Stick like hell When the Wizard of Menlo Park called invention 10 percent inspiration and 90 percent perspiration, he was speaking not only about the creative act of inventing but also about the whole inventive process needed to bring more than intellectual success. Edison warned against discouragement during the perspiration phase in the following way, reminding us that we get things to work by the successive removal of bugs: Genius? Nothing! Sticking to it is the genius! Any other bright-minded fellow can accomplish just as much of he will stick like hell and remember nothing that's any good works by itself. You've got to make the damn thing work!...I failed my way to success. Thomas Edison, The Evolution of Useful Things inventionsuccess
Unborable The underlying bureaucratic key is the ability to deal with boredom. To function effectively in an environment that precludes everything vital and human. To breathe, so to speak, without air. The key is the ability, whether innate or conditioned, to find the other side of the rote, the picayune, the meaningless, the repetitive, the pointlessly complex. To be, in a word, unborable. I met, in the years 1984 and '85, two such men. It is the key to modern life. If you are immune to boredom, there is literally nothing you cannot accomplish. David Foster Wallace, The Pale King successboredombureaucracy
Four principles The essential purpose of Direct Management, as we understand the term, is to create buildings which are whole. This means that each part of the building is right in relation to the other parts, and to the part of the land that makes the buildings and the land more beautiful. I will try to summarize the real meaning of Direct Management. The design evolves during construction. This means that the form of control over designs does not stop when drawings are finished, but goes on, continuously, before, during, and after construction. This cannot be done if architect and contractor are separate, or consider their jobs separately. It will only happen if the person who controls the design at the beginning actually controls the construction, too. Flexible cost control. Cost control requires continuous changing of ideas about what is built, in relation to money that is available, and in relation to what has been done already. Experience with one's hands. It is also impossible for an architect to have enough knowledge to control the process successfully, unless they have experienced almost every phase of construction with their own hands. Love of craft and the joy in the physical process of making. In the old days, making a building was clearly understood as a work of making. In this word, designing and physically building are inseparable. However, in the modern world, design has become separated from construction. Architects think of their work as designing, on paper, with the idea that the building process is a separate process. This is not what I call making at all. A good building can only be created, when it is deeply understood as something which is made, by a direct connection of the act of making, and the act of feeling, with your hands. Christopher Alexander, The Battle for the Life and Beauty of the Earth The discoveries you make in the makingThe situation talks back