Shawn Wang
100 Bytes of CSS to look great everywhere
An Article by Shawn Wanghtml { max-width: 60ch; padding: 1.5rem; margin: auto; line-height: 1.5rem; font-size: 24x; }
Metrics have a strange hold on the imagination
A Fragment by Shawn WangOnce in place, metrics have a strange hold on the imagination: I've seriously had a CTO carelessly reject my genuine idea out of hand because "it doesn't help OKRs", the same OKRs we previously agreed should not describe all that we do.
I agree with Amir Shevat that we should "do the right things over the easy to measure things."
The Genius of Apple's Name
An Article by Shawn WangIt's easy to have strong opinions about stuff only developers see since user validation is just asking people like yourself. It's much harder to name something consumer facing. Here are some useful rules I gleaned from Apple:
- Two syllables max
- Familiar English word - literal 5 year olds can spell and pronounce it right
- Starts with A - useful for alphabetical sort. Amazon did this too
- Name leads to easy logo/swag/branding ideas
- Evoke aspirational qualities - knowledge, health, nature
Don't Rush to Simplicity
An Article by Shawn WangYou've probably heard this story before:
A businessman finds a fisherman, who is living an idyllic, peaceful life by the sea.
He laughs and tells the fisherman how to get rich instead.
The fisherman asks him what he will do after he gets rich.
He replies that he would retire to an idyllic, peaceful life by the sea.There's supposed to be a deep life lesson in there, but it's always felt insincere to me.
To me it is better to have reached the heights of a career, or suffered an epic defeat, even if I do end up in the same place as everyone else in the end.
To me simplicity is made more beautiful when understood through a long personal struggle with complexity. When I can dance with it, having turned a mighty nemesis into an old friend, and teach others to do the same.
Better to have loved and lost, than never to have loved at all.
80/20 is the new Half-Ass
An Article by Shawn WangThe Pareto Principle is making you lazy.
Let me be more precise: The Pareto distribution is a useful model of power law effects in real life. But people are using it poorly, primarily as an excuse to be lazy.
...People forget that the devil is in the details. The first 20% everyone knows to say on Twitter. The remaining 80% is the ugly, nasty, hacky, unglamorous shit nobody talks about unless you've got time to sweat the details.
Design Thinking
Ducks and decorated sheds
A duck is a building whose confirmation is a complete symbol or icon. A decorated shed is a building to which symbols, often commonplace signs, have been attached.
Clinging to ideas
Another aspect of design thinking that was evident in the foregoing case studies is the tenacity with which designers will cling to major design ideas and themes in the face of what at times might seem insurmountable odds. Often the concept the designer has in mind can only come to fruition if a large number of apparently countervailing conditions can be surmounted.
Even when severe problems are encountered, a considerable effort is made to make the initial idea work, rather than to stand back and adopt a fresh point of departure.
A concept of style
It is a concept based not on the classification of various physical features of architecture and urban design but on the problem-solving process itself. We have seen that the final outcome of a design process is strongly determined by at least three aspects of that process:
- the subject matter of the organizing principles which are adopted,
- the manner in which these principles are interpreted and reinterpreted in the context of the problem at hand, and
- the sequent of applying such organizing principles.
Consistency in style among the output of designers can thus be understood as a habitual way of doing things, of solving problems.
Form and figure
Form applies to “a configuration with natural meaning or none at all,” whereas figure applies to “a configuration whose meaning is given by culture."
Design skirmishes
it is apparent that the unfolding of the design process assumed a distinctly episodic structure, which we might characterize as a series of related skirmishes with various aspects of the problem at hand.
As the scope of the problem became more determined and finite for the designer, the episodic character of the process seems to have become less pronounced. During this period a systematic working out of issues and conditions took hold within the framework that had been established. This phenomenon is not at all surprising when we consider the fundamental difference between moments of problem solving when matters are poorly defined and those with clarity and sufficiency of structure.
Within the episodic structure of the process, the problem, as perceived by the designer, tends to fluctuate from being rather nebulous to being more specific and well-defined. Furthermore, moments of "blinding" followed by periods of backtracking take place, where blinding refers to conditions in which obvious connections between various considerations of importance go unrecognized by a designer.
Such plans were deemed efficient
The terrain of cities was subdivided along the lines of distinct and discrete patterns of use, with very little opportunity for mixing (separation and concentration of functions). After all, the home environment should be just that…while places of work should be aggregated and serviced with their appropriate supporting functions.
Such plans were deemed efficient.
Constrained by the medium
The inevitable reciprocation that occurs between the act of drawing and the thinking associated with it. The hand moves, the mind becomes engaged, and vice versa. We might ask: How much does the medium of expression actually constrain a design process?
A medium has a way of constraining our choices, and this influence may not involve conscious choice at all. The planner, in the end, sees and understands only those things for which they can provide expression.
Autonomous constraints
Autonomous or independent constraints do not derive from the problem as given and understood…there was nothing in the problem statement, or brief, that required any reference be made to it. This constraint, introduced by the designers, usefully transcended the givens of the problem situation.
Unless the entire problem at hand can be solved using strictly problem-oriented constraints, we have to step outside the known problem context in order to continue problem solving activity.
The strange familiar and the familiar strange
The problem solver, when confronted with a new and yet unsolved problem, overlays the structure of the unsolved problem with an apparently similar problem with which he or she is experienced.
Making the strange familiar and the familiar strange are also principally based on the use of analogy.