1. The Practice of Critique
Vincent Matyi
User Experience Consulting, Knowledge Management Competency Center

2. Introduction

3. © 2013 SAP AG. All rights reserved. 3Public
Merrill Zavod
Sr. Human Factors Engineer
Benjie Falke
Sr. Information Designer
Communication Design
3 yrs. experience
Milan Guenther
Sr. Information Designer
Diploma-Designer, MBA
12 yrs. experience
Sean McGinnis
Sr. Information Designer
Visual Communication, AAS
13 yrs. experience
Caroleigh Deneen
Sr. Information Designer
Management of Tech, MSE
Psychology, BS
15 yrs. experience
Johann W. Sarmiento
Sr. Human Factors Engineer
• Human-Computer Interaction, PhD
• Computer Science, MS
• Systems Engineering, BE
14 yrs. experience
Marian Gunkel
Sr. Human Factors Engineer
• Psychology/Engineering
• Psychology, German Diploma
13 yrs. experience
Melissa A. Visintin
Strategist, User Experience
• Mass Communication/Multimedia, MS
• Medical Illustration, BFA
16 yrs. experience
User Experience Consulting Team
Knowledge Management Competency Center @ SAP
Kirsten Gay
Director, User Experience
• Architecture, MA
• Landscape Architecture, BS
17 yrs. experience
Vincent Matyi
Sr. Information Designer
Multimedia- BFA
11 yrs. experience
Kathrin Bort
User Research Intern
Ayman Alalao
Information Designer
Interactive Design and Media, MS
Visual Communication, BS
Kyle Romain
Information Designer
Digital Communications, BS
12 yrs. experience
• Human Factors Psych., PhD
• Experimental Psych., MS
• Psychology, BS
Thomas Thome
Information Designer
Diploma-Media System
Design
Davis Hermann
User Experience Intern
Studio Art, BA
French, BA

4. © 2013 SAP AG. All rights reserved. 4Public
Why critique as a tool in your set?

5. © 2013 SAP AG. All rights reserved. 5Public
 Encourage greater participation in teams
 Promote mutual understanding
 Fosters inclusive solutions
 Cultivate shared responsibility
 Improve collaboration and spontaneity
between siloed departments

6. © 2013 SAP AG. All rights reserved. 6Public
 Encourage greater participation in teams
 Promote mutual understanding
 Fosters inclusive solutions
 Cultivate shared responsibility
 Improve collaboration and spontaneity
between siloed departments
• Everyone is equal when everyone is a critic.
• Reveals thoughts and approaches from others
• Results in a concentration of many different
ways to improve a design
• Creates an environment that fosters healthy
disagreement while maintaining a level of
harmony to grow together

7. © 2013 SAP AG. All rights reserved. 7Public
CritiqueSee it through a different view

8. So, what is critique?

9. © 2013 SAP AG. All rights reserved. 9Public
Critique is a structured
conversation that happens
when a group of people
convene to review design work
…

10. © 2013 SAP AG. All rights reserved. 10Public
Critique is a structured
conversation that happens
when a group of people
convene to review design work
… with a common purpose to
explore, examine and improve
the qualities of a work, design
or an experience.

11. © 2013 SAP AG. All rights reserved. 11Public
Critique does not cost much
and is good for everyone
involved in a project.

12. © 2013 SAP AG. All rights reserved. 12Public
Critique requires a few key roles
Presenter /
facilitator
Critics /
audience
Recorder /
note taker

13. © 2013 SAP AG. All rights reserved. 13Public
Critique is planned and
structured at a place and time
1 hour Studio
setting
The right
people
Not too early
or too late in
a project

14. © 2013 SAP AG. All rights reserved. 14Public
Critique is participatory
Contribute or
go home
Presenter
engages all
Give a quota
to all

15. © 2013 SAP AG. All rights reserved. 15Public
Critique is objective
Keep your
opinion
Mutual
purpose
Goal focus

16. © 2013 SAP AG. All rights reserved. 16Public
Critique is impersonal
Leave your
ego at home
Focus on the
design not
the person
Direct all
conversation
to the design

17. © 2013 SAP AG. All rights reserved. 17Public
Critique is a safe and sacred
place to let your darlings die
Don’t fall in
love
Don’t expect
validation
No shortage
of ideas
Reincarnate
ideas for
future
Trust &
respect
Improve or it
dies here

18. © 2013 SAP AG. All rights reserved. 18Public
Critique is the opportunity to
listen and learn
Not a test See through
the eyes of
others
Be quiet!

19. © 2013 SAP AG. All rights reserved. 19Public
Critique is a skill that should
be practiced
Repetition =
improvement

20. © 2013 SAP AG. All rights reserved. 20Public
Critique is most effective in
small groups

21. © 2013 SAP AG. All rights reserved. 21Public
Critique covers both the
weakness and strength of a
design
Not a testStart with the
good

22. © 2013 SAP AG. All rights reserved. 22Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.

23. © 2013 SAP AG. All rights reserved. 23Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.
Facilitation

24. © 2013 SAP AG. All rights reserved. 24Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.
Facilitation Trust

25. © 2013 SAP AG. All rights reserved. 25Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.
Facilitation Trust Design

26. © 2013 SAP AG. All rights reserved. 26Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.http://www.adaptivepath.com/ideas/the-design-plan-official-versus-how-it-feels
Design

27. © 2013 SAP AG. All rights reserved. 27Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.http://www.adaptivepath.com/ideas/the-design-plan-official-versus-how-it-feels
Design

28. © 2013 SAP AG. All rights reserved. 28Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.
Facilitation Trust Design

29. © 2013 SAP AG. All rights reserved. 29Public
Critique is planned and facilitated within a group of
trusted people to focus on design with purpose.
Facilitation Trust Design Purpose

30. Guideline
For Presenters and Critics

31. © 2013 SAP AG. All rights reserved. 31Public
Presenter

32. © 2013 SAP AG. All rights reserved. 32Public
1. Determine in advance what you want or need from the critiquePresenter

33. © 2013 SAP AG. All rights reserved. 33Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
Presenter

34. © 2013 SAP AG. All rights reserved. 34Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session.
Presenter

35. © 2013 SAP AG. All rights reserved. 35Public
1. Determine in advance what you want or need from the critique
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
Presenter

36. © 2013 SAP AG. All rights reserved. 36Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session.
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view
Presenter

37. © 2013 SAP AG. All rights reserved. 37Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session.
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view.
6. Once finished with your presentation: Actively listen and think before
you speak. Ask questions for clarity in a neutral, open-minded fashion
Presenter

38. © 2013 SAP AG. All rights reserved. 38Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view
6. Once finished with your presentation: Actively listen and think before
you speak. Ask questions for clarity in a neutral, open-minded fashion
7. Do not rationalize design decisions or get defensive
Presenter

39. © 2013 SAP AG. All rights reserved. 39Public
1. Determine in advance what you want or need from the critique.
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view
6. Once finished with your presentation: Actively listen and think before
you speak. Ask questions for clarity in a neutral, open-minded fashion
7. Do not rationalize design decisions or get defensive
8. Remain in control of the flow of the meeting
Presenter

40. © 2013 SAP AG. All rights reserved. 40Public
1. Determine in advance what you want or need from the critique
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view
6. Once finished with your presentation: Actively listen and think before
you speak. Ask questions for clarity in a neutral, open-minded fashion
7. Do not rationalize design decisions or get defensive
8. Remain in control of the flow of the meeting
9. Have a recorder write down everything for later reference
Presenter

41. © 2013 SAP AG. All rights reserved. 41Public
1. Determine in advance what you want or need from the critique
2. Send out designs ahead of time
3. Share logistics and your personal objectives for the critique session
4. Start the critique by reviewing the objectives of the critique, ground
rules and purpose of your design
5. Present the design work by referencing the criteria for judging the
works value and effectiveness. Do not assume your colleagues share
this point of view
6. Once finished with your presentation: Actively listen and think before
you speak. Ask questions for clarity in a neutral, open-minded fashion
7. Do not rationalize design decisions or get defensive
8. Remain in control of the flow of the meeting
9. Have a recorder write down everything for later reference
10. Thank your participants by ending with a brief summary
Presenter

42. © 2013 SAP AG. All rights reserved. 42Public
Critic

43. © 2013 SAP AG. All rights reserved. 43Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?

44. © 2013 SAP AG. All rights reserved. 44Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal

45. © 2013 SAP AG. All rights reserved. 45Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal
3. Avoid opinions and phrases such as “I like” or “don't like” or love or
hate. Use concrete words and industry language. Avoid general terms
such as “nice,” “good,” "bad," and “pretty”

46. © 2013 SAP AG. All rights reserved. 46Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal
3. Avoid opinions and phrases such as “I like” or “don't like” or love or
hate. Use concrete words and industry language. Avoid general terms
such as “nice,” “good,” "bad," and “pretty”
4. Discuss the work and never the person. Comment on the work should
be based on the needs and parameters of the design problem

47. © 2013 SAP AG. All rights reserved. 47Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal
3. Avoid opinions and phrases such as “I like” or “don't like” or love or
hate. Use concrete words and industry language. Avoid general terms
such as “nice,” “good,” "bad," and “pretty”
4. Discuss the work and never the person. Comment on the work should
be based on the needs and parameters of the design problem
5. Offer direction and explanation but not a prescription

48. © 2013 SAP AG. All rights reserved. 48Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal
3. Avoid opinions and phrases such as “I like” or “don't like” or love or
hate. Use concrete words and industry language. Avoid general terms
such as “nice,” “good,” "bad," and “pretty”
4. Discuss the work and never the person. Comment on the work should
be based on the needs and parameters of the design problem
5. Offer direction and explanation but not a prescription
6. Provide strategies to move the design forward

49. © 2013 SAP AG. All rights reserved. 49Public
Critic1. Empathize and understand
 What problem is the design trying to solve?
 How effective does the design solve the problem?
 Are they there yet, or do they have further to go?
 If they’re not there yet, what are the parts that aren’t working?
 Why or why not was the design effective?
 Is there more to this design that should have been solved?
2. Begin by suggesting what works well or helps to accomplish goal.
Follow with ways it does not accomplish a goal
3. Avoid opinions and phrases such as “I like” or “don't like” or love or
hate. Use concrete words and industry language. Avoid general terms
such as “nice,” “good,” "bad," and “pretty”
4. Discuss the work and never the person. Comment on the work should
be based on the needs and parameters of the design problem
5. Offer direction and explanation but not a prescription
6. Provide strategies to move the design forward
7. Feel free to lead and provide your feedback with clarifying questions to
get the bigger picture or the smaller details

50. © 2013 SAP AG. All rights reserved. 50Public
Be prepared

51. © 2013 SAP AG. All rights reserved. 51Public
1. Decision makers, managers, executives
Be prepared

52. © 2013 SAP AG. All rights reserved. 52Public
1. Decision makers, managers, executives
2. Difficult people
Be prepared

53. © 2013 SAP AG. All rights reserved. 53Public
1. Decision makers, managers, executives
2. Difficult people
3. Design by committee
Be prepared

54. © 2013 SAP AG. All rights reserved. 54Public
1. Decision makers, managers, executives
2. Difficult people
3. Design by committee
4. User Research
Be prepared

55. © 2013 SAP AG. All rights reserved. 55Public
1. Decision makers, managers, executives
2. Difficult people
3. Design by committee
4. User Research
5. All get divided over an issue during critique
Be prepared

56. © 2013 SAP AG. All rights reserved. 56Public
1. Decision makers, managers, executives
2. Difficult people
3. Design by committee
4. User Research
5. All get divided over an issue during critique
6. Problem solving and design decisions during critique
Be prepared

57. © 2013 SAP AG. All rights reserved. 57Public
1. Decision makers, managers, executives
2. Difficult people
3. Design by committee
4. User Research
5. All get divided over an issue during critique
6. Problem solving and design decisions during critique
7. Hurt feelings and flattened energy
Be prepared

58. User Experience Consulting
My Team @ SAP

59. © 2013 SAP AG. All rights reserved. 59Public
Some critique methods
championed by the User
Experience Consulting Team
to help SAP meet its
objectives:
1. Design Charrette
2. Design Studios
3. Design Thinking Workshops and Coaching
4. Weekly Team Design Review

60. © 2013 SAP AG. All rights reserved. 60Public
External References
Facilitators Guide to Participatory Decision Making
Sam Kaner
Gamestorming
Dave Gray, Sunni Brown, James Macanufo
Critique Handbook
Kendall Buster, Paula Crawford
http://scottberkun.com/essays/23-how-to-run-a-design-critique/
http://www.cooper.com/journal/2009/01/a_good_design_critique.html
http://alistapart.com/article/design-criticism-creative-process
http://www.uxbooth.com/articles/the-importance-of-design-critique/
http://www.discussingdesign.com/
http://www.uie.com/articles/critique/
http://www.uie.com/articles/great_critiques/
http://blog.teamtreehouse.com/the-art-of-the-design-critique
http://www.kickerstudio.com/2010/11/everything-ive-ever-learned-about-giving-
design-critiquesi-
learned-from-tim-gunn/
http://www.ac4d.com/2012/04/30/do-you-want-critique-or-a-hug/

61. Thank You!