“Design” is now “Product” An Article by Dorian Taylor dorian.substack.com Design has very little to do with what tools or methodologies you use, or what your job title is, or what you have a degree in, or even anything like “creativity”; design is about your relationship to constraints. Rather: to what extent are you defining constraints rather than just obeying them? Design is about taking a universe of possibilities and converging onto exactly one outcome. Being handed a set of constraints which you treat like immutable laws of physics (because many of them are) and solving within that envelope is what engineering is. To wit: what most designers are doing most of the time is actually a form of engineering, and engineers are always doing at least some design. This is because genuine design—the power to define constraints—is a privileged political position within an organization, and not everybody can occupy it. In other words, the “seat at the table” comes first. Design is Steve Jobs infamously dropping an iPod prototype into his fish tank, pointing at the bubbles coming out and yelling at his staff to make it thinner. It doesn’t matter what your title is; Jobs is the designer in that scenario. Steve Jobs designengineeringconstraints
Navigation by shibboleth An Article by Dorian Taylor doriantaylor.com The inverse-chronological colly on the front page is exactly what I didn’t want to end up with. I have tried my damnedest to keep everything on this site as temporally neutral as I can make it. I even intentionally leave the dates off the documents. Temporality only matters if you’ve already read everything and you want to see what’s new or changed, like if you’ve subscribed to a feed. Which is exactly what that is on the front page. Reverse chronology bias bloggingtime
Skeleton, Organs, Circulation, Sinew, Skin An Article by Dorian Taylor I’m concerned with how I witness the work of user experience practitioners getting treated: like it’s just a set of motions toward a product’s all-important implementation, and one that we try to compress, due to its ostensible superfluity. Once the implementation is finished, the UX work appears to usually get discarded. Tracing the answer backThe UX coral reef ux
Design System as Style Manual With Web Characteristics An Article by Dorian Taylor doriantaylor.com In my opinion, what makes a designer competent is precisely their ability to credibly justify their conclusions. If you can’t do this as a designer—no matter how successful your results are—then neither I nor anybody else can tell if you aren’t just picking things at random. What I am proposing, then, is no less than to make a designer’s entire line of reasoning a matter of permanent record. On the surface is the familiar set of prescriptions, components, examples and tutorials, like you would expect out of any such artifact. Attached to every element, though, is a little button that says Why? You click it, and it tells you. The proximate explanation will probably not be very satisfying, so you click on the next Why? until you get to the end, at which point you are either satisfied with the explanation, or you aren’t. The Design of Design decisionsdesignsystemsstyle
On the "Building" of Software and Websites An Essay by Dorian Taylor doriantaylor.com I’m beginning to suspect that software, and more conspicuously the Web, is fundamentally the wrong shape for the archetype of the construction project. You are agreeing to make a ThingThe Thing-deadline calculusTrees and graphsContent as value The Battle for the Life and Beauty of the EarthHofstadter's Law softwarebuildingwwwconstruction
Agile as Trauma An Essay by Dorian Taylor doriantaylor.com The Agile Manifesto is an immune response on the part of programmers to bad management. Many a corner officeIntramural brownie pointsFeature factories agilemanagement
Nobody gives a hoot about groupthink An Article by Baldur Bjarnason www.baldurbjarnason.com Two relatively common ‘fashions’ today are real-time collaboration and shared data repositories of one kind or another. Both increase productivity in the naive sense. We work more; everybody is more active; the group feels more cohesive. The downside is that they also both tend to reduce the quality of the work and increase busywork. On that of the highest authorityPersonal Information Management (PIM) productivitycollaborationinformation
On that of the highest authority The consequences of this design should be obvious. The group’s opinion will converge on that of the highest authority present. As soon as an authority of any kind makes their opinion known, the group will shift in that direction. Even the most rational will tweak their responses after that. After all, who wants to risk going up against an authority? Interns will hesitate to comment. All objections will be a little bit more qualified or toned down. Generally speaking, if you are writing a document and want to get the most out of a group’s feedback, each contributor should be able to form their opinions independently and give their responses without fear of social or community repercussions.
Personal Information Management (PIM) Organising information so that it’s easy for a group of people to find the documents they need is very hard. The alternative is to solve it the same way we did with email: shared data, individual organisation. You don’t need to know how your colleagues organise their email. You only need to know that they get it and respond. The same applies to most work documents. In Personal Information Management (PIM) this is often called “the user-subjective approach”.