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
We want you to work with an artist Normally after the design was built, you would find places for the art to be located and then you would go out and select the artist that you wanted. That is historically, the traditional way to go. But this time, someone else was calling the shots. A planning official, basically, who comes along and says, “We want you guys to work with an artist.” And the architects are like, “Sure of course.” But then the official goes—“No, you don’t quite understand. We want you to use an artist as a co-equal member of the design team.” That is, the artists are going to have just as much control as the architects. It was really unheard of. Some Other Sign that People Do Not Totally Regret Life 99percentinvisible.org It passes by the river artcollaboration