I recommend eating chips An Essay by Sam Anderson www.nytimes.com Join me. Grab whatever you’ve got. Open the bag. Pinch it on its crinkly edges and pull apart the seams. Now we’re in business: We have broken the seal. The inside of the bag is silver and shining, a marvel of engineering — strong and flexible and reflective, like an astronaut suit. Lean in, inhale that unmistakable bouquet: toasted corn, dopamine, America, grief! We are the first humans to see these chips since they left the factory who knows when. They have been waiting for us, embalmed in preservatives, like a pharaoh in his dark tomb. Looking Closely is EverythingOne brick seeingdetailsfood
Nobody gives a hoot about groupthink An Article by Baldur Bjarnason www.baldurbjarnason.com Two relatively common ‘fashions’ today are real-time collaboration and shared data repositories of one kind or another. Both increase productivity in the naive sense. We work more; everybody is more active; the group feels more cohesive. The downside is that they also both tend to reduce the quality of the work and increase busywork. On that of the highest authorityPersonal Information Management (PIM) productivitycollaborationinformation
On that of the highest authority The consequences of this design should be obvious. The group’s opinion will converge on that of the highest authority present. As soon as an authority of any kind makes their opinion known, the group will shift in that direction. Even the most rational will tweak their responses after that. After all, who wants to risk going up against an authority? Interns will hesitate to comment. All objections will be a little bit more qualified or toned down. Generally speaking, if you are writing a document and want to get the most out of a group’s feedback, each contributor should be able to form their opinions independently and give their responses without fear of social or community repercussions.
Personal Information Management (PIM) Organising information so that it’s easy for a group of people to find the documents they need is very hard. The alternative is to solve it the same way we did with email: shared data, individual organisation. You don’t need to know how your colleagues organise their email. You only need to know that they get it and respond. The same applies to most work documents. In Personal Information Management (PIM) this is often called “the user-subjective approach”.