"How to Build a Strong Relationship Between Directors and Designers: Effective Communication Tips"

"How to Build a Strong Relationship Between Directors and Designers: Effective Communication Tips"

The IKEA Effect - Why people fall in love with their own ideas. The IKEA effect describes how people come to overvalue things in which they have successfully put effort into. This cognitive bias can pose risks to organisations in the form of sunk cost effects and “not invented here” syndrome. With the effect strongest when people expend a greater amount of their own effort and perceive their effort as successful. Sunk cost effects: people continue to devote resources to failing projects in which they have previously invested “Not invented here” syndrome: people refuse to use perfectly good ideas developed elsewhere in favour of their own, often inferior internally-developed ideas.

In the world of design, communication between directors and designers is crucial for successful projects. However, it can sometimes be challenging to establish a good relationship due to differences in perspective and understanding. To overcome these obstacles, it is important for directors to acknowledge their unconscious bias and be aware of the IKEA effect. By understanding this cognitive bias, directors can better navigate the challenges that come with the sunk cost effects and the "not invented here" syndrome.

1. Acknowledge your unconscious bias

In the IKEA effect study, participants were found to be unaware of their unconscious bias. 92% of the participants, when asked, said they would pay more for pre-assembled products compared to self-assembly. This was in direct contradiction to their actions in the study. This highlights the importance of directors acknowledging their own unconscious bias when working with designers. By recognizing that they may be overvaluing their own ideas and efforts, directors can approach the design process with a more open mind and be receptive to alternative perspectives.

2. Spike rough prototypes

The IKEA effect study found that the effect was strongest only when the effort was successful. Failure to complete tasks had corresponding negative psychological consequences. This insight can be applied to the design process by encouraging directors to provide feedback and suggestions early on, even when the prototypes are rough or incomplete. By spiking these prototypes with their input, directors can help shape the design direction and give designers a sense of accomplishment and ownership over the final product.

3. Talk to customers

To avoid falling into the trap of the "not invented here" syndrome, directors should actively seek feedback from customers and users. By involving them in the design process and gathering their insights, directors can ensure that the final product meets their needs and preferences. This also helps directors overcome their unconscious bias by shifting the focus from their own ideas to the needs of the target audience. By incorporating customer feedback throughout the design process, directors can create a sense of shared ownership and collaboration between themselves, the designers, and the end-users.

4. Run growth experiments

To foster a culture of continuous improvement and innovation, directors should encourage designers to run growth experiments. These experiments can help validate ideas, gather data, and identify areas for improvement. By giving designers the freedom to explore new concepts and test hypotheses, directors can empower them to take ownership of their work and contribute to the overall success of the project. This approach also helps directors overcome the sunk cost effects by embracing the idea of iteration and adaptation rather than clinging to initial ideas or investments.

In conclusion, building a strong relationship between directors and designers requires effective communication and a willingness to overcome cognitive biases such as the IKEA effect. By acknowledging unconscious bias, spiking rough prototypes, talking to customers, and running growth experiments, directors can create an environment that fosters collaboration, innovation, and shared ownership.