Everyone’s a critic; critiquing design

One of the most powerful habits a design team can build is the practice of regular critiques. Not the kind where feedback comes as a barrage of opinions or nitpicks, but structured, purposeful conversations that help everyone understand the why behind design decisions.

Adam Connor and Aaron Irizarry capture this beautifully in their book Discussing Design: Improving Communication and Collaboration through Critique. They remind us that critique isn’t about personal preference (“I don’t like that color”)—it’s about evaluating design decisions against clear objectives. When teams embrace critique, the quality of both the work and collaboration rises.

Design is rarely a solo effort. Even the most talented designer benefits from other perspectives especially when a product must serve diverse users, business goals, and technical realities. Regular critiques help teams:

• Stay aligned on objectives – critiques keep the conversation grounded in what the design is trying to achieve rather than in subjective taste.
• Surface blind spots early – It’s easier (and cheaper) to refine ideas when they’re still in progress, not after development.
• Build shared understanding – Designers, PMs, and engineers all get a window into the reasoning behind design choices.
• Strengthen design culture – Critiques normalize giving and receiving feedback, creating a healthier, more collaborative environment.

Put simply: critiques help transform design from an individual pursuit into a collective craft.

For critiques to work, they need structure. That’s where a good facilitator (often the design lead or the presenting designer) comes in. Their job isn’t to “defend” the work but to guide the conversation so it’s productive.

Here are key principles, inspired by Discussing Design:

1. Frame the Conversation

Before the critique begins, establish the context:

• What problem is the design addressing?
• What goals or success criteria are we designing for?
• Which part of the work is ready for critique, and what kind of feedback is most useful?

Framing keeps the session focused and helps participants give relevant feedback.

2. Encourage Objective Feedback

Remind participants to anchor feedback in goals, not personal preferences. Instead of:

“I don’t like the font.”

Encourage:

“Does this font choice support readability for our target audience?”

The facilitator can model this by rephrasing subjective comments into objective questions.

3. Balance Voices in the Room

Some people naturally dominate discussions, while others hold back. A good leader ensures every voice is heard, inviting quieter participants in and gently steering away from tangents.

4. Keep Critique Separate from Ideation

It’s tempting to jump into solutions (“What if we just make the button bigger?”). But critique should first focus on understanding the design decisions and their impact. Ideation can come afterward, once everyone agrees on the challenges.

5. Close with Next Steps

A critique without follow-up is just talk. End the session by clarifying:

• What insights were most valuable?
• What changes (if any) should be explored next?
• Who owns the next action?

A single critique can be useful, but the real value comes when they’re regular and routine. Some teams schedule weekly critiques; others tie them to key project milestones. What matters most is consistency; making critique a normal part of the design process rather than a rare event.

Over time, this practice creates a feedback-rich culture where:

• Designers feel supported, not judged.
• Feedback is expected and welcomed.
• The quality of design outcomes steadily improves.

Critiques, when done well, are not about pointing out flaws—they’re about building shared understanding and making designs stronger. As Connor and Irizarry emphasize, it’s the facilitator’s role to ensure critique stays constructive, focused, and tied to goals.

The payoff? Better products, stronger teams, and a culture where design isn’t just about making things look good, it’s about solving problems together.