The need to dispense a product properly Difficulties in getting Scotch tape off the roll, for example, prompted the development of a dispenser with a built-in serrated edge to cut off a piece squarely and leave a neat edge handy for the next use. (This provides an excellent example of how the need to dispense a product properly and conveniently can give rise to a highly specialized infrastructure.) Henry Petroski, The Evolution of Useful Things infrastructuremondegreens
Mondegreen A mondegreen is a mishearing or misinterpretation of a phrase in a way that gives it a new meaning. Mondegreens are most often created by a person listening to a poem or a song; the listener, being unable to clearly hear a lyric, substitutes words that sound similar and make some kind of sense. American writer Sylvia Wright coined the term in 1954, writing that as a girl, when her mother read to her from Percy's Reliques, she had misheard the lyric "layd him on the green" in the fourth line of the Scottish ballad "The Bonny Earl of Murray" as "Lady Mondegreen". Wikipedia en.wikipedia.org Misinterpretation as inspiration creativityunderstandingwordsmondegreens
Misinterpretation as inspiration A lot of people think dreams and drugs involve some magical inspiration. I think otherwise. I rarely get inspired by dreams or drugs, but I have my own secret source of inspiration: mishearing other people. Somebody says something, I misinterpret it, and the misinterpretation is quite interesting – more interesting than anything I would have come up with on my own if asked to generate an interesting idea. Maybe it’s a clever joke or turn of phrase. Maybe it’s a neat idea. Sometimes I misunderstand people’s entire positions, and end up with positions much more interesting than the ones they were trying to push. Scott Alexander, Negative Creativity slatestarcodex.com Mondegreen mistakesinterestdrugsdreamscreativitymondegreens
What is Pattern? Since a pattern is the depiction of the fundamental nature of an object, it is what remains of an object’s form after all that is unnecessary has been removed. Since a pattern is a crystallization, it is also an exaggeration. But it is not merely that; it is an accentuation of the truth. Yanagi Sōetsu, The Beauty of Everyday Things mondegreens
Do We Need This? An Article atthis.link Ultimately this redesign has been a study in less, trying to dig deep and find out what it is I actually want for this site. A momentary visual “wow”, or quality content that is worthy of your attention? I decided on the latter, with less visual clutter it is far harder to try obscure bad or shallow writing behind a veneer of pretty images and effects. Posts may take longer to write but I hope this new design will push towards content that is worthy of your time. mondegreenswwwminimalism
Winning by Design: The Methods of Gordon Murray A Research Paper by Nigel Cross & Anita Clayburn Cross A case study of the working methods of one particularly successful designer in a highly competitive design domain - Formula One racing car design. Gordon Murray was chief designer for the very successful Brabham and McLaren racing car teams in the 1970s and 1980s. His record of success is characterised by innovative breakthroughs, often arising as sudden illuminations, based on considering the task from first principles and from a systemic viewpoint. His working methods are highly personal, and include intensive use of drawings. Personality factors and team management abilities also appear to be relevant. There are some evident similarities with some other successful, innovative designers You need to make the step forwardDrawing the bitsLike designing things for the first timeWonder PlotsI never have engineers that aren't designers+7 More design
You need to make the step forward Throughout a racing season there is constant, relentless pressure on the designer to keep making design improvements. But there is a limit to what can be achieved with any car design, before a jump has to be made to basically a new design, an innovation. As Gordon Murray says, ‘Given the situation and the pressure at any one time, you do get to the brick wall...I mean you're doing all these normal modifications, you know you can't go any quicker, you need to make the step forward.’ In the midst of the pressure, the fervour, the panic, he ‘used to get breakthroughs, I mean I used to get like suddenly a mental block's lifted.’ Gordon Murray The Structure of Scientific RevolutionsMediocratopia progress
Drawing the bits That's what is great about race car design, because even though you've had the big idea - the “light bulb” thing, which is fun - the real fun is actually taking these individual things, that nobody's every done before, and in no time at all try and think of a way of designing them. And not only think of a way of doing them, but drawing the bits, having them made and testing them. Gordon Murray
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. The eyes of a travelerZen Mind, Beginner's MindTotal collaboration experience
Wonder Plots Working from first principles, and working in a highly organized way seem to come naturally to him, but his personal design process is much less structured than the results might suggest. Although he can tightly organize his team and run a complex racing organisation, his personal ways of designing are relatively unstructured, based on annotated, thumb-nail sketches. ‘I don't sit down and say, OK, now I've had the idea, let's see, this is a solution, these are the different ways to go, if I do this, and do that; I do lots of scribbles just to save it, before I forget.’ Gordon’s design process is based on starting with a quick sketch of a whole idea, which is then developed through many different refinements. ‘I do a quick sketch of the whole idea, and then if there's one bit that looks good, instead of rubbing other bits out, I'd put that bit to one side; I'd do it again and expand on the good bit, and drop out the bad bit, and keep doing it, doing it; and end up with all these sketches, and eventually you end up throwing ninety percent of these away.’ He also talks to himself - or rather, writes notes to himself on the sketches; notes such as ‘rubbish’, ‘too heavy’ or ‘move it this way 30mm.’ Eventually he gets to the stage of more formal, orthographic drawings, but still drawing annotated plans, elevations and sections all together, ‘Until at the end of the day the guys at Brabham used to call them “Wonder Plots”, because they used to say “It's a wonder anybody could see what was on them”!’ The Design Squiggle
I never have engineers that aren't designers Although Gordon Murray carried immense personal responsibility for the design work of his racing cars, inevitably it involved a lot of teamwork. Clearly he has been successful in inspiring others to work with him. He likes to involve team members in the design problems, and for that reason prefers to recruit all-rounders to his team; ‘I never have engineers that aren't designers.’ Designing with code
The problem with CAD He also likes to work collectively, standing around a drawing board discussing problems and trying ideas. For this kind of teamwork, and especially for conceptual design work, he finds computer aided design systems too restrictive. For the McLaren F1 super-car, he installed a five-metre long drawing board in the design office, so that the car could be drawn full size. ‘The problem with CAD for this sort of stuff is that you can never have a full-size drawing, unless you do a print, and by the time you do a print it's out of date in the concept stage.’ He also does not like the one-person emphasis of CAD screens; ‘You can only ever talk to one person at once - you stand behind and look over somebody's shoulder, which is not very good for a boss-designer relationship anyway, to have somebody standing behind you is never a good thing. To look over somebody's shoulder at a tiny little screen, it's just wrong, it's totally wrong.’ (On the other hand, he fully acknowledges that tasks like a complex suspension plot to determine the wheel envelope are ideal for CAD.) collaboration
Drawing as a means of thinking Two-dimensional plans or sections can be seen with sketches and more diagrammatic marks all on the same piece of paper in what appears a confusing jumble.’ These sound like Gordon’s ‘wonder plots’. The architects also use their drawings as a means of thinking ‘aloud’, or ‘talking to themselves’, as Gordon put it. For example, Lawson reports the architect Richard MacCormac as saying, ‘I use drawing as a process of criticism and discovery’; and the engineer-architect Santiago Calatrava as saying, ‘To start with you see the thing in your mind and it doesn’t exist on paper and then you start making simple sketches and organizing things and then you start doing layer after layer.... it is very much a dialogue.’ The common elements in these similar descriptions are the use of drawing not only as a means of externalising cognitive images but also of actively ‘thinking by drawing’, and of responding, layer after layer and view after view, to the design as it emerges in the drawings. These observations also confirm Schön’s observation of designing as a ‘reflective conversation’ between the designer and the emerging design. It is the reliance on drawing, and the preference for the immediacy of the interaction and feedback that manual drawing gives, that makes the architects, like Gordon Murray, unenthusiastic about CAD as a conceptual design tool. Section-perspective drawingThe situation talks backWhen we make a model and realize it's rubbish drawing
A new gestalt The innovator has a systems mind, one that sees things in terms of how they relate to each other in producing a result, a new gestalt that to some degree changes the world. Michael Maccoby innovationsystems
Intense activity, then relaxation The working style is based on periods of intense activity, coupled with other periods of more relaxed, reflective contemplation. This working style may not be a reflection of a particular personality trait, but a necessary aspect of creative work, which requires alternating intense effort with relaxation. creativity
Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. strategy
Drawing for parallel design thinking An important feature of their strategy is parallel working - keeping design activity going at many levels simultaneously. The best cognitive aid for supporting and maintaining parallel design thinking is drawing. Drawing with the conventional tools of paper and pencil gives the flexibility to shift levels of detail instantaneously; allows partial, different views at different levels of detail to be developed side by side, or above and below and overlapping; keeps records of previous views, ideas and notes that can be accessed relatively quickly and inserted into the current frame of reference; permits and encourages the simultaneous, non-hierarchical participation of co-workers, using a common representation. The drawing of partial solutions or representations also aids the designer’s thinking processes, and provides some ‘talk-back’. As well as drawing, innovative designers frequently like to undertake practical work related to the design solution, such as building models or mock-ups, or participating in construction. Back to the Drawing Board drawing
A small team of committed coworkers The innovative designer also likes, perhaps needs, to work with a small team of committed co-workers who share the same passions and dedication. On Talent teamwork