The discoveries you make in the making Style is an expression of the interest you take in the making of every sentence. It emerges, almost without intent, from your engagement with each sentence. It's the discoveries you make in the making of the prose itself. Where ambiguity rules, there is no "style"—or anything else worth having. Pursue clarity instead. In the pursuit of clarity, style reveals itself. Verlyn Klinkenborg, Several Short Sentences About Writing The idea grows as they workFour principlesExpressing ideas helps to form them styleclaritymaking
Simple moments of clarity I have seen autistic children drawing at a terrific speed and I've always thought that my drawings should not be less rapid, because that speed gives them insignificance. In this speed lies their abandonment and it may cause them to be overlooked as mere doodles. However, I understand that they are like that pristine light that appears when they tell you that you have a tumour. In an instant, everything becomes clear and well-defined. All contours are cruelly illuminated as if it was worth taking a final look at the world. At such times, although the lines in the drawings clump into a skein of events that are indecipherable to ordinary mortals, they can be described in detail by the victim one by one. These are moments when weeds regain their nature as plants. Only now can I understand these drawings as simple moments of clarity. Smiljan Radić, Death at Home artclarity
Pellucidity A Definition www.thefreedictionary.com Free from obscurity and easy to understand; the comprehensibility of clear expression euphonyunderstandingthinkingclarity
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility