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
Winning by Design: The Methods of Gordon Murray A Research Paper by Nigel Cross & Anita Clayburn Cross A case study of the working methods of one particularly successful designer in a highly competitive design domain - Formula One racing car design. Gordon Murray was chief designer for the very successful Brabham and McLaren racing car teams in the 1970s and 1980s. His record of success is characterised by innovative breakthroughs, often arising as sudden illuminations, based on considering the task from first principles and from a systemic viewpoint. His working methods are highly personal, and include intensive use of drawings. Personality factors and team management abilities also appear to be relevant. There are some evident similarities with some other successful, innovative designers You need to make the step forwardDrawing the bitsLike designing things for the first timeWonder PlotsI never have engineers that aren't designers+7 More design
You need to make the step forward Throughout a racing season there is constant, relentless pressure on the designer to keep making design improvements. But there is a limit to what can be achieved with any car design, before a jump has to be made to basically a new design, an innovation. As Gordon Murray says, ‘Given the situation and the pressure at any one time, you do get to the brick wall...I mean you're doing all these normal modifications, you know you can't go any quicker, you need to make the step forward.’ In the midst of the pressure, the fervour, the panic, he ‘used to get breakthroughs, I mean I used to get like suddenly a mental block's lifted.’ Gordon Murray The Structure of Scientific RevolutionsMediocratopia progress
Drawing the bits That's what is great about race car design, because even though you've had the big idea - the “light bulb” thing, which is fun - the real fun is actually taking these individual things, that nobody's every done before, and in no time at all try and think of a way of designing them. And not only think of a way of doing them, but drawing the bits, having them made and testing them. Gordon Murray
Like designing things for the first time Gordon Murray insists on keeping experience 'at the back of your mind, not the front' and to work from first principles when designing. For instance, in designing a component such as a suspension wishbone, 'it's all too easy - and the longer you're in design the easier it is - to say, I know all about wishbones, this is how it's going to look because that's what wishbones look like.' But if you want to make a step forward, if you're looking for ways of making it much better and much lighter, than you have to go right back to load path analysis. It is like designing things for the first time, rather than the nth time. The eyes of a travelerZen Mind, Beginner's MindTotal collaboration experience
Wonder Plots Working from first principles, and working in a highly organized way seem to come naturally to him, but his personal design process is much less structured than the results might suggest. Although he can tightly organize his team and run a complex racing organisation, his personal ways of designing are relatively unstructured, based on annotated, thumb-nail sketches. ‘I don't sit down and say, OK, now I've had the idea, let's see, this is a solution, these are the different ways to go, if I do this, and do that; I do lots of scribbles just to save it, before I forget.’ Gordon’s design process is based on starting with a quick sketch of a whole idea, which is then developed through many different refinements. ‘I do a quick sketch of the whole idea, and then if there's one bit that looks good, instead of rubbing other bits out, I'd put that bit to one side; I'd do it again and expand on the good bit, and drop out the bad bit, and keep doing it, doing it; and end up with all these sketches, and eventually you end up throwing ninety percent of these away.’ He also talks to himself - or rather, writes notes to himself on the sketches; notes such as ‘rubbish’, ‘too heavy’ or ‘move it this way 30mm.’ Eventually he gets to the stage of more formal, orthographic drawings, but still drawing annotated plans, elevations and sections all together, ‘Until at the end of the day the guys at Brabham used to call them “Wonder Plots”, because they used to say “It's a wonder anybody could see what was on them”!’ The Design Squiggle
I never have engineers that aren't designers Although Gordon Murray carried immense personal responsibility for the design work of his racing cars, inevitably it involved a lot of teamwork. Clearly he has been successful in inspiring others to work with him. He likes to involve team members in the design problems, and for that reason prefers to recruit all-rounders to his team; ‘I never have engineers that aren't designers.’ Designing with code
The problem with CAD He also likes to work collectively, standing around a drawing board discussing problems and trying ideas. For this kind of teamwork, and especially for conceptual design work, he finds computer aided design systems too restrictive. For the McLaren F1 super-car, he installed a five-metre long drawing board in the design office, so that the car could be drawn full size. ‘The problem with CAD for this sort of stuff is that you can never have a full-size drawing, unless you do a print, and by the time you do a print it's out of date in the concept stage.’ He also does not like the one-person emphasis of CAD screens; ‘You can only ever talk to one person at once - you stand behind and look over somebody's shoulder, which is not very good for a boss-designer relationship anyway, to have somebody standing behind you is never a good thing. To look over somebody's shoulder at a tiny little screen, it's just wrong, it's totally wrong.’ (On the other hand, he fully acknowledges that tasks like a complex suspension plot to determine the wheel envelope are ideal for CAD.) collaboration
Drawing as a means of thinking Two-dimensional plans or sections can be seen with sketches and more diagrammatic marks all on the same piece of paper in what appears a confusing jumble.’ These sound like Gordon’s ‘wonder plots’. The architects also use their drawings as a means of thinking ‘aloud’, or ‘talking to themselves’, as Gordon put it. For example, Lawson reports the architect Richard MacCormac as saying, ‘I use drawing as a process of criticism and discovery’; and the engineer-architect Santiago Calatrava as saying, ‘To start with you see the thing in your mind and it doesn’t exist on paper and then you start making simple sketches and organizing things and then you start doing layer after layer.... it is very much a dialogue.’ The common elements in these similar descriptions are the use of drawing not only as a means of externalising cognitive images but also of actively ‘thinking by drawing’, and of responding, layer after layer and view after view, to the design as it emerges in the drawings. These observations also confirm Schön’s observation of designing as a ‘reflective conversation’ between the designer and the emerging design. It is the reliance on drawing, and the preference for the immediacy of the interaction and feedback that manual drawing gives, that makes the architects, like Gordon Murray, unenthusiastic about CAD as a conceptual design tool. Section-perspective drawingThe situation talks backWhen we make a model and realize it's rubbish drawing
A new gestalt The innovator has a systems mind, one that sees things in terms of how they relate to each other in producing a result, a new gestalt that to some degree changes the world. Michael Maccoby innovationsystems
Intense activity, then relaxation The working style is based on periods of intense activity, coupled with other periods of more relaxed, reflective contemplation. This working style may not be a reflection of a particular personality trait, but a necessary aspect of creative work, which requires alternating intense effort with relaxation. creativity
Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. strategy
Drawing for parallel design thinking An important feature of their strategy is parallel working - keeping design activity going at many levels simultaneously. The best cognitive aid for supporting and maintaining parallel design thinking is drawing. Drawing with the conventional tools of paper and pencil gives the flexibility to shift levels of detail instantaneously; allows partial, different views at different levels of detail to be developed side by side, or above and below and overlapping; keeps records of previous views, ideas and notes that can be accessed relatively quickly and inserted into the current frame of reference; permits and encourages the simultaneous, non-hierarchical participation of co-workers, using a common representation. The drawing of partial solutions or representations also aids the designer’s thinking processes, and provides some ‘talk-back’. As well as drawing, innovative designers frequently like to undertake practical work related to the design solution, such as building models or mock-ups, or participating in construction. Back to the Drawing Board drawing
A small team of committed coworkers The innovative designer also likes, perhaps needs, to work with a small team of committed co-workers who share the same passions and dedication. On Talent teamwork