I don’t believe in Zoom fatigue An Article by Matt Webb interconnected.org It’s not Zoom fatigue, it’s Zoom whiplash. It’s a hunch. I can’t prove this. The trick to get around this is to move smoothly up and down the gradient of social interaction intensity, never dropping below a basic floor of presence: the sense that there are other people in the same place as you. Instead of having two modes, “in a call” and “on my own,” we need to think about multiple ways of being together which, minimally, could be: In a video call In an anteroom to a video call, hearing the sound of others In a doc together On my desktop but with the sense that colleagues are around And the job of the designer is to ensure that their software ensures the existence of these different contexts, instead of having the binary on-a-call/not-on-a-call, and to design the transitions between them. communicationworktransitionssoftware
The surprising effectiveness of writing and rewriting An Article by Matt Webb interconnected.org The act of writing the first draft creates new “essential data” that feeds the imagination and makes possible figuring out the second draft. Or: In your head, ideas expand until they max out “working memory” – and it’s only be externalising them in the written word that you have capacity to iterate them. Or: Good writing necessarily takes multiple edits, and the act of writing and act of rewriting are sufficiently different that performing both simultaneously is like rubbing your tummy and patting your head. The McDonald’s Theory of Creativity writingthinkingiteration
Primitive design An Article by Matt Webb interconnected.org I want it to feel intuitive I want any new features to be platform features, not one-offs. And the second of those is weird, right? It’s like sketching out a toy spaceship, having a list of rules about play, and attempting to simultaneously invent the shape of the Lego brick. That’s platform design I suppose. Redesigning a newspaper will mean bouncing between comps and style guides, designing both. Inventing the iPhone user interface will have seen apps and app paradigm evolving together. Co-Evolution of Problem and Solution Spaces in Creative Design designsystemsmaking
Micromorts A Definition by Matt Webb interconnected.org There’s a standard way to understand the relative danger of any activity. A micromort is "a unit of risk defined as one-in-a-million chance of death." For example: skydiving is 8 micromorts per jump running a marathon: 26 micromorts 1 micromort: walking 17 miles, or driving 230 miles Generally being alive averages out at 24 micromorts/day. deathchance
Four years of noting down my favourite words An Article by Matt Webb interconnected.org I like words, and I note down ones that catch my eye as we cross paths. Sometimes I read over the list, random access style, just to remind myself of forgotten thoughts. Each word is a bookmark into a little cascade of concepts in my brain. So because I’d like to keep these words somewhere I can find them in the future, I’m putting them here. Storm Doris Mimecom Cloudbleed Athleisure Cromwell H7N9 Trappist-1 ... (+448) wordseuphonycollections
Clues for software design in how we sketch maps of cities An Article by Matt Webb interconnected.org Given there’s an explosion in software to accrete and organise knowledge, is the page model really the best approach? Perhaps the building blocks shouldn’t be pages or blocks, but neighbourhoods roads rooms and doors landmarks. Or rather, as a knowledge base or wiki develops, it should - just like a real city - encourage its users to gravitate towards these different fundamental elements. A page that starts to function a little bit like a road should transform into a slick navigation element, available on all its linked pages. A page which is functioning like a landmark should start being visible from two hops away. The Image of the City urbanismcitiessoftwareunderstanding
Social Attention: a modest prototype in shared presence An Article by Matt Webb interconnected.org My take is that the web could feel warmer and more lively than it is. Visiting a webpage could feel a little more like visiting a park and watching the world go by. Visiting my homepage could feel just a tiny bit like stopping by my home. wwwsocializing
Ancient magicians as innovation consultants An Article by Matt Webb interconnected.org The Codex Justinianus (534 AD), being the book of law for ancient Rome at that time, banned magicians and, in doing so, itemised the types: A haruspex is one who prognosticates from sacrificed animals and their internal organs; a mathematicus, one who reads the course of the stars; a hariolus, a soothsayer, inhaling vapors, as at Delphi; augurs, who read the future by the flight and sound of birds; a vates, an inspired person - prophet; chaldeans and magus are general names for magicians; maleficus means an enchanter or poisoner. I happen to have spent my career in a number of fields that promise to have some kind of claim to supernatural powers: design, innovation, startups… It’s not hard to run through a few archetypes of the people in those worlds, and map them onto types of ancient magician. Those like Steve Jobs (with his famous Reality Distortion Field) who can convincingly tell a story of the future, and by doing so, bring it about by getting others to follow them – prophets. Inhaling the vapours and pronouncing gnomic truths? You’ll find all the thought leaders you want in Delphi, sorry, on LinkedIn. Those with a good intuition about the future who bring it to life with theatre, and putting people in a state of great excitement so they respond – ad planners. Haruspex. Those who have the golden mane of charisma: enchanters. Startup founders. People with a great aptitude for systems and numbers, who can tell by intuition what will happen, from systems that stump the rest of us. We call them analysts now. MBAs. Perhaps the same aptitude drew them to read the stars before? Mathematicus. Steve Jobs: The Lost Interview magicinnovation
Hints towards a non-extractive economy An Article by Matt Webb interconnected.org There’s a movement called the circular economy which is about designing services that don’t include throwing things away. There is no “away.” A non-extractive economy is going to look very different to today’s economy. These points feel opposed somehow but they are part of the same movement: With CupClub, it’s all about infrastructure. With the battery-free Game Boy, it’s untethered from infrastructure: once manufactured, no nationwide electricity grid is required to play. We’ll need better tools to track and measure. There will be new patterns for new types of services. New technologies to build new products. New language. So it’s fascinating seeing the pieces gradually come together. Introduction to Permaculture economicsrecyclinginfrastructure
What the prototype tells you A Fragment by Matt Webb interconnected.org As soon as I make something, I think of the 100 things I want to have next. That’s why prototyping is good. You don’t need to have much imagination, you just listen to what the prototype tells you. The situation talks backCo-Evolution of Problem and Solution Spaces in Creative DesignThe Battle for the Life and Beauty of the EarthThe game discovering itself designmaking
aboutfeeds.com A Website by Matt Webb aboutfeeds.com Use feeds to subscribe to websites and get the latest content in one place. Feeds put you in control. It’s like subscribing to a podcast, or following a company on Facebook. You don’t need to pay or hand over your email address. And you get the latest content without having to visit lots of sites, and without cluttering up your inbox. Had enough? Unsubscribe from the feed. You just need a special app called a newsreader. This site explains how to get started. How would I improve RSS? rssbloggingmicrosites
Mutual appreciation A Fragment by Matt Webb interconnected.org To use slightly different terms, mutual appreciation is a healthy jealousy without envy – a drive to achieve the same but without wanting to take it from the other. The Small GroupScenius collaborationteamwork
How would I improve RSS? An Article by Matt Webb interconnected.org My sense is that RSS is having a mini resurgence. People are getting wary of the social media platforms and their rapacious appetite for data. We’re getting fatigued from notifications; our inboxes are overflowing. And people are saying that maybe, just maybe, RSS can help. Re: How would I improve RSS?aboutfeeds.com rssblogging
Like, just a post complaining that screens should be better An Article by Matt Webb interconnected.org It’s been 19 years since Pixar released Monsters, Inc. with all that CGI hair. Where are my hairy icons? Ones that get all long and knotted as the notifications number goes up. Why can’t I feel my phone? I found that paper from 2010 (when I was complaining about keyboards) about using precision electrostatics to make artificial textures on touchscreens. I should be able to run my thumb over my phone while it’s in my pocket and feel bumps for apps that want my attention. Touching an active element should feel rough. A scrollbar should *slip. Imagine the accessibility gains. But honestly I don’t even care if it’s useful: 1.5 billion smartphone screens are manufactured every year. For that number, I expect bells. I expect whistles. A Brief Rant interactionsoftwareinterfacesdevices
The Design of Design A Book by Frederick P. Brooks, Jr. www.goodreads.com Design process models: A summary argumentThe spiral modelA grossly obese set of requirementsRequirements proliferationThe architectural contracting model+9 More Design System as Style Manual With Web Characteristics designsoftwarearchitecturemakingstyle
What's Wrong With This Model? A Chapter What's wrong with the rational modelDeciding what to designEvaluating goodnessChanging constraintsThey just don't work that way+1 More
Design process models: A summary argument A formal design process model is needed, to help organize design work, to aid communication in and about projects, and for teaching. Having a visual, geometric representation of a design process model is crucial, for designers are spatial thinkers. They will most easily learn, think about, share, and talk in terms of a model with a clear geometric picture. The Rational Model of design occurs naturally to engineers. The linear, step-by-step Rational Model is highly misleading. It does not reflect what real designers do, or what the best design thinkers identify as the essence of the design process. The bad model matters. It has led to the too-early binding of requirements, leading in turn to bloated products and schedule/budget/performance disasters. The Rational Model has persisted in practice despite its inadequacies and plenty of cogent critiques. This is because of its seductive logical simplicity, and because builders and clients needs “contracts." Several alternative models have been proposed. I find Boehm’s Spiral Model the most promising. We need to keep developing it.
The spiral model The spiral shape certainly suggests progress. It associates successive repetitions of the same activity. The geometric shape is easily understood and memorable. The model emphasizes prototyping, starting with user-interface prototypes and user testing long before an operational prototype is possible. Since a development model is principally used by developers, I believe having it designer-centered is entirely appropriate. With Boehm and against Denning and Dragon, I advocate frequent but not continuous interaction with representative users, with successive prototypes as the vehicles. I strongly believe that way forward is to embrace and develop the Spiral Model. design
A grossly obese set of requirements Who advocates in the requirements process for the product itself—its conceptual integrity, its efficiency, its economy, it’s robustness? Often, no one. As often, an architect or engineer who can offer only opinion based on taste and instinct, unbuttressed as yet by facts. For in a classical Waterfall Model product process, requirements are set before design is begun. The result, of course, is a grossly obese set of requirements, the union of many wish lists, assembled without constraints. Usually, the list is neither prioritized nor weighted. The social forces in the committee forbid the painful conflicts occasioned by even weighting, much less prioritizing. Requirements proliferationA Plea for Lean Software features
Requirements proliferation Any attempt to formulate all possible requirements at the start of a project will fail and would cause considerable delays. — Pahl and Beitz, Engineering Design As Project Manager, I had to reject the requirements document as totally impractical, and have a quite small team of architects, marketers, and implementers extract the essence. Requirements proliferation must be fought, by both birth control and infanticide. YagniA grossly obese set of requirementsFeatures and complexity features
The architectural contracting model It is the necessity for contracts, whether within an organization or between organizations, that forces the too-early binding of goals, requirements, constraints. The pressure for a complete and agreed-upon set of requirements run into the hard fact, that it is essentially impossible to specify any complete and accurate set of requirements for any complex system except in iterative interaction with the design process. How have the centuries-old building design disciplines handled this perplexity? Fundamentally, by a quite different contracting model. The client develops a program, not a specification, for the building. He contracts with an architect, usually on an hourly or percentage basis, for services, not for a specified product. The architect elicits from the client, the users, and other stakeholders a more complete program, which does not pretend to be a rigid contractable product specification. The architect does a conceptual design that approximates the reconciliation of program and the constraints of budget, schedule, and code. This serves as a first prototype, to be conceptually tested by the stakeholders. After iteration, the architect performs design development, often producing more detailed drawings, a 3-D scale model, mockups, and so on. After stakeholder iteration, the architect produces construction drawings and specifications. The client uses these drawings and specifications to enter into a fixed-price contract for the product. Notice how this long-evolved model separates the contract for design from the contract for construction. Even when both are performed by the same organization, this separation clarifies many things.
The rational model of design Engineers seem to have a clear, if usually implicit, model of the process of design. It is usually an orderly model of an orderly process as the engineer conceives it. The notion that the design process should be modeled as a systematic step-by-step process seems to have first developed in the German mechanical engineering community. Herbert Simon independently argues for design as a search process in The Sciences of the Artificial. He was motivated to lay out a strictly rational model of design precisely because such a model was a necessary precursor to automating design. His model remains influential even if today we recognize the "wicked problem" of original design as one of the least promising candidates for AI. In software engineering, Winston Royce independently introduced a seven-step Waterfall Model to bring order to the process. In fact, Royce introduced his waterfall as a straw man that he then argued against, but many people have cited and followed the straw man rather than his more sophisticated models. Even if ironically, Royce's seven-step model must be considered one of the foundational statements of the Rational Model of Design. Large combinatorial spacesThe ordering of steps
Design process models Any systematization of the design process is a great step forward compared to "Let's just start coding, or building." It: Provides clear steps for planning a design project Furnishes clearly definable milestones Suggests project organization and staffing Helps communication within the design team Is readily teachable to novices, and tells novices facing their first design assignments where to begin. The Rational Model in particular brings yet more advantages. The early explicit statement of goals, secondary desiderata, and constraints helps a team avoid wandering, and it breeds team unification on purposes. Planning the whole design process before starting coding or formal drawings avoids many troubles and much wasted effort. Casting the process as a systematic search of a design space broadens the horizon of the individual designers and lifts their eyes far beyond their previous personal experiences. But the rational model is much too simplistic, even in Simon's richly developed version.
The dual ladder The first task for growing designers, as opposed to managers, is to craft a proper career path for them, one whose compensation and sociological status reflect their true value to the creative enterprise. This is commonly called the dual ladder. It it easy to give corresponding salaries to corresponding rungs, but it requires strong proactive measures to give them equal prestige: equal offices, equal staff support, reverse-biased raises when duties change. Why does the dual ladder need special attention? Perhaps because managers, being human, are inherently inclined to consider their own tasks more difficult and important than design and need to deliberately assess what makes creativity and innovation happen. Senior craftsperson work
A platonic ideal As the architecture design progressed, I observed what at first seemed quite strange. For the architecture team, the real System/360 was the Design Concept itself, a Platonic ideal computer. Those physical and electrical Model 50, Model 60, Model 70, and Model 90 things under construction out on the engineering floors were but Plato’s shadows of the real System/360. The real System/360’s most complete and faithful embodiment was not in silicon, copper, and steel, but in the prose and diagrams of IBM System/360 Principles of Operation, the programmer’s machine language manual. I had a similar experience with the View/360 beach house. Its Design Concept came to be real long before any construction began. It persisted through many versions of drawings and cardboard models.
The design concept Is there positive value to recognizing an invisible Design Concept as a real entity in design conversations? I think so. First, great designs have conceptual integrity—unity, economy, clarity. They not only work, they delight, as Vitruvius first articulated. We use terms such as elegant, clean, beautiful to talk about bridges, sonatas, circuits, bicycles, computers, and iPhones. Recognizing the Design Concept as an entity helps us to seek its integrity in our own solo designs, to work together for it in team designs, and to teach it to our youth. Second, talking frequently about the Design Concept as such vastly aids communication within a design team. Unity of concept is the goal; it is achieved only by much conversation. Thus, moviemakers use storyboards to keep their design conversations focused on the Design Concept, rather than on implementation details. Dependence is more profitable than educationI mix it with two in my thought
The Idea The design is thus the mental formulation, which Sayers calls “the Idea,” and it can be complete before any realization is begun. Mozart’s response to his father’s inquiry about an opera due to the duke in three weeks both stuns us and clarifies the concept. For most human makers of things, the incompletenesses and inconsistencies of our ideas become clear only during implementation. Thus it is that writing, experimentation, “working out,” are essential disciplines for the theoretician. Everything has been composed making
The boldest decisions In retrospect, many of the case studies have a striking common attribute: the boldest design decisions, whoever made them, have accounted for a high fraction of the goodness of the outcome. These bold decisions were made due sometimes to vision, sometimes to desperation. They were always gambles, requiring extra investment in hopes of getting a much better result. Design with courage design
Intuition and systems Systematic design excluding intuition yields pedestrian follow-ons and knock-offs; intuitive design without system yields flawed fancies. How to weld intuition and systematic approach? How to grow as a designer? How to function in a design team? designteamwork