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  36. Broskoski, Charles 6
  37. brutalism 7
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  39. bureaucracy 12
  40. Burnham, Bo 9
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  42. Byron, Lord 14
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  45. Camus, Albert 13
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  48. Cegłowski, Maciej 6
  49. Cervantes, Miguel de 7
  50. chance 11
  51. change 16
  52. Chiang, Ted 4
  53. childhood 6
  54. Chimero, Frank 17
  55. choice 8
  56. cities 51
  57. Clark, Robin 3
  58. Cleary, Thomas 8
  59. Cleary, J.C. 8
  60. code 20
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  64. commonplace 11
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  66. community 7
  67. complexity 11
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  69. constraints 25
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  72. Corbusier, Le 13
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  74. craft 66
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  76. crime 9
  77. Critchlow, Tom 5
  78. critique 10
  79. Cross, Nigel 12
  80. Cross, Anita Clayburn 10
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  84. cycles 7
  85. Danielewski, Mark Z. 4
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  90. Debord, Guy 6
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  159. humanity 16
  160. humor 6
  161. Huxley, Aldous 7
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  163. i 18
  164. ideas 21
  165. identity 33
  166. images 10
  167. industry 9
  168. information 42
  169. infrastructure 17
  170. innovation 15
  171. interaction 10
  172. interest 10
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  174. intuition 8
  175. invention 10
  176. Irwin, Robert 65
  177. Isaacson, Walter 28
  178. Ishikawa, Sara 33
  179. iteration 13
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  181. Jackson, Steven J. 14
  182. Jacobs, Jane 54
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  190. Keller, Jenny 10
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  216. Magnus, Margaret 12
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  230. metrics 19
  231. microsites 49
  232. Miller, J. Abbott 10
  233. Mills, C. Wright 9
  234. minimalism 10
  235. Miyazaki, Hayao 30
  236. Mod, Craig 15
  237. modularity 6
  238. Mollison, Bill 31
  239. morality 8
  240. Murakami, Haruki 21
  241. music 16
  242. Müller, Boris 7
  243. Naka, Toshiharu 8
  244. names 11
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  246. nature 51
  247. networks 15
  248. Neustadter, Scott 3
  249. Noessel, Christopher 7
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  256. Ott, Matthias 4
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collaboration

Close
  • Towards a crap decision

    You have a thing. You would like to improve said thing. So, you ask a bunch of people what they think, giving more weight to those with relevant expertise. It’s a time-tested strategy.

    The pitfall here is that if the participants are aware of each other’s contributions, they will almost always automatically switch to consensus-building instead of providing their honest feedback. Worst case scenario: the bandwagon effect gathers steam and drives you toward a crap decision.

    Baldur Bjarnason, On online collaboration and our obligations as makers of software
    • collaboration
    • decisions
  • It passes by the river

    "Artists need to be in there from the start, making the argument for quality. The key to this thing is, for example, if you give an engineer a set of criteria which does not include a quality quotient, as it were—that is, if this sense of the quality, the character of the place, is not a part of his original motivation—he will then basically put the road straight down the middle. He has no reason to curve it. But if I can convince him that quality is absolutely a worthwhile thing and we can work out a way in which the road can be efficient and also wander down by the river, then we essentially have both: he provides his sort of expertise in that the road works, I provide quality in that it passes by the river. In that way, art gets built into the criteria from the beginning rather than being added on afterward."

    Lawrence Wechler & Robert Irwin, Seeing Is Forgetting the Name of the Thing One Sees
    1. ​​We want you to work with an artist​​
    2. ​​The problem with ornament​​
    • quality
    • design
    • function
    • collaboration
  • Business people and developers

    Business people and developers must work together daily throughout the project.

    Manifesto for Agile Software Development
    • collaboration
  • Engineering, design, and product management

    The boundary between engineering, design, and product management is blurring. Some of us used to have a mental model in which roles and responsibilities dictated how things work—that designers do one thing and engineers do another, for example. Increasingly, more people are crossing team lines to problem solve together...Now, it’s not about who “owns” what—it’s more of a collective endeavor. And the roles have become more interlocked, and I think that’s fundamentally a good thing.

    Yuhki Yamashita, A Q&A with Figma's VP of Product
    • collaboration
    • ownership
  • 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.)

    Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray
    • collaboration
  • We want you to work with an artist

    Normally after the design was built, you would find places for the art to be located and then you would go out and select the artist that you wanted. That is historically, the traditional way to go.

    But this time, someone else was calling the shots. A planning official, basically, who comes along and says, “We want you guys to work with an artist.” And the architects are like, “Sure of course.” But then the official goes—“No, you don’t quite understand. We want you to use an artist as a co-equal member of the design team.” That is, the artists are going to have just as much control as the architects. It was really unheard of.

    Some Other Sign that People Do Not Totally Regret Life
    99percentinvisible.org
    1. ​​It passes by the river​​
    • art
    • collaboration
  • The power of One

    An Article by Kathy Sierra
    headrush.typepad.com

    It's not teams that are the problem, it's the rabid insistence on teamwork. Group think. Committee decisions.

    Most truly remarkable ideas did not come from teamwork. Most truly brave decisions were not made through teamwork. The team's role should be to act as a supportive environment for a collection of individuals. People with their own unique voice, ideas, thoughts, perspectives. A team should be there to encourage one another to pursue the wild ass ideas, not get in lock step to keep everything cheery and pleasant.

    • ideas
    • teamwork
    • collaboration
  • picnic.lectoro.me

    A Website by Renan Le Caro
    picnic.lecaro.me
    F98BB7EE-419D-494F-B079-C24FA9CEDC61.jpeg

    Create a text document, share the link and edit it with friends.

    • collaboration
    • microsites
  • Designer + Developer Workflow

    An Article by Dan Mall
    danmall.me

    The way designers and developers work together today is broken. It’s too siloed and separate; “collaboration” is a fantasy that few enjoy.

    The state of advertising in the 1940s was similar. All of that changed when copywriter Bill Bernbach met art director Paul Rand. Their collaborative working style led to the birth of the idea of “the creative team,” the mutual respect and partnership between art director and copywriter that tended to yield unique results. Bob Gage, an art director that worked for DDB, the agency Bernbach co-founded, described it like this:

    “Two people who respect each other sit in the same room for a length of time and arrive at a state of free association, where the mention of one idea will lead to another idea, then to another. The art director might suggest a headline, the writer a visual. The entire ad is conceived as a whole, in a kind of ping pong between disciplines.”

    Isn’t that what we all strive for in our jobs? True collaboration with equals and partners? Ideas that build off one another? Why does this seem so far away for some of us?

    • collaboration
    • making
    • holism
    • advertising
    • creativity

    Original text arranged and truncated for brevity.

  • The Hot Potato Process

    An Article by Dan Mall
    danmall.me
    Image from danmall.me on 2021-08-10 at 9.44.22 PM.svg

    The big misconception I’ve seen designers and developers often fall victim to is believing that handoff goes one way. Designers hand off comps to developers and think their work is done. That puts a lot of pressure on the designer to get everything perfect in one pass.

    Instead, great collaboration follows what Brad Frost and I call “The Hot Potato Process,” where ideas are passed quickly back and forth from designer to developer and back to designer then back to developer for the entirety of a product creation cycle.

    1. ​​Just-in-time Design​​
    • design
    • process
    • collaboration
    • products
  • Nobody gives a hoot about groupthink

    An Article by Baldur Bjarnason
    www.baldurbjarnason.com

    Two relatively common ‘fashions’ today are real-time collaboration and shared data repositories of one kind or another.

    Both increase productivity in the naive sense. We work more; everybody is more active; the group feels more cohesive.

    The downside is that they also both tend to reduce the quality of the work and increase busywork.

    1. ​​On that of the highest authority​​
    2. ​​Personal Information Management (PIM)​​
    • productivity
    • collaboration
    • information
  • Pair Design: Better Together

    A Book by Gretchen Anderson & Christopher Noessel
    mmbolg.files.wordpress.com

    Pair design is the counterintuitive practice of getting more and better UX design done by putting two designers together as thought partners to solve design problems. It’s counterintuitive because you might expect that you could split them up to work in parallel to get double the design done, but for many situations, you’d be wrong. This document will help explain what pair design is, how it works, and tour through the practicalities of implementing it in your practice.

    1. ​​It involves two brains​​
    2. ​​A distinct and complementary stance​​
    3. ​​Gens and synths​​
    4. ​​We come as a team​​
    5. ​​Starting off with pair design​​
    • design
    • collaboration
  • Asynchronous Design Critique: Getting Feedback

    An Article by Erin Casali
    alistapart.com

    Getting feedback can be thought of as a form of design research. In the same way that we wouldn’t do any research without the right questions to get the insights that we need, the best way to ask for feedback is also to craft sharp questions.

    • feedback
    • iteration
    • design
    • collaboration
  • When we were all together in-person

    A Quote
    www.theverge.com

    “We believe that in-person collaboration is essential to our culture and our future,” said Deirdre O’Brien, senior vice president of retail and people, in a video recording viewed by The Verge. “If we take a moment to reflect on our unbelievable product launches this past year, the products and the launch execution were built upon the base of years of work that we did when we were all together in-person.”

    • collaboration
    • work
    • making
  • Building Momentum

    An Article by Dan Mall
    danmall.com

    Fight the Waterfall

    Start all of the pieces of work a little bit earlier. The key to starting work early is not succumbing to the pressure of having to finish the work. Don’t worry about finishing. If you’re a developer, you can start doing things while your design or information architect are working because a lot of your work actually isn’t dependent on their work. Some of it is, so you probably won’t be able to finish, but that shouldn’t stop you from starting.

    Share Work-in-Progress Early and Often

    When you share work-in-progress, share it with the caveat that no feedback is needed at this point. You’re simply sharing it to let people know where you are. For example, if you have to make 12 wireframes, share it when you finish 2 or 3. Rather than spending a whole week to drop 12 wireframes, share 2 – 3 wireframes every 2 days. The more often you do this, you start to build rhythm, and rhythm builds momentum.

    • process
    • work
    • collaboration
  • The Small Group

    An Article by James Mulholland
    jmulholland.com

    Lying somewhere between a club and a loosely defined set of friends, the SMALL GROUP is a repeated theme in the lives of the successful. Benjamin Franklin had the Junto Club, Tolkien and C.S. Lewis had The Inklings, Jobs and Wozniak had Homebrew.

    Around a dozen members is the sweet spot of social motivation: small enough to know everyone, yet large enough that the group won’t collapse if one or two members’ enthusiasm wanes; small enough that you are not daunted by competing with the whole world, yet large enough that you still need to be on your toes to keep up.

    1. ​​Seeing Is Forgetting the Name of the Thing One Sees​​
    2. ​​Mutual appreciation​​
    3. ​​Scenius​​
    4. ​​Tossing an idea around​​
    • teamwork
    • creativity
    • innovation
    • collaboration

    I also think of artist collectives like Robert Irwin's early work at the Ferus Gallery. But it also seems that you can't just get any 12 people together and have it work as a truly creative SMALL GROUP – most startups I feel would not necessarily fit this description. Probably the members need to be doing the same kind of work, not just working on the same thing.

  • Scenius

    A Definition by Brian Eno
    kk.org

    Scenius stands for the intelligence and the intuition of a whole cultural scene. It is the communal form of the concept of the genius.

    1. ​​The Small Group​​
    2. ​​Mutual appreciation​​
    3. ​​Tossing an idea around​​
    • culture
    • genius
    • creativity
    • collaboration
  • 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.

    1. ​​The Small Group​​
    2. ​​Scenius​​
    • collaboration
    • teamwork

See also:
  1. design
  2. teamwork
  3. creativity
  4. process
  5. work
  6. making
  7. innovation
  8. culture
  9. genius
  10. art
  11. quality
  12. function
  13. feedback
  14. iteration
  15. productivity
  16. information
  17. products
  18. ownership
  19. holism
  20. advertising
  21. microsites
  22. decisions
  23. ideas
  1. Dan Mall
  2. Baldur Bjarnason
  3. James Mulholland
  4. Brian Eno
  5. Matt Webb
  6. Lawrence Wechler
  7. Robert Irwin
  8. Erin Casali
  9. Gretchen Anderson
  10. Christopher Noessel
  11. Nigel Cross
  12. Anita Clayburn Cross
  13. Yuhki Yamashita
  14. Renan Le Caro
  15. Kathy Sierra