‘The brief’ the starting point of every project, the tool used to measure success. This has always been the case, since I’ve been working in the design industry. For years I’ve searched and trialled many formats in search of the perfect brief. I’ve come close but there have always been changes to the brief midway through the project. There are always questions following the project about whether the brief was right or not. We never get it quite right at the start of the project and a wrong brief rarely gets the right results.
I believe there are a couple of things wrong with the traditional briefing format. Firstly it defines the problem that we have to fix and secondly it’s suggests the answer and the measurement for success.
Defining the problem
We need to know the problem in order to fix it, right? Absolutely, but we need to know the real problem and often that real problem isn’t the problem given in the brief. All too often the brief states the results of some research which is believed to reveal the problem, sometimes it’s just a guess at the problem and in the worst cases the problem is missed off the brief altogether. The trouble with these problem statements is that they are assumed to be correct, there is no room for learning to happen and when something is discovered during the project the brief needs to be changed.
Suggesting an answer
We do need to know any constraints that need to be followed, and we do need to know how the result will be measured to determine success. Alongside this great information there is often some suggestions on how to realise the goal, we need X, redesign Y or change Z. The problem with these suggestions is that they are based on the assumed problem, they are prescribing the solution and the result is then measured on how well it is implemented. This approach really prevents the learning, discovery and innovation from happening.
A new adventure
I believe the brief should be the start of a new adventure. It should focus on the beginning of a project rather than the end. It should be about what we believe is the problem and should allow for learning and change. The focus on results should change to a focus on learning. Learning how to make a project successful allows continual success based on knowledge rather than pot luck results based on assumptions. With this approach success ANDfailure result in feedback and learning, making every project valuable whatever the results.
No failure only feedback
WIth this new brief, the team is enabled to discover the real problem, validate any assumptions, develop a great solution and learn how to make it successful.
That brief you’re writing…
Do your briefs allow discovery and experimentation? Do they allow for learning and change? Are they the start but not the end? If not then they’re probably wrong.