè)早期強(qiáng)有力的產(chǎn)出是我們的選擇組件樣式的改進(jìn)。Lesar Stepputat，Airbnb支付團(tuán)隊(duì)的一位體驗(yàn)設(shè)計(jì)師，已經(jīng)在著手改進(jìn)團(tuán)隊(duì)下拉選擇狀態(tài)組件了。通過(guò)我們的項(xiàng)目，他雄心勃勃地在調(diào)整Airbnb全線產(chǎn)品樣式方面擴(kuò)大自己的影響力。
One of our success metrics of the partnership was attendance. While the first version of the program had fallen to just a few people attending meetings, our efforts resulted in an average of 60-70% of partners regularly participating. We also created a survey to collect open-ended feedback. Over half of the dozen respondents highly recommend the program. The survey also showed that the program cultivated strong relationships in the community. One partner even noted that ‘this has been the single most effective change brought to the DLS in a year and a half’.
出席率是我們成功的伙伴關(guān)系指標(biāo)之一。雖然項(xiàng)目的初期只選定了少數(shù)人會(huì)參與到會(huì)議中，但經(jīng)過(guò)我們的努力后合作伙伴的常規(guī)參與率平均數(shù)達(dá)到了60%-70%。同時(shí)我們創(chuàng)建了一個(gè)問(wèn)卷調(diào)查，收集開(kāi)放式的反饋意見(jiàn)，超過(guò)半數(shù)的被訪者高度評(píng)價(jià)這個(gè)項(xiàng)目。這個(gè)調(diào)查也表明，本次項(xiàng)目在社區(qū)中的員工中建立了強(qiáng)有力的合作關(guān)系。一位成員甚至寫(xiě)到“這是一年半以來(lái)DLS最有效的轉(zhuǎn)變?！?/p>
While the initial positive response was a strong start, we also found areas for improvement. One thing we consistently heard from the partners was a desire for the DLS team to develop an openness to feedback when sharing work, and for feedback to be shared earlier in the process.
盡管最初的積極反饋是個(gè)很好的開(kāi)始，我們?nèi)哉业狡渌?strong>提升空間。我們長(zhǎng)期收到伙伴反饋，希望DLS能建設(shè)一個(gè)開(kāi)放平臺(tái)，以便他們分享作品或在項(xiàng)目早期階段收集反饋意見(jiàn)。
Now,*** we’re iterating to evolve*** the partnership.
現(xiàn)在我們正在逐步促進(jìn)伙伴關(guān)系。
Looking Back
回顧
Through this process, we learned that with an inclusive mindset, we can effectively build partnerships that results in a healthy community and actionable outcomes.
通過(guò)這個(gè)流程，我們學(xué)習(xí)到：保持包容的心態(tài)，我們可以有效地建立伙伴關(guān)系，最終可建立健康的社區(qū)關(guān)系及可行的產(chǎn)出。
When creating a sustainable culture, your design system is only as strong as your relationships with the teams who use it.
當(dāng)你在創(chuàng)造一個(gè)可持續(xù)的團(tuán)隊(duì)文化時(shí)，你的設(shè)計(jì)系統(tǒng)將和你與使用團(tuán)隊(duì)的合作程度一樣強(qiáng)。
For a robust design system to work, a company needs a mature culture that empowers people develop the system together. Without this, designers may feel like the system is limiting or blocking their creativity. Our intent is to continue to support teams as they build a sustainable design system community together.
一個(gè)充滿(mǎn)活力的設(shè)計(jì)系統(tǒng)的運(yùn)作，要求公司有成熟的企業(yè)文化，允許員工共同拓展系統(tǒng)。否則，設(shè)計(jì)師將認(rèn)為這套系統(tǒng)是在限制或阻礙他們的創(chuàng)意。我們的初衷是持續(xù)的支持整個(gè)團(tuán)隊(duì)來(lái)共同建立可持續(xù)的設(shè)計(jì)系統(tǒng)社區(qū)。
An Organic Alliance
一個(gè)有機(jī)的共同體
Creating and maintaining a design system is like planting a tree—it has to be nurtured and cared for to reap the benefits. The seed of our design system has been planted, and now our teams are working together to maintain and grow it. Our new way of working gives people recognition, facilitates trust, and creates strong partnerships. By committing to learn from each other and measure progress together, we’re able to provide a better experience for our teams, and for the entire Airbnb community.
創(chuàng)造及維持一個(gè)設(shè)計(jì)系統(tǒng)就像是植樹(shù)——必須要呵護(hù)和滋養(yǎng)才能收獲到好處。我們?cè)O(shè)計(jì)系統(tǒng)的種子已經(jīng)種下，現(xiàn)在我們的團(tuán)隊(duì)正共同協(xié)作來(lái)維護(hù)及壯大它。我們的新工作方式給予人們肯定，促進(jìn)信任，形成緊密的合作關(guān)系。通過(guò)一起參與相互學(xué)習(xí)及衡量進(jìn)度。我們能為團(tuán)隊(duì)及整個(gè)Airbnb社區(qū)提供更好的體驗(yàn)。
