Humans are spatial creatures Humans are spatial creatures. We experience most of life in relation to space. We sit in a circle with our family. We drive down the left side of the road in Ireland and try to stay in our lane. We ride scooters down a path along the water. We sculpt a human body out of stone. We follow signs to our train. We walk, through arches, or on crosswalks beside bike lanes, or to follow our brother across a bridge. We position our camera to frame the shot while our friend leans out over a balcony. We sense ourselves in space in relation to all of the other objects in our environment. And this is powerful knowledge that we've left out of lots of software. In fact, while most obvious in 3D, this thinking does work outside of just three-dimensional software. Almost any software can use spatial concepts to become easier to understand. John Palmer, Spatial Interfaces body
The tacit wisdom of the body It is evident that the architecture of traditional cultures is also essentially connected with the tacit wisdom of the body, instead of being visually and conceptually dominated. Construction in traditional cultures is guided by the body in the same way that a bird shapes its nest by movements of its body. Juhani Pallasmaa, The Eyes of the Skin: Architecture and the Senses Architecture Without Architects bodytraditionhistory
A simple pleasure that comes from just using it People have a sense of warmth and coolness, a thermal sense like sight or smell, although it is not normally counted in the traditional list of our five senses. As with all our other senses, there seems to be a simple pleasure that comes from just using it, letting it provide us with bits of information about the world around, using it to explore and learn, or just to notice. There is a basic difference, however, between our thermal sense and all of our other senses. When our thermal sensors tell us an object is cold, that object is already making us colder. If, on the other hand, I look at a red object it won't make me grow redder, nor will touching a bump object make me bumpy. Lisa Heschong, Thermal Delight in Architecture sensesbody
Half-winged, half-imprisoned The contrast between man’s ideological capacity to move at random through material and metaphysical spaces and his physical limitations, is the origin of all human tragedy. It is this contrast between power and prostration that implies the duality of human existence. Half winged—half imprisoned, this is man! Paul Klee, Pedagogical Sketchbook ideasbody
(an architectural stem cell that might transform itself into any organ for living) Michael Sorkin, 20 Minutes in Manhattan euphonybodyarchitecturespace
We have turned our faces towards the future During the modern era, we have even changed our bodily position in relation to the flow of time; the Greeks understood that the future came from behind their backs and the past receded away in front of their eyes, but we have turned our faces towards the future, and the past is disappearing behind our backs. Robert McCarter & Juhani Pallasmaa, Understanding Architecture timebody
In our bodies We tend to think of our memory as a cerebral capacity, but the act of memorizing engages our entire body. Remembering is not solely a mental even; it is also an act of embodiment and bodily projection. Memories are not only hidden in the electrochemical processes of the brain; they are also stored in our skeletons, muscles, senses, and skin. Robert McCarter & Juhani Pallasmaa, Understanding Architecture memorybody
The same material as the sun I have to apologize. I was born with a disfigurement where my head is made of the same material as the sun. It makes it impossible for you to look directly at me. It has always been this way. Shane Carruth, Upstream Color bodysurrealism
A Brief Rant An Essay by Bret Victor worrydream.com Like, just a post complaining that screens should be better designtechnologywwwinteractionbody
The body image A Quote The body image is informed fundamentally from haptic and orienting experiences early in life. Our visual images are developed later on, and depend for their meaning on primal experiences that were acquired haptically. Metaphors We Live ByGods of the WordThe Eyes of the Skin: Architecture and the Senses bodymeaning
Managing Oneself A Book by Peter F. Drucker Only from strengthFeedback analysisTaking pride in ignoranceBut bulldozers move mountainsWaste as little effort as possible on low competence+8 More Never change the technologyWhat to learn managementdisciplinewisdomwork
Only from strength Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. strengthweakness
Feedback analysis The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. growthfeedback
Taking pride in ignorance First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. ignorancearrogance
But bulldozers move mountains A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. planningideas
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. 95%-ile isn't that goodOn Talent talent
How do I perform? For knowledge workers, How do I perform? may be an even more important question than What are my strengths?. A few common personality traits usually determine how a person performs: Am I a reader or a listener? How do I learn? Writing? Taking notes? Doing? Talking? Do I work well with people, or am I a loner? And if I do work well with people, in what relationship? Do I produce results as a decision maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? personality
To improve the way you perform Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly. work
The mirror test In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave." This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? ethicsvalues
Your organization's values Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. business
Values vs. strengths There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof). Values are and should be the ultimate test. valueswork
Successful careers are not planned Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. The most important thing you doIn defense of disorder: on career, creativity, and professionalism
The best-laid plans It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? planning
The second half of your life Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored. There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs. There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60. life