There could be several reasons why humans are instinctively unwelcoming towards change. Some wild surmises I have are that in the wild, the transformation of a familiar landscape meant losing the ability to know how to use it best in times of danger. The other reason is that an inertia needs to be overcome and effort needs to be made to learn the new landscape. Here’s

人类本能地不欢迎变革可能有多个原因。 我有一些狂野的推测是，在野外，熟悉的景观的转变意味着失去在危险时期最好地使用它的能力。 另一个原因是需要克服惯性，并且需要努力学习新的形势。 这是

Similar emotions are felt in our much tamer lives today, when products that people have been using regularly to get things done, suddenly seem to look, feel and work differently from what they’re used to.

在当今我们更为温和的生活中，人们经常使用它们来完成工作时，也会感觉到类似的情绪，突然看起来，它们的外观，感觉和工作方式与以往不同。

It takes some time before people can fully understand and appreciate the value of the change. As makers of digital products, we need to help our users cross the chasm of change aversion as quickly and smoothly as possible.

人们需要一些时间才能完全理解和欣赏变更的价值。 作为数字产品的制造商，我们需要帮助我们的用户尽快，平稳地克服改变厌恶的鸿沟。

Here’s a simplified visual representation of that emotional chasm that exists just beyond the point a new change is introduced:

这是这种情感鸿沟的简化可视化表示，它超出了引入新更改的范围：

Some related reading material on change aversion patterns

有关变更厌恶模式的一些相关阅读材料

I was part of a redesign effort for Outlook’s experience on the mobile web browser that shipped recently. I’ve compiled the steps we took as a product team at Microsoft, along with some retrospective learnings.

我参与了重新设计工作， 以根据最近发布的移动网络浏览器上的 Outlook 体验进行工作。 我已经整理了我们作为Microsoft产品团队采取的步骤，以及一些回顾性学习。

People use our products to get things done. But they choose us over others for a different reason. How we help them deal with changes has an impact on how they perceive us.

人们使用我们的产品来完成任务。 但是他们出于其他原因选择我们而不是其他人。 我们如何帮助他们应对变化会影响他们对我们的看法。

阶段0：变更前 (Stage 0: Before the change)

Luckily, unlike unpredictable changes in life, we can actually prepare our users for a redesign update.

幸运的是，与生活中不可预测的变化不同，我们实际上可以为用户准备重新设计的更新。

以下方法可以帮助我们将用户从“中立不感兴趣”状态转移到“被动好奇心”状态。 (The following methods can help us move users from a state of ‘neutral disinterest’ to ‘passive curiosity’.)

The goal is simply to hint to users that a change is coming and to stir them out of their inertia.

目的只是向用户暗示即将发生变化，并激发他们的惯性。

1.让他们交谈：主动寻求反馈 (1. Get them to talk: Seek feedback proactively)

Lighting up in-product surveys or pushing nudges asking users for feedback, can both feed into our larger pool of knowledge about our users, and also subtly prepare them to expect changes in the future.

进行产品内调查或推动轻率地询问用户反馈，既可以吸收我们对用户的更多了解，也可以巧妙地使他们为将来的变化做好准备。

2.试一试：A / B测试 (2. Give them a taste: A/B test)

A/B testing hypotheses and new ideas within the existing version of the product can help us validate concepts at an early stage and also give a glimpse to users of the possible changes to expect in the future.

产品现有版本中的A / B测试假设和新想法可以帮助我们及早验证概念，还可以使用户了解未来可能发生的变化。

For example, if for the new design we believe a tabbed approach is better than the existing hub–and–spoke model, we could introduce the tabbed approach to some users within the context of the existing product and gather feedback.

例如，如果新的设计，我们相信一个标签式的做法是比现有的枢纽-轮辐模式更好，我们可以引进现有的产品范围内的标签式的做法有些用户并收集反馈。

3.让他们尝试 (3. Get them to try it)

For passively curious users, a beta option is a good way to let them test drive the new experience with the safety net of the old version to fall back to.

对于被动好奇的用户，使用beta选项是让他们通过使用旧版本的安全网进行测试来驱动新体验的好方法。

This helps us get an idea of potential shortcomings of the new design or challenges our users will face when we finally move them to the new version. This early insight can help us build and tweak a good onboarding and teaching framework (more on this up ahead).

这有助于我们了解新设计的潜在缺陷，或者当我们最终将其迁移到新版本时，用户将面临的挑战。 早期的见识可以帮助我们建立和调整良好的入门和教学框架 (更多有关此方面的知识)。

阶段1：变更简介 (Stage 1: Introduction of the change)

Users react very differently when they are finally forced to use the new version of the product, compared to when it’s just an option. This is because they are now expected to do high stakes tasks in a new environment at the risk of making mistakes. This naturally is a stressful mental space to be in.

与最终选择使用产品的新版本相比，当用户最终被迫使用该产品的新版本时，他们的React截然不同。 这是因为现在期望他们在新环境中执行高风险的任务，但有犯错误的风险。 这自然是一个充满压力的心理空间。

以下方法可以帮助我们缓解用户的焦虑。 (The following methods can help us pacify user anxiety.)

1.确认焦虑： (1. Acknowledge the anxiety:)

This is mostly a communication exercise to build trust. Whether it’s an email highlighting updates or an in–product welcome screen, the communication should subtly acknowledge that a big change has taken place — but not to worry, we will help them figure it out. It’s also a good idea to remind users how to send feedback or seek help at this point.

这主要是建立信任的交流活动 。 无论是突出显示更新的电子邮件，还是产品内欢迎屏幕，沟通都应巧妙地承认已经发生了重大变化，但请放心，我们将帮助他们解决问题。 这时提醒用户如何发送反馈或寻求帮助也是一个好主意。

2.表现出同理心： (2. Demonstrate empathy:)

Remember all the data and feedback we gathered earlier in Stage 0? The challenges users faced in the beta experience? This is the perfect moment to use it! By providing well–timed teaching moments, we can help users find what they’re looking for, and help finish tasks easily.

还记得我们之前在阶段0中收集的所有数据和反馈吗？ 用户在Beta版体验中面临的挑战？ 这是使用它的完美时机！ 通过提供及时的教学时间 ，我们可以帮助用户找到所需的内容，并轻松完成任务。

我们应该确保我们的教学时机是有用的，而不是分散注意力和刺激的源头。 (We should make sure our teaching moments are useful and not a source of distraction and irritation.)

Some things to keep in mind:

注意事项：

• Keep it light and bite–sized. In the typical first run experience, people tend to either skip or hurriedly swipe through the traditional carousel of updates. Users are here to do a task, so it doesn’t help to put up too many roadblocks in the way, since not all of them are relevant to the task at hand. And if they do carefully read through the list of updates, it is unlikely they will be able to retain all the information and recall it when they actually need to use a feature.

  保持轻便轻便。 在典型的首次运行体验中，人们倾向于跳过或匆匆浏览传统的更新轮播。 用户在这里执行任务，因此并不能过多地设置障碍，因为并非所有障碍都与当前任务相关。 而且，如果他们确实仔细阅读了更新列表，则他们不太可能能够保留所有信息并在实际需要使用功能时对其进行调用。

• Anything that looks alien to the UI tends to get quickly dismissed. Which means that onboarding components we design should look at-home with the other components. And whenever possible, important updates should persist on the screen long enough for the user to get back to, in case they’re in the middle of completing a task.

  与UI无关的任何东西都会很快被驳回 。 这意味着我们设计的入门组件应与其他组件一起在家看。 并且，只要有可能，重要的更新就应该在屏幕上保留足够长的时间，以便用户在完成任务的过程中可以重新使用。

• Block the user only if urgent. Teaching moments that take up the entire screen, or momentarily block the user from interacting with the UI is sometimes essential to give a sense of urgency and importance. On any other occasion however, it is an irritant that gets in the way of completing a task.

  仅在紧急情况下阻止用户。 占据整个屏幕或暂时阻止用户与UI交互的教学时间有时对于提供紧迫感和重要性至关重要。 但是，在任何其他情况下，刺激物都会阻碍完成任务。

• Leverage signals to light up teaching moments at the right time, like session count or predicting that the user intends to do a certain task. This can help us fire up the right teaching moment, and be relevant and useful in the process.

  利用信号在正确的时间点亮教学时间 ，例如会话计数或预测用户打算执行某项任务。 这可以帮助我们激发正确的教学时机，并且在此过程中具有相关性和实用性。

阶段2：变更之后及以后 (Stage 2: After the change and beyond)

Closely monitoring the success of the onboarding is as important as building the right kind of onboarding. From a bird’s eye view, a low count of negative user feedback is a great sign.

密切监视入职成功与建立正确的入职同样重要。 从鸟瞰的角度来看，少量的负面用户反馈是一个好兆头。

Digging a little deeper helps as well. For example, can we measure if there was an increase in a redesigned feature’s usage after the teaching moment is lit up, as compared to before? Having these insights can help us improve our change onboarding frameworks for the future.

深入挖掘也有帮助。 例如，我们可以衡量在示教时刻点亮后与以前相比，重新设计的功能的使用量是否增加了吗？ 拥有这些见识可以帮助我们改善未来的变更入职框架。

Creating a well–designed, well–intentioned product should always be our priority, but carrying our users through the changes we introduce is just as important for a full product experience.

打造设计良好，意图明确的产品始终是我们的首要任务，但是让用户接受我们引入的变更对于获得完整的产品体验同样重要。