Models and iterations Every month or so, Manock and Oyama would present a new iteration based on Jobs's previous criticisms. The latest plaster model would be dramatically unveiled, and all the previous attempts would be lined up next to it. That not only helped them gauge the design's evolution, but it prevented Jobs from insisting that one of his suggestions had been ignored. Walter Isaacson, Steve Jobs iterationprototypes
The fastest way to learn something is to do something An Article by David R. MacIver notebook.drmaciver.com Suppose 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. The Feynman Algorithm problemsprototypesfeedback
Game feel An Article by Dave Rupert daverupert.com How do you make a game that’s fun? ...You have to focus on gameplay. In order for the final product to be fun and exciting, the core game play needs to be fun and exciting. The creator of Mario calls this 手応え (tegotae), which is often translated as “game feel”. To find this game feel, you need to build small prototypes around a single idea, play test them, and then follow the fun. Nintendo does this, indie game devs do this; this is the not-so-secret of the gaming industry. Follow the funFollow the brush prototypesmakinggames
The Fidelity Curve An Article by Ryan Singer m.signalvnoise.com How do we choose which level of fidelity is appropriate for a project? I think about it like this: The purpose of making sketches and mockups before coding is to gain confidence in what we plan to do. I’m trying to remove risk from the decision to build something by somehow “previewing” it in a cheaper form. There’s a trade-off here. The higher the fidelity of the mockup, the more confidence it gives me. But the longer it takes to create that mockup, the more time I’ve wasted on an intermediate step before building the real thing. I like to look at that trade-off economically. Each method reduces risk by letting me preview the outcome at lower fidelity, at the cost of time spent on it. The cost/benefit of each type of mockup is going to vary depending on the fidelity of the simulation and the work involved in building the real thing. Four levels of fidelityTime to build versus confidence gained prototypesinterfaces
Functional Prototyping. A Missed Opportunity in Web Design An Essay by Chuánqí Sun medium.com Prototyping allows engineers in various industries to “fail fast, fail cheap”, “select the best from the pool”, and “bring in the reality”. prototypessoftware
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work