Builder Brain An Essay by Charlie Warzel newsletters.theatlantic.com The Builder mindset often eschews policy completely and focuses on the macro issues, rather than the micro complexities. It is a mindset that seeks to find very elaborate, hypothetical-but-definitely-paradigm-shifting, futuristic technology to fix current problems, instead of focusing on a series of boring-sounding and modest reforms that might help people now. …The worst version of Builder mentality is that their dreams become reality, but instead of maintaining their creations, they simply move onto the next Big Thing, leaving others to deal with the mess they’ve made. A time to build and a time to repair technologybuildingsocietyrepair
If we didn’t live to work A Fragment by Charlie Warzel warzel.substack.com When you talk to people who reject the modern notion of a career, many of them say the same thing: They crave more balance, less precarity, and better pay. They also, crucially, want to work. What’s profound about the career rejectionists is that their guiding questions are simple. What if work didn’t make you feel awful? What would life be like if we didn’t live to work? What do workers and employers actually owe each other? What if we structured our work lives around a different idea of success? workvalues
Design skirmishes it is apparent that the unfolding of the design process assumed a distinctly episodic structure, which we might characterize as a series of related skirmishes with various aspects of the problem at hand. As the scope of the problem became more determined and finite for the designer, the episodic character of the process seems to have become less pronounced. During this period a systematic working out of issues and conditions took hold within the framework that had been established. This phenomenon is not at all surprising when we consider the fundamental difference between moments of problem solving when matters are poorly defined and those with clarity and sufficiency of structure. Within the episodic structure of the process, the problem, as perceived by the designer, tends to fluctuate from being rather nebulous to being more specific and well-defined. Furthermore, moments of "blinding" followed by periods of backtracking take place, where blinding refers to conditions in which obvious connections between various considerations of importance go unrecognized by a designer. Peter G. Rowe, Design Thinking The Design Squiggle processdesign