feedback
Control and Correlation
The fastest way to learn something is to do something
An Article by David R. MacIverSuppose you have a problem to solve. What do you do?
Well, you sit down and think real hard, and after extensive and careful planning you try the well thought out and rigorous solution that you have thought up. Right?
No, wrong! Bad.
The correct thing to do when you have a problem is:
- Think for a short amount of time.
- Make sure it is safe to try things.
- Try something you think will work.
- Observe the result. If you succeeded, yay you solved the problem! If it didn't work, think about what that means for the nature of the problem and try again.
How can we develop transformative tools for thought?
A Research Paper by Andy Matuschak & Michael NielsenConventional tech industry product practice will not produce deep enough subject matter insights to create transformative tools for thought.
...The aspiration is for any team serious about making transformative tools for thought. It’s to create a culture that combines the best parts of modern product practice with the best parts of the (very different) modern research culture. You need the insight-through-making loop to operate, whereby deep, original insights about the subject feed back to change and improve the system, and changes to the system result in deep, original insights about the subject.
When Customer Journeys Don’t Work: Arcs, Loops, & Terrain
An Article by Stephen P. AndersonThinking [in terms of loops and arcs] allows us to let go of a specific journey or sequence, and imagine dozens of scenarios and possible sequences in which these skills can be learned. This doesn’t mean there aren’t more fundamental skills that other skills build upon, but we can let go the tyranny of how, precisely, a person will move through a system. We’re free to zoom in and obsess on these loops, which does two things for us:
- Approach the design of a system as the design of these as small but significant moments of learning.
- Consider the many ways these loops might be sequenced, with the exact order being less important.
Asynchronous Design Critique: Getting Feedback
An Article by Erin CasaliGetting feedback can be thought of as a form of design research. In the same way that we wouldn’t do any research without the right questions to get the insights that we need, the best way to ask for feedback is also to craft sharp questions.
Figma's Engineering Values: Craftsmanship
Craftsmanship is about thoughtfulness and care in the work we do. It means being deliberate about what we build and how possible it will be to maintain and extend in the future. A solution that will require revisiting in a month — because it’s not scaling, because it has a ton of bugs, because it doesn’t support all the use cases it needs to — is not useful to us and ultimately will generate pain for our users.
What we trade off by living this value is (sometimes) day-to-day speed. It’s easy to imagine an engineering team that emphasizes moving fast over keeping things stable and bug-free -- like a team building a product that isn’t responsible for important user data and doesn’t support anyone’s livelihood. But given the role the Figma product plays in the lives of our users, we feel it’s worth it to ensure we hold a high quality bar for them. And in the long run, being thoughtful about how we build often reduces the complexity of ongoing development and new features regardless.