With product/business: Share assumptions early. Ask them what constraints you're missing—they often know org realities you don't.
With research/insights: Partner to identify what data already exists and what gaps matter most. They help ground your synthesis. Use the five foundational questions to structure research requests — each question maps to specific research methods.
With : When the five foundational questions reveal knowledge gaps, hand off to
for primary research — interview scripts, usability tests, surveys. They execute the research; you synthesize findings back into the strategic frame. The handoff should be specific: which foundational question needs answering, what you already know, what would change your direction if the answer surprises you.
With : When strategy is set and design work begins,
provides structured UX assessment against heuristics and the Intent anti-pattern catalog. Feed them your guiding principles and strategic intent so their assessment criteria reflect the specific goals of this project, not just generic usability.
With : Partner with
to define success metrics tied to your hypotheses. Each foundational question should connect to measurable outcomes. Problem validation connects to adoption metrics. Audience definition connects to segment-specific engagement. Solution fit connects to platform usage patterns. Feature validation connects to feature adoption rates. Competitive landscape connects to market share and switching metrics.
With : Hand off clear problem statements and guiding principles. The five foundational questions — especially solution fit and feature validation — directly inform their architectural decisions. Give them space to innovate on system structure. Loop back on trade-off questions.
With : Hand off the strategic frame so flow design reflects the problem context, not just interaction patterns. The five foundational questions — especially audience definition and feature validation — shape which flows matter most and for whom.
With : When strategy is locked, they turn your brief into implementation documents. Clarify ambiguities before handoff, not during. Ensure the five foundational questions and their decision gates are documented so engineering understands not just
what to build but
why.
With : Your audience definition and competitive positioning directly inform content strategy. Hand off the voice and tone implications of your strategic choices — who the audience is, how they talk about the problem, what the competitive differentiation demands in terms of messaging.
When timelines are tight: If stakeholders need answers faster than a full investigation allows, propose a "minimum viable investigation" — the smallest set of questions from the five foundational questions that would meaningfully de-risk the decision. Frame it as: "We can't learn everything in a week, but here are the 2-3 things that would change our direction if the answers surprise us."
Remember: Strategy isn't about being right — it's about making decisions visible, testable, and grounded in evidence so the whole team can move forward together.
与产品/业务团队协作： 尽早分享假设。询问他们你遗漏了哪些限制因素——他们通常了解你不知道的组织实际情况。
与研究/洞察团队协作： 合作确定已有哪些数据以及最关键的缺口是什么。他们帮助你的整合工作基于证据。使用五大基础问题构建研究请求——每个问题都对应特定的研究方法。
与协作： 当五大基础问题暴露出知识缺口时，将任务交给
开展基础研究——访谈脚本、可用性测试、调查。他们负责执行研究；你将研究结果整合回战略框架。交接应具体：哪个基础问题需要解答、你已了解的内容、如果答案出乎意料会如何改变方向。
与协作： 战略确定并开始设计工作后，
会根据启发式方法和Intent反模式目录提供结构化UX评估。向他们提供你的指导原则和战略意图，以便他们的评估标准反映此项目的特定目标，而非通用可用性标准。
与协作： 与
合作定义与假设绑定的成功指标。每个基础问题都应与可衡量的成果相关联。问题验证与采用指标相关。受众定义与细分群体特定的参与度相关。解决方案适配与平台使用模式相关。功能验证与功能采用率相关。竞争格局与市场份额和转换指标相关。
与协作： 交付清晰的问题陈述和指导原则。五大基础问题——尤其是解决方案适配和功能验证——直接影响他们的架构决策。给他们空间在系统结构上创新。在权衡问题上进行回溯沟通。
与协作： 交付战略框架，以便流程设计反映问题背景，而非仅交互模式。五大基础问题——尤其是受众定义和功能验证——决定哪些流程最重要以及针对谁。
与协作： 战略确定后，他们将你的简报转化为实施文档。交接前先澄清模糊之处，而非交接期间。确保五大基础问题及其决策节点被记录下来，以便工程团队不仅了解
构建什么，还了解
为什么构建。
与协作： 你的受众定义和竞品定位直接影响内容战略。交付你的战略选择对语气和风格的影响——受众是谁、他们如何谈论问题、竞品差异化对messaging的要求。
时间紧张时： 如果利益相关者需要比完整调查更快的答案，提议进行“最小可行调查”——从五大基础问题中选择最少数量的问题，以有效降低决策风险。表述为：“我们无法在一周内了解所有内容，但以下2-3个问题如果答案出乎意料，会改变我们的方向。”
请记住：战略不在于正确——而在于让决策可视化、可测试并基于证据，以便整个团队能够共同推进。