Names vs. The Nothing This is the first site along the tour. In here we have a void. I remember the building that used to stand here, it was painted blue. Passing through it, you can imagine how us, as ghosts – should the building be standing here – would have to actually be invisible to pass through these walls and now it’s the reverse. The building is the ghost and we’re passing through these walls. Graham Coreil-Allen & Roman Mars, 99% Invisible 99percentinvisible.org New Public SitesLocal Code: 3,659 Proposals About Data, Design & The Nature of Cities emptinessnamescities
99% Invisible A Podcast by Roman Mars & Kurt Kohlstedt 99percentinvisible.org The Worst Video Game EverSome Other Sign that People Do Not Totally Regret LifeThe Help-Yourself CityLawn OrderNames vs. The Nothing+7 More designunderstanding
The 99% Invisible City A Book by Roman Mars & Kurt Kohlstedt 99percentinvisible.org urbanismcitiesdesignarchitecturedetails
The Worst Video Game Ever A Podcast from 99% Invisible by Roman Mars & Howard Scott Warshaw 99percentinvisible.org Disorientation
On Talent I observed something fairly early on at Apple, which I didn’t know how to explain then, but I’ve thought a lot about it since. Most things in life have a dynamic range in which [the ratio of] “average” to “best” is at most 2:1. For example, if you go to New York City and get an average taxi cab driver, versus the best taxi cab driver, you’ll probably get to your destination with the best taxi driver 30% faster. And an automobile; what’s the difference between the average car and the best? Maybe 20%? The best CD player versus the average CD player? Maybe 20%? So 2:1 is a big dynamic range for most things in life. Now, in software, and it used to be the case in hardware, the difference between the average software developer and the best is 50:1; maybe even 100:1. Very few things in life are like this, but what I was lucky enough to spend my life doing, which is software, is like this. So I’ve built a lot of my success on finding these truly gifted people, and not settling for “B” and “C” players, but really going for the “A” players. And I found something… I found that when you get enough “A” players together, when you go through the incredible work to find these “A” players, they really like working with each other. Because most have never had the chance to do that before. And they don’t work with “B” and “C” players, so it’s self-policing. They only want to hire “A” players. So you build these pockets of “A” players and it just propagates. Steve Jobs, Steve Jobs: The Lost Interview Waste as little effort as possible on low competenceA small team of committed coworkersBuild projects around motivated individualsIndividuals matter talent