Collaboration between designers and engineers

The collaboration between designers and engineers in a project could go wild sometimes. Even if you have a team full of superstars, everything can still go downhill. Although all members of the team should know what they are doing and do their tasks well, their works just seen wouldn’t match. In this case, they need an experienced leader who has comprehensive wisdom and vision to guide everyone back to the track. 

So, what conflict and miscommunication could possibly make a rockstar team fall apart? And what can a wise manager do to get the project back into place?

Address the problems correctly

Choosing which features to create next is among the most challenging tasks in a technical team. Most project teams would have to face this challenge sooner or later. However, features prioritization isn’t the actual cause of the mismatch between designers and engineers.  It is simply just a proxy for bringing your product team’s practical problems to the center of attention. As a leader, you must be able to address the problems correctly and guide them in the right direction. So, besides features prioritization, what is the common conflict in the collaboration between designers and engineers?

A leader should know how to settle the team

Features prioritization exposed what your project is lacking

It was difficult to pick amongst functionalities when you had so many proposals for how to improve clients’ experiences. It was also difficult to walk a fine line between elements that are valuable to clients and those that are critical to your company, such as transactions or data. But also, whereas you wish to construct amazing things, you have to reduce speed first, then lay the framework for designers and engineers.

Your team members can be exceptionally talented, but they are not connected to have the most benefit for both end-users as well as the company.

Common conflicts between designers and engineers

Normally, team internal issues will arise when some members or all of them want to be the center and look down on the others. And this situation usually comes from 1 out of the following scenarios:

  • The project manager (PM) designates outlined objectives for designers and engineers separately. designers and engineers do not communicate and operate in silos. The handover procedure turns time-consuming. Because engineers were not informed soon enough, designers were unaware of key technological limits. Worst, issues with technology are not reported back to designers, and it is only discovered on the launching day.
Conflict due to working siloed
  • PM managed to synchronize the collaboration between designers and engineers by manually taking orders from leadership and customers then assigning for each team. Client communication may be restricted to only PMs, implying that nobody else will be able to do independent research straight from the point of origin. Instead of allowing for feedback, designers might simply transmit the existing condition. Because they have no clear sense of customer frustrations and demands, engineers may feel that they only do their works following orders like robots.

How to set the conflict between designers and engineers in a wise way

Creating rounded production teams is a tried-and-true method for accomplishing this aim. Designers and engineers as well as PM collaborate in a smooth fashion.

For PM, don’t analyze choices; instead, lay the groundwork and let others start deciding

I had difficulty expressing my choices along the way, so I attempted to put more effort into discussing my views. However, I realized that it only led to more conflict and debate. Instead, I made a project efficiency evaluation. Unexpectedly, all of them were concentrating on customer and strategic goals. The crew grew concerned about the implications of their actions. They began to view their tasks in the same way that I did. So they were capable of making excellent judgments since the new environment provided a simple framework for evaluating concepts.

Team members getting close to each other

Developing your connection as a designer with team members (especially engineers)

This will allow you to effectively comprehend code and provide prospective ideas that will excite the engineers with whom you work. Everyone nowadays needs to be technically savvy, and then as a designer, it feels wonderful to solve challenges in a more creative manner.

Building in your connection with your squad as an engineer (especially with designers)

This allows you to learn how users are interacting with the program you develop and empathize with their demands. Nobody wants to redo a product because it was badly comprehended when it was initially built; teaming up with design helps you to save wasteful labor and invest extra time creating brilliant ideas.

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