The [Lake Erie] ecosystem underwent a series of changes, each of which were related. There was an increase in the human population; which led to higher phosophorus levels in the water; which led, at last, to an increased level of algae in the lake. In effect, Lake Erie’s ecosystem was rewritten. Changed by human activities into…something else.
But Franklin cites the study because it’s doing something slightly novel: applying Selye’s principle of stress to ecological systems, suggesting that they are, much like humans, just as susceptible to external stressors. And I’ve been thinking about that a lot lately, especially this week. Because Franklin’s suggesting that the work begins not by “fixing the system.” Rather, she suggests it’s about shifting the priority a little: to removing whatever stress you can.
In the early days, design systems promised us more consistent interfaces, more collaborative teams, and improved shipping times. While they’ve certainly delivered on some of those fronts, they’ve introduced new challenges too. Let’s talk through what’s working well—and what could be working better—as we take a closer look at the systems between us and our work.
My point here is that in a design system every paper cut is felt. Every collapse leads to another, every new modal or unnecessary checkbox component hinders the collective refactoring that’s required to make a codebase consistent and easy to understand. When it comes to hyperobjects and design systems everything matters (although, frustratingly, it is impossible to measure success) and the smallest problem is just a signal in the dark—a premonition of a monster; organizational dysfunction writ large.