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The next thing that you need to understand as a principle is that when you introduce change,you need to do it extraordinarily carefully.
下一個(gè)你必須要去理解的事情是當(dāng)你想要改變的時(shí)候需要格外仔細(xì)。
Now I often have joked that I spend almost as much time designing the introduction of change as I do the change itself,and I'm sure that we can all relate to that when something that we use a lot changes and then we have to adjust.
我經(jīng)常開玩笑說,我在設(shè)計(jì)產(chǎn)品變動的介紹詞花費(fèi)了大量的時(shí)間,這幾乎和我在做產(chǎn)品改動的時(shí)間是一樣的，而且我敢肯定,當(dāng)一件事情需要我們做出很多改變的時(shí)候我們也要對自己做出調(diào)整。
The fact is, people can become very efficient at using bad design,and so even if the change is good for them in the long run,it's still incredibly frustrating when it happens,and this is particularly true with user-generated content platforms,because people can rightfully claim a sense of ownership.
事實(shí)上，人們會因?yàn)槭褂昧?不好的設(shè)計(jì)而變得更有效率，雖然從長遠(yuǎn)角度上看，這個(gè)改變是對大家有好處的，但是有不好的設(shè)計(jì)產(chǎn)生的時(shí)候， 它仍被認(rèn)為是一個(gè)失敗的設(shè)計(jì),而且這個(gè)在用戶創(chuàng)建的內(nèi)容平臺中證實(shí)了，因?yàn)槿藗儠ゾS護(hù)他們的主人翁意識。
It is, after all, their content.
畢竟臉書上所說的是他們自己。
Now, years ago, when I was working at YouTube,we were looking for ways to encourage more people to rate videos,and it was interesting because when we looked into the data,we found that almost everyone was exclusively using the highest five-star rating,a handful of people were using the lowest one-star,and virtually no one was using two, three or four stars.
幾年前，當(dāng)我還在YouTube（視頻網(wǎng)站）工作的時(shí)候，我們嘗試著怎樣才能鼓勵(lì)更多的人去評價(jià)視頻，當(dāng)我們查看數(shù)據(jù)的時(shí)候，發(fā)現(xiàn)了一些很有趣的事情，幾乎所有的人都給與了別人最高的五星的評價(jià)只有極少數(shù)的一些人會使用最少的一星評價(jià)，并且?guī)缀鯖]有人會使用兩星，三星或是四星的評價(jià)。
So we decided to simplify into an up-down kind of voting binary model.
所以我們決定簡化這樣的評估模式,我們把它變成只有好和壞兩種選擇的模式。
It's going to be much easier for people to engage with.
這對于參與評估的人們來說簡單多了。
But people were very attached to the five-star rating system.
但是，人們非常注重五星評估系統(tǒng)。
Video creators really loved their ratings.
上傳視頻的人也很滿意他們的評估等級。
Millions and millions of people were accustomed to the old design.
成百萬的使用者已經(jīng)習(xí)慣了舊的五星評分方式。
So in order to help people prepare themselves for change and acclimate to the new design more quickly,we actually published the data graph sharing with the community the rationale for what we were going to do,and it even engaged the larger industry in a conversation, which resulted in my favorite TechCrunch headline of all time:
所以，為了幫助人們更快的熟悉和接受這個(gè)新的設(shè)計(jì)，我們把之前的數(shù)據(jù)圖表放在了網(wǎng)上告訴人們我們要去改變的原因，沒想到在大家的交流過程中話題被擴(kuò)大了，于是產(chǎn)生我最愛的科技博客（新興互聯(lián)網(wǎng)公司評論的博客）的標(biāo)題：
YouTube Comes to a 5-Star Realization: YouTube.Its Ratings Are Useless.
的五星級覺醒：它的五星評級制毫無用處
Now, it's impossible to completely avoid change aversion when you're making changes to products that so many people use.
雖然不可能完全避免改變帶來的反感,尤其是改變了那多人已經(jīng)熟悉的產(chǎn)品。
Even though we tried to do all the right things,we still received our customary flood of video protests and angry emails and even a package that had to be scanned by security,but we have to remember people care intensely about this stuff,and it's because these products, this work,really, really matters to them.
即使我們試著把所有的事情做對，可是還是受到了如同洪水般的抗議視頻和投訴郵件,甚至我們還收到了一個(gè) 需要接受安全掃描的包裹，然而，從另外一個(gè)角度來,我們也知道到人們對這個(gè)改變非常關(guān)注，也是因?yàn)檫@個(gè)產(chǎn)品對于他們來說，是真的真的很重要。
Now, we know that we have to be careful about paying attention to the details,we have to be cognizant about how we use data in our design process,and we have to introduce change very, very carefully.
現(xiàn)在我們知道了細(xì)節(jié)的重要性，我們也意識到，如何在設(shè)計(jì)中使用數(shù)據(jù),而且，在我們給人們介紹產(chǎn)品改變的時(shí)候也要非常小心仔細(xì)。
Now, these things are all really useful.
這些方法是非常有用的。
They're good best practices for designing at scale.
它們是在設(shè)計(jì)規(guī)模時(shí)候最好的練習(xí)方法。
But they don't mean anything if you don't understand something much more fundamental.
但是如果你不能懂得其中的最基本道理，那么它對于你說就什么都不是。
You have to understand who you are designing for.
你必須明白，你究竟是在為誰設(shè)計(jì)。
Now, when you set a goal to design for the entire human race,and you start to engage in that goal in earnest,at some point you run into the walls of the bubble that you're living in.
當(dāng)你建立的設(shè)計(jì)目標(biāo)是為了全人類而設(shè)計(jì)的時(shí)候，然后你以一個(gè)認(rèn)真的態(tài)度去達(dá)成那個(gè)目標(biāo)，有些時(shí)候你在自己的立場迷失方向。
Now, in San Francisco, we get a little miffed when we hit a dead cell zone because we can't use our phones to navigate to the new hipster coffee shop.
現(xiàn)在，就在舊金山， 當(dāng)我們到達(dá)一個(gè)沒有信號的區(qū)域,因?yàn)闊o法使用手機(jī)導(dǎo)航來尋找到新開的流行的咖啡店,我們就開始不開心了。
But what if you had to drive four hours to charge your phone because you had no reliable source of electricity?
但是如果你因?yàn)闆]有可靠的電源設(shè)備,而得開四個(gè)小時(shí)的車去找給手機(jī)充電的電源設(shè)備？
What if you had no access to public libraries?
如果你不被允許進(jìn)入公共圖書館了
What if your country had no free press?
如果這個(gè)國家都沒有自由媒體了？
What would these products start to mean to you?
如果這些產(chǎn)品對你的要求嚴(yán)格了？
This is what Google, YouTube and Facebook look like to most of the world,and it's what they'll look like to most of the next five billion people to come online.
這就是為什么谷歌，YouTube 和facebook被世界所期待，這也是為什么未來的50億人會去上網(wǎng)。
Designing for low-end cell phones is not glamorous design work,but if you want to design for the whole world,you have to design for where people are,and not where you are.
設(shè)計(jì)一個(gè)低端的手機(jī)并不是一個(gè)吸引人的工作，但是，如果你是為了整個(gè)世界在設(shè)計(jì)，你就必須站在人們的角度上考慮，而不是你自己的角度。
So how do we keep this big, big picture in mind?
所以，我們應(yīng)該如何記住把這個(gè)大的思考立場呢？
We try to travel outside of our bubble to see, hear and understand the people we're designing for.
我們嘗試站在使用者的角度去思考,我們嘗試著去理解他們。
We use our products in non-English languages to make sure that they work just as well.
我們也邀請那些說不同語言人使用我們的產(chǎn)品以確保所有的程序都能正常運(yùn)行。
