Exchanging Information
Induced communication
Half of design is facilitation
A city speaks to you mostly by accident
From body to body
Talking with Clinton
The Iridium System
Serendipity
z-z-z
Imagine that we had no voice and no tongue
Socrates: Imagine that we have no voice and no tongue, but want to communicate with one another. Wouldn’t we like the deaf and the dumb make signs with the hands and the head and the rest of the body?
Hermogenes: There would be no choice, Socrates.
Socrates: We would imitate the nature of the thing: lifting the hands to heaven would mean lightness and upwardness. Heaviness and downwardness would be expressed by letting them drop toward the ground...
Hermogenes: I don’t see that we could do anything else.
Socrates: And when we want to express ourselves with the voice or tongue or mouth, the expression is simply their imitation of what we want to express?
Hermogenes: I think, it must be so.We must go with them
"You cannot make what you want to make, but what the material permits you to make. You cannot make out of marble what you would make out of wood, or out of wood what you would make out of stone. Each material has its own life, and one cannot without punishment destroy a living material to make a dumb senseless thing. That is, we must not try to make our materials speak our language, we must go with them to the point where others will understand their language."
— Constantin Brancusi
He had but to speak
He had but to speak aloud the words that came into his head, and those around him would fall in line.
Ping-pong patterns
The role of asynchronicity in unraveling social and political patterns without apparent replacement with other patterns cannot be overestimated. The ping-pong pattern of verbal communication is no longer tied to space or time.
The Art of Looking Sideways
A Book by Alan FletcherCover art for Alan Fletcher's wonderfully expansive commonplace book.
Envisioning Information
A Book by Edward TufteBeautiful Evidence
A Book by Edward TufteThe Visual Display of Quantitative Information
A Book by Edward TufteThe Elements of Style
A Book by William Strunk Jr. & E.B. White- Choose a suitable design and hold to it
- Make the paragraph the unit of composition
- Use the active voice
- Put statements in positive form
- Specific, definite, concrete
Interaction of Color
A Book by Josef AlbersThe Ladder of Abstraction
An Essay by Bret VictorUnderstanding Understanding
A Book by Richard Saul WurmanVisual Explanations
A Book by Edward TufteThe Sense of Style
A Book by Steven PinkerI don’t believe in Zoom fatigue
An Article by Matt WebbIt’s not Zoom fatigue, it’s Zoom whiplash.
It’s a hunch. I can’t prove this.
The trick to get around this is to move smoothly up and down the gradient of social interaction intensity, never dropping below a basic floor of presence: the sense that there are other people in the same place as you.
Instead of having two modes, “in a call” and “on my own,” we need to think about multiple ways of being together which, minimally, could be:
- In a video call
- In an anteroom to a video call, hearing the sound of others
- In a doc together
- On my desktop but with the sense that colleagues are around
And the job of the designer is to ensure that their software ensures the existence of these different contexts, instead of having the binary on-a-call/not-on-a-call, and to design the transitions between them.
e-worm.club
A Website by Zach ShermanI’m building a custom pleroma client so that my friends and I can have a cute, self-hosted social network to post about politics and art. Besides being much more visually interesting than our facebook messenger groupchat, e-worm also attempts to solve design problems around conversational, collaborative thinking. The biggest of these problems is the inherent ephemerality of our groupchat— it doesn’t really succeed as a collaborative thinking space because it has no long-term memory. When messages are constantly buried under new ones, it places the burden on us to remember previous conversations. So the ultimate design goal for e-worm is to create a self-archiving conversational interface that preserves thought and helps us keep thinking new things rather than going in intellectual circles.
The medium is the message
A Quote by Marshall McLuhanWriting and Speaking
An Essay by Paul GrahamBeing a really good speaker is not merely orthogonal to having good ideas, but in many ways pushes you in the opposite direction...there's a tradeoff between smoothness and ideas. All the time you spend practicing a talk, you could instead spend making it better.
What happened when I stopped using Emojis
An Article by Clo S.In March 2021, I went through a fun self-imposed experiment: no emoji for 2 weeks. Not on social media, not in private messages, not even as Slack or Discord reactions. No emoticon either: the goal was to communicate without illustrations, only with words. I did a semi-rigorous (a.k.a. half-assed) diary study, taking notes on my feelings and behaviour.
Hypertext 2020
A WebsiteMakespace.fun
An ApplicationIn today’s software, live video feeds are stuck inside static rectangles that can’t go anywhere. MakeSpace flips all that on its head. Your cursor is your live face, and you can roam free, controlling who and what you want to be close to.
The life and death of an internet onion
In her piece "A drop of love in the cloud" (2018), artist Fei Liu writes about the like/heart button as a flattening affordance of giving affirmation and love. The text-editor provides a much more expressive input.
But even people who can't communicate well because of language barriers can express love through actions, like cooking food. Can we create other "love inputs" that might allow us to "reach across the chasm of a seamless signal"?
What is expressing "real" love or affirmation about? Is it about effort, thoughtfulness, generosity, something else? What might a thoughtful or generous interface feel or behave like?
Managing Oneself
Only from strength
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Feedback analysis
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
Taking pride in ignorance
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
But bulldozers move mountains
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
Waste as little effort as possible on low competence
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
How do I perform?
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
To improve the way you perform
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
The mirror test
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Values vs. strengths
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
The best-laid plans
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
The second half of your life
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.