Goodbye, Google An Article by Douglas Bowman stopdesign.com Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions. With every new design decision, critics cry foul. Without conviction, doubt creeps in. Instincts fail. “Is this the right move?” When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. Remove all subjectivity and just look at the data. Data in your favor? Ok, launch it. Data shows negative effects? Back to the drawing board. And that data eventually becomes a crutch for every decision, paralyzing the company and preventing it from making any daring design decisions. Yes, it’s true that a team at Google couldn’t decide between two blues, so they’re testing 41 shades between each blue to see which one performs better. I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that. I’ve grown tired of debating such minuscule design decisions. There are more exciting design problems in this world to tackle. designdecisionsdata
The kind of problem a city is Dr. Weaver lists three stages of development in the history of scientific thought: (1) ability to deal with problems of simplicity; (2) ability to deal with problems of disorganized complexity; and (3) ability to deal with problems of organized complexity. The history of modern thought about cities is unfortunately very different from the history of modern thought about the life sciences. The theorists of conventional modern city planning have consistently mistaken cities as problems of simplicity and of disorganized complexity, and have tried to analyze and treat them thus. Jane Jacobs, The Death and Life of Great American Cities Order Out of ChaosOrder Without Design problemscitiescomplexity