譯者前言：
作為一個(gè)外包中級UI剛到客戶公司(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的移動的UI組件庫規(guī)范。
從公司人員結(jié)構(gòu)及使用場境出發(fā)鹃觉。以提高復(fù)用性专酗、提高效率、降低用戶學(xué)習(xí)及識別成本為目標(biāo)導(dǎo)向帜慢。產(chǎn)出了使用同一套UI標(biāo)準(zhǔn)的針對設(shè)計(jì)師的Sketch組件庫笼裳、針對交互及產(chǎn)品的Axure組件庫、針對開發(fā)使用的PIX組件庫粱玲。
經(jīng)宣講和意見收集產(chǎn)品和開發(fā)推行有一定成果。但仍有不少人吐槽：
1拜轨、產(chǎn)品端現(xiàn)狀：吐槽主要集中組件庫不能覆蓋某些常見的業(yè)務(wù)場景和需求抽减。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中。
我們的囧境：由于公司涉及的業(yè)務(wù)內(nèi)容較多橄碾，我所在的UED部門由于不太能接觸到具體業(yè)務(wù)場景卵沉，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)理作為顧問法牲。
2史汗、開發(fā)方面：邏輯固定不大及展示類小UI組件使用較多（如toast、下拉刷新拒垃、）停撞，但那些組件間有強(qiáng)邏輯綁定、經(jīng)常定制化的悼瓮，例如單選多選彈窗等戈毒，因?yàn)榕掠锌优侣闊幵缸约菏謱憽?br>
我的見解：對于邏輯比較復(fù)雜横堡、變化靈活的組件埋市，有2條道路可以選擇：
1是不封裝邏輯，完全退化為UI樣式封裝命贴。只提供樣式模型道宅，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胸蛛、若要進(jìn)行邏輯封裝污茵，需要對業(yè)務(wù)場景非常熟悉很有經(jīng)驗(yàn)的前端工程師思考總結(jié)出最常用的場景進(jìn)來進(jìn)行。并留出變換邏輯DIY的可能性胚泌。
3省咨、設(shè)計(jì)的方面：由于這是我直接能親耳聽到的吐槽，所以記錄玷室、思考得比較詳細(xì)零蓉，主要有以下方面：
1）組件庫難用
我的見解：這里面有2個(gè)客觀原因和1個(gè)主觀原因笤受。
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)沒有回流到制造業(yè)的客觀原因敌蜂。我進(jìn)來箩兽，客戶公司的設(shè)計(jì)團(tuán)隊(duì)對Sketch工具并不熟練、設(shè)計(jì)師比較各自為政章喉，不習(xí)慣統(tǒng)一的規(guī)范汗贫。二是在設(shè)計(jì)工具市場由于盜版和開源化等，沒什么肉秸脱。一些組件庫工具發(fā)展緩慢落包，造成組件庫分享及使用體驗(yàn)不太好。例如藍(lán)湖規(guī)范云是在我組件庫開始后2個(gè)月才開始發(fā)布摊唇。Sketch彈性組件屬性也是組件庫計(jì)劃開始后才發(fā)布咐蝇。
主觀原因是組件庫的分類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)巷查。我出于避免組件名稱歧義及方便開發(fā)的目的有序，對組件和圖標(biāo)使用了英文+BEM命名方式。導(dǎo)致不直觀岛请、文案過長旭寿。很多設(shè)計(jì)師找組件、圖標(biāo)不方便崇败。
2）組件庫丑
我認(rèn)慫：由于我進(jìn)來做的第一個(gè)項(xiàng)目使用了漸變和陰影盅称。跟一位負(fù)責(zé)工廠及物流應(yīng)用的經(jīng)理起了沖突。我了解到客戶公司的2B產(chǎn)品除了面對在總部辦公的白領(lǐng)外僚匆，還面對一大部分的工廠工人微渠。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)上我用了簡單咧擂、老套逞盆、減少歧義、降低學(xué)習(xí)成本松申、增加復(fù)用性的設(shè)計(jì)原則云芦。在時(shí)尚和美觀度方面確實(shí)考慮較少。現(xiàn)在看來確實(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贸桶。
3）組件庫限制了我
一些思考：我在設(shè)計(jì)組件庫的時(shí)候留了一些可以樣式定制化的插槽舅逸。例如，顏色皇筛、圖標(biāo)都可以切換琉历。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)為組件庫和規(guī)范更像工具而非鐐銬。若組件不能滿足設(shè)計(jì)要求〉炅浚可以在規(guī)范范圍內(nèi)列另，對組件進(jìn)行重組镣典，使之符合場景需求。同時(shí)，若有更好，使用場景更廣的點(diǎn)子和建議潘懊，可以反映到交流群里使之成為規(guī)范。被更多人使用贿衍。
第一次做大項(xiàng)目授舟，聽到很多人不停的吐槽。讓我個(gè)人產(chǎn)生了一定的迷茫舌厨∑袢矗看了Airbnb官網(wǎng)上的這篇文章。其中一段話使我廓然開朗裙椭。
一個(gè)充滿活力的設(shè)計(jì)系統(tǒng)的運(yùn)作，要求公司有成熟的企業(yè)文化署浩，允許員工共同拓展系統(tǒng)揉燃。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)意筋栋。我們的初衷是持續(xù)的支持整個(gè)團(tuán)隊(duì)來共同建立可持續(xù)的設(shè)計(jì)系統(tǒng)社區(qū)炊汤。
一個(gè)全公司使用的設(shè)計(jì)系統(tǒng)，只有2弊攘、3個(gè)少數(shù)的人來參與抢腐，那是不可能民主科學(xué)的。必須要讓盡可能多的人來參與發(fā)表意見襟交。建立健全的反饋討論社區(qū)才是王道迈倍。
創(chuàng)造及維持一個(gè)設(shè)計(jì)系統(tǒng)就***像是植樹——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捣域，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)語言系統(tǒng)都是獨(dú)特的啼染。一些公司創(chuàng)造自己的設(shè)計(jì)語言系統(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)他們的形象和理念焕梅。盡管目的并不一致迹鹅，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)上贞言，就相當(dāng)于忽略了無形的人的部分：設(shè)計(jì)系統(tǒng)與使用該系統(tǒng)的團(tuán)隊(duì)的總體關(guān)系斜棚。
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，而非反過來。設(shè)計(jì)師和工程師們是設(shè)計(jì)系統(tǒng)的真實(shí)用戶弟蚀，設(shè)計(jì)系統(tǒng)的建立應(yīng)以他們?yōu)橹行摹?strong>在這樣的背景下蚤霞，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——意識到要動員整個(gè)團(tuán)隊(duì)是有一定挑戰(zhàn)的粗梭。因此我們現(xiàn)在泯心自問“如何幫助他們把設(shè)計(jì)語言系統(tǒng)(DLS)吸納到日常工作中争便，協(xié)助團(tuán)隊(duì)取得成功呢？”我們通過下面的方法断医，把設(shè)計(jì)模型發(fā)展的更具包容性滞乙，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年鉴嗤，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斩启，目的是創(chuàng)造持續(xù)一致的體驗(yàn)以及多平臺統(tǒng)一。當(dāng)時(shí)公司在擴(kuò)張醉锅，團(tuán)隊(duì)的節(jié)奏非惩么兀快。人們需要一個(gè)通用的設(shè)計(jì)語言來保持同步硬耍。
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垄琐，我們的設(shè)計(jì)機(jī)構(gòu)顯著成長了。這個(gè)設(shè)計(jì)系統(tǒng)非常有價(jià)值且人們對它有很大需求——有這樣的問題是件好事——但我們沒法跟上持續(xù)增長的大量需求经柴。新的組件做出來了狸窘，但沒有文檔記錄。文件在團(tuán)隊(duì)里到處流傳坯认，但沒有命名規(guī)則翻擒。混亂得恍如荒野西部牛哺。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——一個(gè)使我們越來越關(guān)注人文需求而非只關(guān)注特性的轉(zhuǎn)變陋气。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)變得混亂引润。因此我們創(chuàng)建了反饋循環(huán)機(jī)制把每個(gè)人連在一起巩趁。
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產(chǎn)品的意見和系統(tǒng)思維椰拒。我們把這稱為DLS協(xié)作者的反饋循環(huán)機(jī)制晶渠。這本來是個(gè)很好的開始，但當(dāng)人們忙起來燃观，參者逐漸減少褒脯。當(dāng)我們問他們?yōu)楹尾粊砹耍麄兎从车览禄伲麄兪?strong>出于熱情而來番川，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)間參與颁督，并通過自己的參與獲得認(rèn)可践啄。而這種協(xié)作感覺是額外的負(fù)擔(dān)。因此沉御，我們研究開發(fā)了一些關(guān)鍵主題來改善我們與團(tuán)隊(duì)的協(xié)作模式屿讽。
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：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)師的參與吠裆。
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：當(dāng)我們給出很多評論伐谈，設(shè)計(jì)師們不知道反饋的優(yōu)先級，不知道何時(shí)把建議付諸實(shí)踐试疙。
我們這么做：我們設(shè)置可行的目標(biāo)并跟蹤全過程诵棵，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：設(shè)計(jì)師們迫切渴望一起工作祝旷，并與團(tuán)隊(duì)分享他們的成果履澳。
我們這么做：我們開始提供給設(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)鍵所在怀跛，但從經(jīng)理們中獲得支持是項(xiàng)目成敗的關(guān)鍵距贷。我們想把合作心態(tài)的從“最好能有”變?yōu)椤?strong>必須要”。因此我們在項(xiàng)目開始前把經(jīng)理人聚集在一起吻谋，并套球他們從各自團(tuán)隊(duì)中提名一到兩位設(shè)計(jì)師來參與储耐。為了提高興奮度，我們要求他們舉行一個(gè)小慶祝儀式來告知設(shè)計(jì)師ta將有一個(gè)新的角色滨溉。
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/落地？時(shí)长赞，向協(xié)作者發(fā)出合作邀請以歡迎他們晦攒。作為一個(gè)主導(dǎo)設(shè)計(jì)的組織，我們設(shè)計(jì)“所有東西”——從郵件到平臺得哆、從會議到內(nèi)部項(xiàng)目脯颜。在秋天，當(dāng)這個(gè)項(xiàng)目接近結(jié)束時(shí)贩据，我們給每一個(gè)參與者寫了表現(xiàn)評價(jià)栋操，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).
在啟動會議中饱亮，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)樣式庫或研究產(chǎn)品課題矾芙。這個(gè)民主的進(jìn)程允許人們合作起來改進(jìn)系統(tǒng)。這種會議議程是我們項(xiàng)目的一個(gè)重要環(huán)節(jié)近上。我們的目標(biāo)是幫助設(shè)計(jì)師抽出時(shí)間來共同工作剔宪，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：致謝(激勵(lì)團(tuán)隊(duì)葱绒，激發(fā)反饋)感帅、開放式討論(創(chuàng)造一個(gè)合作的大環(huán)境)、確立(跟蹤進(jìn)度地淀，掃清障礙)失球、埋頭苦干(與搭檔一起著手干好DLS)、行動項(xiàng)目(計(jì)劃下一步行動及里程碑)帮毁、分享(給予并接受工作評價(jià))实苞。
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，我們都會詢問合作者是否有提高會議效果的反饋意見作箍。例如硬梁，合作者希望知道其他團(tuán)隊(duì)是否有類似的挑戰(zhàn)，為此誕生了協(xié)同開放討論會胞得。通過即時(shí)簡易會議荧止，我們能夠適應(yīng)人們的需求。我們希望會議成果累累阶剑，但更重要的是我們希望促進(jìn)關(guān)系跃巡。通過（取）一些有趣的團(tuán)隊(duì)名字牧愁，例如“Fabric”和“Tapioca”素邪，兩周一批的氣泡茶和隨性的氣球裝飾，我們設(shè)計(jì)了一種活躍溫暖的氛圍猪半。
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.
除了伙伴會議兔朦，我們主導(dǎo)了合作設(shè)計(jì)沖刺活動。每2周磨确，一位產(chǎn)品設(shè)計(jì)師和一位DLS設(shè)計(jì)師會排排坐沽甥，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)乏奥。這個(gè)沖刺活動包括向產(chǎn)品研究團(tuán)隊(duì)報(bào)告以及第一周結(jié)束前的用戶測試摆舟。
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)我們每天會與經(jīng)理人們有一個(gè)面對面的評論會。這讓設(shè)計(jì)師們可以幾乎即時(shí)地接收到反饋邓了，并推進(jìn)進(jìn)程恨诱。第二周，“產(chǎn)品-系統(tǒng)”搭檔會一起向各自的團(tuán)隊(duì)展示他們的工作成果骗炉，同時(shí)接受工程師照宝、數(shù)據(jù)研究員、內(nèi)容策劃人的指導(dǎo)意見痕鳍。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)果硫豆，產(chǎn)出的樣式會被更新并提交到我們的DLS組件模板中龙巨，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)值熊响。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)旨别。Lesar Stepputat，Airbnb支付團(tuán)隊(duì)的一位體驗(yàn)設(shè)計(jì)師汗茄，已經(jīng)在著手改進(jìn)團(tuán)隊(duì)下拉選擇狀態(tài)組件了秸弛。通過我們的項(xiàng)目，他雄心勃勃地在調(diào)整Airbnb全線產(chǎn)品樣式方面擴(kuò)大自己的影響力洪碳。
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)之一递览。雖然項(xiàng)目的初期只選定了少數(shù)人會參與到會議中，但經(jīng)過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%瞳腌。同時(shí)我們創(chuàng)建了一個(gè)問卷調(diào)查绞铃，收集開放式的反饋意見，超過半數(shù)的被訪者高度評價(jià)這個(gè)項(xiàng)目嫂侍。這個(gè)調(diào)查也表明儿捧，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。一位成員甚至寫到“這是一年半以來DLS最有效的轉(zhuǎn)變挑宠》贫埽”
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)很好的開始，我們?nèi)哉业狡渌?strong>提升空間各淀。我們長期收到伙伴反饋懒鉴，希望DLS能建設(shè)一個(gè)開放平臺，以便他們分享作品或在項(xiàng)目早期階段收集反饋意見碎浇。
Now,*** we’re iterating to evolve*** the partnership.
現(xiàn)在我們正在逐步促進(jìn)伙伴關(guān)系临谱。
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.
通過這個(gè)流程，我們學(xué)習(xí)到：保持包容的心態(tài)奴璃，我們可以有效地建立伙伴關(guān)系吴裤，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)溺健，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)充滿活力的設(shè)計(jì)系統(tǒng)的運(yùn)作钮蛛，要求公司有成熟的企業(yè)文化鞭缭，允許員工共同拓展系統(tǒng)。否則魏颓，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)意岭辣。我們的初衷是持續(xù)的支持整個(gè)團(tuán)隊(duì)來共同建立可持續(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——必須要呵護(hù)和滋養(yǎng)才能收獲到好處甸饱。我們設(shè)計(jì)系統(tǒng)的種子已經(jīng)種下沦童，現(xiàn)在我們的團(tuán)隊(duì)正共同協(xié)作來維護(hù)及壯大它仑濒。我們的新工作方式給予人們肯定，促進(jìn)信任偷遗，形成緊密的合作關(guān)系墩瞳。通過一起參與相互學(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)氏豌。
