Deep into a project right now, I can’t help but reflect on how I practice empathy in design. Human centered design means empathising with and designing for people, keeping our focus on people throughout. It is not just one stage, it is a mindset and practice that we carry through the whole process.

现在进入一个项目，我不禁要反思我在设计中如何实践移情。 以人为本的设计意味着对人的理解和设计，使我们始终专注于人们。 这不仅是一个阶段，而且是我们贯穿整个过程的一种心态和实践。

“Empathy is when you can feel what another person is feeling. Empathy is the foundation of a human-centered design process; by deeply understanding people we are able to better design for them. “ — Hasso Plattner Institute of Design at Stanford

“暴怒是当您可以感觉到另一个人的感觉时。 移情是以人为本的设计过程的基础。 通过深入了解人们，我们能够为他们提供更好的设计。 “ —斯坦福大学Hasso Plattner设计学院

Whether we are at the front end, discovering and defining, or in the back end of the process, solutioning and refining, empathy helps us ultimately deliver outcomes that make life better for people. Sometimes we may get lost in the process, or we might be in a hurry to introduce our ideas and solutions. We may miss the moments that reveal more discoveries and connections, deepening our understanding of the whole, complex human experience.

无论我们是在前端，发现和定义，还是在流程的后端，即解决和完善，同情都可以帮助我们最终提供使人们的生活更美好的成果。 有时，我们可能会在此过程中迷路，或者我们可能急于介绍我们的想法和解决方案。 我们可能会错过那些揭示更多发现和联系，加深我们对整个复杂人类经验的理解的时刻。

I have reflected on the good, the bad and the enlightening moments I’ve been fortunate to experience. I’ve contemplated empathy-woven design stories, like the one shared by the Embrace team. Developing the life-saving Embrace infant warmer using HCD involved an incredible journey of repeated interaction and engagement with people and remote communities.

我已经回顾了我曾经经历过的好，坏和启发性的时刻。 我已经考虑过同理心编织的设计故事，例如Embrace团队分享的故事。 使用HCD开发挽救生命的Embrace婴儿保暖箱涉及到与人们和偏远社区的反复互动和参与的令人难以置信的旅程。

From these reflections, I’ve catalogued pointers that I feel help to anchor empathy behaviours through the process and practice of design.

从这些思考中，我对指针进行了分类，认为这些指针有助于通过设计的过程和实践来锚定同理行为。

移情： 与人同在。 (Empathise: Be with people where they are.)

1.Consider the full spectrum of people, looking specifically into minorities and “outliers” that may have different perspectives, abilities and needs.

1.考虑所有人群，专门研究可能具有不同观点，能力和需求的少数民族和“离群人”。

2. Solicit inputs from people in a way that works for them. Some people will find it easier to connect online, for others technology may be a barrier. Get as close to the natural or real everyday experience as possible.

2.以对他们有用的方式征求人们的意见。 有些人会发现更容易在线连接，因为其他人可能会遇到障碍。 尽可能接近自然或真实的日常体验。

3. Empower and invite people to share their experiences, in their role as experts of their lives and experiences.

3.赋予并邀请​​人们以生活和经验专家的身份分享经验。

4. Slow down enough to see and feel things differently. Suspend judgement, feel a connection to the person. Be a learner, and embrace another person’s perspective and experience. That may involve trying (experiencing it), observing or asking.

4.放慢脚步，以不同的方式看待和感受事物。 暂停判断，与人建立联系。 做一个学习者，拥抱他人的观点和经验。 这可能涉及尝试(体验)，观察或询问。

5. Look for the complete context. We can look at tasks, but also beyond that — to understand why. Frameworks like AEIOU (Activities, Environments, Interactions, Objects and Users) remind us to explore widely and see inter-relationships.

5.查找完整的上下文。 我们可以研究任务，但除此之外，还可以了解原因。 诸如AEIOU(活动，环境，交互作用，对象和用户)之类的框架提醒我们进行广泛探索并查看相互关系。

“Empathy is not walking in another’s shoes. First, you must remove your own.” — Scott Cook, Founder Intuit

“ Empathy不会走在别人的鞋前。 首先，您必须删除自己的。” -Intuit创始人Scott Cook

定义：从人的角度了解问题的性质和规模。 (Define: Make sense of the nature and scale of the problem from the person’s perspective.)

6. Reveal the connection between the obvious or surface-level details, and deeper, profound drivers, when describing what the person is looking to accomplish. Ensure clarity on how big the scale of the human problem to be solved actually is. Jobs to be done thinking helps here, particularly the idea of four levels of job conveyed by Jim Kalbach in The Jobs To Be Done playbook. Jobs can be abstracted to micro, small, big and aspirational jobs.

6.在描述一个人想要完成的工作时，揭示明显或表面细节与更深层次的驱动因素之间的联系。 确保明确要实际解决的人类问题的规模有多大。 待完成的工作思考会有所帮助，尤其是吉姆·卡尔巴赫(Jim Kalbach)在《待完成的工作》剧本中传达的四个层次的工作想法。 可以将工作抽象为微型，小型，大型和有抱负的工作。

7. Document and convey the entire situation and context for the person and the problem. Use storytelling and visualisation to share what has been learned and what is needed, as a powerful way to engage the team in the essence of the human. This may involve not just diagrams like experience maps and atlases, but also video and photographic artefacts of people and their lives.

7.记录并传达人员和问题的整个情况和环境。 使用讲故事和可视化来共享已学到的知识和需要的知识，这是使团队参与人类本质的有效方法。 这可能不仅涉及诸如经验图和地图集之类的图，而且涉及人及其生活的视频和摄影文物。

8. Avoid categorising and labelling different types of people in a way that implies that the representation of a person is fixed or absolute. There is always more, and always change.

8.避免以暗示某人的代表是固定或绝对的方式对不同类型的人进行分类和标记。 总会有更多，并且总是在变化。

9. Clarify if a phenomenon is specific or widespread and be clear on the extent to which the problem definition is inclusive. Specifically, is the intent to address different types of needs with variability, or is it to address an average (which may result in some measure of exclusion)?

9.弄清一种现象是特定的还是普遍的，并应清楚地说明问题的定义所包含的范围。 具体来说，是要解决具有可变性的不同类型的需求，还是要解决平均值(可能会导致某种程度的排斥)？

Ideate：激发人的潜能，成为北极星。 (Ideate: Spark ideas with human potential as the north star.)

10. Springboard from human stories, bringing forth the vivid, emotionally compelling and real (not made up!) truths to inspire individual and team idea generation.

10.从人类故事中跳板，提出生动，令人信服的真实(而不是虚构的)事实，以激发个人和团队的想法。

11. Include techniques for ideation that keep the human need and experience at the forefront, like storyboarding.

11.包括诸如故事板之类的构思技术，将人类的需求和经验保持在最前沿。

12. Consider approaches that involve co-design and generative design with people (for example card sorting, or projective methods and creative tool kits), drilling down on details and specific elements.

12.考虑涉及与人共同设计和生成设计的方法(例如卡片分类，投影方法和创意工具包)，并深入研究细节和特定元素。

原型： 使功能和情感体验尽可能接近现实。 (Prototype: Make the functional and emotional experience as close to reality as possible.)

13. When exposing people to prototypes that bring ideas to life, use techniques that keep it real and interactive such as role-play or simulation. If only remote options can be used for prototyping, use video movies or capture experience on video. Visual and as close to reality as possible are key. How the person will experience it.

13.在使人们接触将思想变为现实的原型时，请使用保持角色真实或互动的技术，例如角色扮演或模拟。 如果仅远程选项可用于原型制作，请使用视频电影或捕获视频体验。 视觉和尽可能接近现实是关键。 该人将如何体验它。

14. When developing and sharing the prototype with people, keep in mind the functional usability aspects that make tasks and activities achievable, and the emotional qualities.

14.在开发原型并与人们共享原型时，请记住使任务和活动可以实现的功能可用性方面以及情感品质。

15. Stay focused on the challenges that people are experiencing in achieving their goal, using multiple rounds of prototyping to keep getting to better.

15 。 使用多轮原型制作来不断改善自己，从而专注于人们在实现其目标时遇到的挑战。

测试： 抵制建设的诱惑； 拥抱重新学习。 (Test: Resist the temptation to build; embrace relearning.)

16. Ensure that a variety of voices are involved in testing. If the same group of voices are involved all the way through the design, there is a risk of everything being agreeable, a phenomenon called the Ikea effect.

16.确保测试中涉及各种声音。 如果在设计过程中一直涉及同一组声音，则存在一切可能都令人满意的风险，这种现象称为宜家效应 。

17. Be prepared to “ go public” — open to being challenged. Testing in context with the people it is intended for enables real-world, powerful feedback.

17.准备“公开”-容易受到挑战。 在针对人员的上下文中进行测试可以实现真实，强大的反馈。

18. Actively look for what is flawed. This is the time to catch the mismatches and pinpoint the refinements that get the experience working for people.

18.积极寻找有缺陷的地方。 现在是时候抓住不匹配之处，并找出可以为人们工作的经验的改进之处。

19. Keep an eye open to what is resonating and connecting with people. Why is it so, what can be learned from that and potentially amplified?

19.留意与人共鸣和联系的事物。 为什么会这样，从中可以学到什么并可能扩大？

20. Consider the solution and how the customer experiences it against the outcomes that are desired. Has the experience enabled the person to progress towards what they are seeking to accomplish?

20.考虑解决方案以及客户如何根据期望的结果体验解决方案。 经验是否使人能够朝着自己想要实现的目标前进？

“who makes it” is often vastly different from “who uses it”

“谁创造了它”通常与“谁使用它”有很大的不同

The stakes are always high, no matter the situation or scale, and I feel it in the pit of my stomach when what we do falls short. Conscious of the trade-offs made along the way, and the fight we often have against our own biases, checklists like these can help us stay on the human-centered track.

无论情况或规模如何，风险总是很高的，当我们做不到的事情时，我会感到非常沮丧。 意识到在此过程中要做出的取舍，以及我们经常与自己的偏见进行斗争，像这样的清单可以帮助我们走在以人为本的道路上。

To borrow from Kat Holmes, in experience design “who makes it” is often vastly different from “who uses it”. Empathy combined with curiosity help us to avoid making assumptions and continuously evolve towards a better outcome for the people we serve.

向凯特·霍尔姆斯 ( Kat Holmes)借用，在体验设计中“谁创造了它”通常与“谁使用它”有很大不同。 善解人意和好奇心帮助我们避免做出假设，并不断为我们服务的人们取得更好的结果。