很多人总以为 UI 就是做视觉的，交互就是画线框的。这样片面地概括，虽然能很简单地介绍一个职位，但不知不觉间，连设计师们自身也开始以为这便是 UI/UX 设计了。针对这个问题，我将一一给大家理清到底什么是界面、交互、用户体验设计。搞清楚这些，相信大家能对自己的职业有更清晰的认识和规划。
让我们先从 UX 讲起。UX 是 User Experience 的缩写，也就是「用户体验」。我们有时也会看到用 UE 缩写，但 UX 更常规。
Share What You’ve Learnt
Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.
Of course, these things come more naturally to some people than to others. But, drawing on research in psychology and management as well as our work with clients, we have identified some fairly simple mental tools anyone can develop to boost all four attributes—even those that are often considered fixed (aspiration, curiosity, and vulnerability).
Focusing on benefits, not challenges, is a good way to increase your aspiration. There are no secrets to success.
It’s easy to see aspiration as either there or not: You want to learn a new skill or you don’t; you have ambition and motivation or you lack them. But great learners can raise their aspiration level—and that’s key, because everyone is guilty of sometimes resisting development that is critical to success.
Make Yourself Accountable
Over the past decade or so, most leaders have grown familiar with the concept of self-awareness. They understand that they need to solicit feedback and recognize how others see them. But when it comes to the need for learning, our assessments of ourselves—what we know and don’t know, skills we have and don’t have—can still be woefully inaccurate. In one study conducted by David Dunning, a Cornell University psychologist, 94% of college professors reported that they were doing “above average work.”
Let’s say your boss has told you that your team isn’t strong enough and that you need to get better at assessing and developing talent. Your initial reaction might be something like What? She’s wrong. My team is strong. Most of us respond defensively to that sort of criticism. But as soon as you recognize what you’re thinking, ask yourself, Is that accurate? What facts do I have to support it? In the process of reflection you may discover that you’re wrong and your boss is right, or that the truth lies somewhere in between—you cover for some of your reports by doing things yourself, and one of them is inconsistent in meeting deadlines; however, two others are stars.