Definition of "good"

Why clarifying a practice around design excellence matters

Defining what makes "good design" can feel like a moving target. Every project, client, and context brings its own set of expectations, and without a shared understanding of what "good" looks like, things can get messy. Whether you're a designer, a manager, or senior IC leading a team, having a clear definition of "good" design work is essential to keep everyone aligned and producing high-quality outcomes that benefit users and the business.

Why defining "Good Design" matters

We’ve all been in situations where “good” feels subjective. One person's idea of clean and minimal might feel overly simplistic to someone else. This is why defining what "good" means for a specific project or team is crucial. Without it, you risk misalignment, wasted time, and designs that don’t quite hit the mark.

Defining "good design" gives your team a shared target. It keeps everyone on the same page and makes feedback and decision-making more objective. In the words of Julie Zhou, previously VP of Design at Facebook, “having clear principles helps align teams around what really matters.”

But beyond alignment, defining "good" also boosts efficiency. When everyone understands the expectations from the start, the team spends less time revisiting decisions or going back and forth over small details. Instead, designers can focus on producing high-quality work faster, knowing they're on the right track.

A clear definition of "good" also empowers makers. When newer team members have a concrete understanding of the standards, they can feel more confident in their decisions and contributions, helping them grow faster and work more independently. It also reduces the reliance on constant oversight, freeing up senior designers or managers to focus on higher-level work.

1. Acknowledge the existence of multiple definitions of "Good"

One of the key things to understand about defining "good design" is that it’s not a one-size-fits-all concept. The definition of "good" can vary greatly depending on the business goals for each project. The level of execution, detail, and polish required should be viewed as an investment tied to what the project needs to achieve.

For example, in a growth project, where the priority might be rapid learning and experimentation, "good" design could mean something that’s quick and function-focused able to gather feedback fast. The focus is on speed and iteration, not necessarily perfection. However, often teams fail to prioritize the right level of investment because they’re operating on the highest level, or ideal level, of quality based on their own assumptions. This creates frustration and mistrust, when teams aren’t aligned.

On the flip side, a brand refresh will likely require a much higher level of craft and attention to detail, as "good" here will emphasize a different kind of investment of time and attention.

By acknowledging that "good" can have multiple definitions, you allow your team to focus on the level of execution that aligns best with the projects goals. This also helps manage expectations with stakeholders, ensuring that resources are invested appropriately based on the desired outcome.

Do: Collaborate with stakeholders at the beginning of every project to establish a shared understanding of what constitutes "good" within the context of the business objectives.

Don’t: Mislead your team by implying that the highest quality standards will always be prioritized. This is unrealistic and can lead to disappointment.

2. Build frameworks to align stakeholders

Once you know that "good" will look different depending on the project, how do you keep your team aligned? This is where frameworks come in. These are like roadmaps that guide your team’s design decisions and help ensure everyone is on the same page.

Design frameworks often include design principles—a set of guiding rules for how your team approaches design based on specific business and user needs. These principles answer a critical question: How and why should (insert company/brand) distinctively deliver on this experience?

Do: If your team doesn’t already have a framework for defining good, consider creating one. Involve key stakeholders from across the organization to make sure these frameworks reflect your business goals and design vision​​.

Don’t: Allow leadership to act as a gatekeeper, maintaining their own subjective definition of "good." This can slow down your team and reduce its impact.

3. Develop a healthy space for critique

Creating a healthy space for critique is key to defining and maintaining "good design" within your team. Critique sessions are not just about pointing out what's wrong—they’re about collaboration, improvement, and alignment. A good critique process helps ensure that everyone is working toward the same standards of quality, and it gives designers the feedback they need to iterate and refine their work.

For critique to be effective, it needs to be a safe, structured environment where feedback is constructive and anchored through the project objective. This prevents feedback from becoming too personal or subjective and keeps everyone focused on how well the design aligns with the defined criteria of "good."

Do: Build a regular practice of critique that stays focused on the objective, like “If the object of the project is (fill in the blank), then (critique).”

Don’t: Let personal opinions disrupt the meeting or confuse your team about what’s actually important.

Moving forward

By embracing multiple definitions of "good," using clear frameworks, and creating a positive environment for critique, teams can consistently produce high-quality design work that aligns with both creative and business goals.