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.
Translation is always a treason, and as a Ming author observes, can at its best be only the reverse side of a brocade—all the threads are there, but not the subtlety of color or design. But, after all, what great doctrine is there which is easy to expound? The ancient sages never put their teachings in systematic form. They spoke in paradoxes, for they were afraid of uttering half-truths. They began by talking like fools and ended by making their hearers wise. Lau Tzu himself, with his quaint humor, says, "If people of inferior intelligence hear of the Tao, they laugh immensely. It would not be the Tao unless they laughed at it."