Like designing things for the first time Gordon Murray insists on keeping experience 'at the back of your mind, not the front' and to work from first principles when designing. For instance, in designing a component such as a suspension wishbone, 'it's all too easy - and the longer you're in design the easier it is - to say, I know all about wishbones, this is how it's going to look because that's what wishbones look like.' But if you want to make a step forward, if you're looking for ways of making it much better and much lighter, than you have to go right back to load path analysis. It is like designing things for the first time, rather than the nth time. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray The eyes of a travelerZen Mind, Beginner's MindTotal collaboration experience
I have failed my art The novice goes astray and says, “The art has failed me.” The master goes astray and says, “I have failed my art." Eliezer Yudkowsky, Rationality: From AI to Zombies experiencewisdom
Memory prompts Journals are memory prompts and perhaps capture exquisite (and not so exquisite) moments of experience. Roger Kitching, A Reflection of the Truth notetakingmemoryexperience
Iconography It is understandable that those students who must work from reproductions of works of art are usually more interested in iconography than in the more subtle questions of technique and quality, but it is regrettable that technical ignorance should so frequently prevent art historians from considering the whole experience of the artist. Cyril Stanley Smith, A Search for Structure artexperiencetechnique
The scale of human experience It is the scale of human experience, from which thought and imagination take off, and to which they must return. Cyril Stanley Smith, A Search for Structure creativityexperience
The downgrading of experience Today scientific constructs have become the model of describing reality rather than one of the ways of describing life around us. As a consequence there has been a very marked decrease in the reliance of people on their own experience and their own senses. The downgrading of experience and the glorification of expertise is a very significant feature of the real world of technology. Ursula M. Franklin, The Real World of Technology scienceexperience
There and not there For what Bob was trying to capture in these efforts was the incidental, the transitory, the peripheral—that aspect of our experience that is both there and not there, the object and not the object of our sensations, perceived but seldom attended to. Lawrence Wechler & Robert Irwin, Seeing Is Forgetting the Name of the Thing One Sees experienceperception
You leave with the art If we define art as part of the realm of experience, we can assume that after a viewer looks at a piece, they "leave" with the art, because the "art" has been experienced. We are dealing with the limits of an experience—not, for instance, with the limits of painting. Robert Irwin, James Turrell & Ed Wortz, Report on the Art and Technology Program of the Los Angeles County Museum of Art, 1967–1971 experience
Tetlock and the Taliban An Essay by Richard Hanania richardhanania.substack.com How a humiliating military loss proves that so much of our so-called "expertise" is fake, and the case against specialization and intellectual diversity. The lesson of Tetlock (and the Afghanistan War), is that while you certainly shouldn’t be getting all your information from your uncle’s Facebook Wall, there is no reason to start with a strong prior that people with medical degrees know more than any intelligent person who honestly looks at the available data. What excellence is experienceacademiaexpertise
The Helsinki Bus Station Theory An Article by Arno Rafael Minkkinen www.fotocommunity.com Stay on the bus. Stay on the f*cking bus. Why? Because if you do, in time you will begin to see a difference. The buses that move out of Helsinki stay on the same line but only for a while, maybe a kilometer or two. Then they begin to separate, each number heading off to its own unique destination. Bus 33 suddenly goes north, bus 19 southwest. ...It’s the separation that makes all the difference, and once you start to see that difference in your work from the work you so admire (that’s why you chose that platform after all), it’s time to look for your breakthrough. Suddenly your work starts to get noticed. Now you are working more on your own, making more of the difference between your work and what influenced it. Your vision takes off. creativitypracticephotographyexperience
Seventeen Years A Song by Ratatat & Young Churf en.wikipedia.org I've been rapping for about seventeen years, okay? I don't write my stuff anymore, I just kick it from my head, you know what I'm saying? I can do that. No disrespect— But that's how I am Everything has been composed experienceskill
I completely ignored the front end development scene for 6 months. It was fine An Article by Rach Smith rachsmith.com What I’ve learnt through experience is that the number of languages I’ve learned or the specific frameworks I’ve gained experience with matters very little. What actually matters is my ability to up-skill quickly and effectively. If you focus on: learning how you best learn, and practicing effectively communicating the things you've learned you can't go wrong. learningprogrammingskillexperiencepractice
The brag document An Article by Julia Evans jvns.ca It’s frustrating to have done something really important and later realize that you didn’t get rewarded for it just because the people making the decision didn’t understand or remember what you did. The tactic is pretty simple! Instead of trying to remember everything you did with your brain, maintain a “brag document” that lists everything so you can refer to it when you get to performance review season! workexperiencememorycollections
Eyes on the ground A Quote by Akira Kurosawa www.youtube.com When you go mountain climbing, the first thing you’re told is not to look at the peak but to keep your eyes on the ground as you climb. You just keep climbing patiently one step at a time. If you keep looking at the top, you’ll get frustrated. I think writing is similar. You need to get used to the task of writing. You must make an effort to learn to regard it not as something painful but as routine. writingexperienceskill
The Design of Design A Book by Frederick P. Brooks, Jr. www.goodreads.com Design process models: A summary argumentThe spiral modelA grossly obese set of requirementsRequirements proliferationThe architectural contracting model+9 More Design System as Style Manual With Web Characteristics designsoftwarearchitecturemakingstyle
What's Wrong With This Model? A Chapter What's wrong with the rational modelDeciding what to designEvaluating goodnessChanging constraintsThey just don't work that way+1 More
Design process models: A summary argument A formal design process model is needed, to help organize design work, to aid communication in and about projects, and for teaching. Having a visual, geometric representation of a design process model is crucial, for designers are spatial thinkers. They will most easily learn, think about, share, and talk in terms of a model with a clear geometric picture. The Rational Model of design occurs naturally to engineers. The linear, step-by-step Rational Model is highly misleading. It does not reflect what real designers do, or what the best design thinkers identify as the essence of the design process. The bad model matters. It has led to the too-early binding of requirements, leading in turn to bloated products and schedule/budget/performance disasters. The Rational Model has persisted in practice despite its inadequacies and plenty of cogent critiques. This is because of its seductive logical simplicity, and because builders and clients needs “contracts." Several alternative models have been proposed. I find Boehm’s Spiral Model the most promising. We need to keep developing it.
The spiral model The spiral shape certainly suggests progress. It associates successive repetitions of the same activity. The geometric shape is easily understood and memorable. The model emphasizes prototyping, starting with user-interface prototypes and user testing long before an operational prototype is possible. Since a development model is principally used by developers, I believe having it designer-centered is entirely appropriate. With Boehm and against Denning and Dragon, I advocate frequent but not continuous interaction with representative users, with successive prototypes as the vehicles. I strongly believe that way forward is to embrace and develop the Spiral Model. design
A grossly obese set of requirements Who advocates in the requirements process for the product itself—its conceptual integrity, its efficiency, its economy, it’s robustness? Often, no one. As often, an architect or engineer who can offer only opinion based on taste and instinct, unbuttressed as yet by facts. For in a classical Waterfall Model product process, requirements are set before design is begun. The result, of course, is a grossly obese set of requirements, the union of many wish lists, assembled without constraints. Usually, the list is neither prioritized nor weighted. The social forces in the committee forbid the painful conflicts occasioned by even weighting, much less prioritizing. Requirements proliferationA Plea for Lean Software features
Requirements proliferation Any attempt to formulate all possible requirements at the start of a project will fail and would cause considerable delays. — Pahl and Beitz, Engineering Design As Project Manager, I had to reject the requirements document as totally impractical, and have a quite small team of architects, marketers, and implementers extract the essence. Requirements proliferation must be fought, by both birth control and infanticide. YagniA grossly obese set of requirementsFeatures and complexity features
The architectural contracting model It is the necessity for contracts, whether within an organization or between organizations, that forces the too-early binding of goals, requirements, constraints. The pressure for a complete and agreed-upon set of requirements run into the hard fact, that it is essentially impossible to specify any complete and accurate set of requirements for any complex system except in iterative interaction with the design process. How have the centuries-old building design disciplines handled this perplexity? Fundamentally, by a quite different contracting model. The client develops a program, not a specification, for the building. He contracts with an architect, usually on an hourly or percentage basis, for services, not for a specified product. The architect elicits from the client, the users, and other stakeholders a more complete program, which does not pretend to be a rigid contractable product specification. The architect does a conceptual design that approximates the reconciliation of program and the constraints of budget, schedule, and code. This serves as a first prototype, to be conceptually tested by the stakeholders. After iteration, the architect performs design development, often producing more detailed drawings, a 3-D scale model, mockups, and so on. After stakeholder iteration, the architect produces construction drawings and specifications. The client uses these drawings and specifications to enter into a fixed-price contract for the product. Notice how this long-evolved model separates the contract for design from the contract for construction. Even when both are performed by the same organization, this separation clarifies many things.
The rational model of design Engineers seem to have a clear, if usually implicit, model of the process of design. It is usually an orderly model of an orderly process as the engineer conceives it. The notion that the design process should be modeled as a systematic step-by-step process seems to have first developed in the German mechanical engineering community. Herbert Simon independently argues for design as a search process in The Sciences of the Artificial. He was motivated to lay out a strictly rational model of design precisely because such a model was a necessary precursor to automating design. His model remains influential even if today we recognize the "wicked problem" of original design as one of the least promising candidates for AI. In software engineering, Winston Royce independently introduced a seven-step Waterfall Model to bring order to the process. In fact, Royce introduced his waterfall as a straw man that he then argued against, but many people have cited and followed the straw man rather than his more sophisticated models. Even if ironically, Royce's seven-step model must be considered one of the foundational statements of the Rational Model of Design. Large combinatorial spacesThe ordering of steps
Design process models Any systematization of the design process is a great step forward compared to "Let's just start coding, or building." It: Provides clear steps for planning a design project Furnishes clearly definable milestones Suggests project organization and staffing Helps communication within the design team Is readily teachable to novices, and tells novices facing their first design assignments where to begin. The Rational Model in particular brings yet more advantages. The early explicit statement of goals, secondary desiderata, and constraints helps a team avoid wandering, and it breeds team unification on purposes. Planning the whole design process before starting coding or formal drawings avoids many troubles and much wasted effort. Casting the process as a systematic search of a design space broadens the horizon of the individual designers and lifts their eyes far beyond their previous personal experiences. But the rational model is much too simplistic, even in Simon's richly developed version.
The dual ladder The first task for growing designers, as opposed to managers, is to craft a proper career path for them, one whose compensation and sociological status reflect their true value to the creative enterprise. This is commonly called the dual ladder. It it easy to give corresponding salaries to corresponding rungs, but it requires strong proactive measures to give them equal prestige: equal offices, equal staff support, reverse-biased raises when duties change. Why does the dual ladder need special attention? Perhaps because managers, being human, are inherently inclined to consider their own tasks more difficult and important than design and need to deliberately assess what makes creativity and innovation happen. Senior craftsperson work
A platonic ideal As the architecture design progressed, I observed what at first seemed quite strange. For the architecture team, the real System/360 was the Design Concept itself, a Platonic ideal computer. Those physical and electrical Model 50, Model 60, Model 70, and Model 90 things under construction out on the engineering floors were but Plato’s shadows of the real System/360. The real System/360’s most complete and faithful embodiment was not in silicon, copper, and steel, but in the prose and diagrams of IBM System/360 Principles of Operation, the programmer’s machine language manual. I had a similar experience with the View/360 beach house. Its Design Concept came to be real long before any construction began. It persisted through many versions of drawings and cardboard models.
The design concept Is there positive value to recognizing an invisible Design Concept as a real entity in design conversations? I think so. First, great designs have conceptual integrity—unity, economy, clarity. They not only work, they delight, as Vitruvius first articulated. We use terms such as elegant, clean, beautiful to talk about bridges, sonatas, circuits, bicycles, computers, and iPhones. Recognizing the Design Concept as an entity helps us to seek its integrity in our own solo designs, to work together for it in team designs, and to teach it to our youth. Second, talking frequently about the Design Concept as such vastly aids communication within a design team. Unity of concept is the goal; it is achieved only by much conversation. Thus, moviemakers use storyboards to keep their design conversations focused on the Design Concept, rather than on implementation details. Dependence is more profitable than educationI mix it with two in my thought
The Idea The design is thus the mental formulation, which Sayers calls “the Idea,” and it can be complete before any realization is begun. Mozart’s response to his father’s inquiry about an opera due to the duke in three weeks both stuns us and clarifies the concept. For most human makers of things, the incompletenesses and inconsistencies of our ideas become clear only during implementation. Thus it is that writing, experimentation, “working out,” are essential disciplines for the theoretician. Everything has been composed making
The boldest decisions In retrospect, many of the case studies have a striking common attribute: the boldest design decisions, whoever made them, have accounted for a high fraction of the goodness of the outcome. These bold decisions were made due sometimes to vision, sometimes to desperation. They were always gambles, requiring extra investment in hopes of getting a much better result. Design with courage design
Intuition and systems Systematic design excluding intuition yields pedestrian follow-ons and knock-offs; intuitive design without system yields flawed fancies. How to weld intuition and systematic approach? How to grow as a designer? How to function in a design team? designteamwork