barnsworthburning.net
- What this site is
- Colophon
- Contact me
- Shortlist of interesting spaces
- Behind the scenes
Most likely to succeed in defining Japanese aesthetics is a net of associations composed of listings or jottings, connected intuitively, that fills in a background and renders the subject visible.
For a person just getting started in some area of natural history, and unabashed focus on list-chasing is a good thing, at least for a while. The trick is knowing when to stop.
Cover art for Alan Fletcher's wonderfully expansive commonplace book.
The idea of “evergreen” content naturally contrasts with its opposite. I am going to call that non-evergreen content “deciduous” because I wasn’t bullied enough as a child.
Once you see that an answer is not serving its question properly anymore, it should be tossed away. It's just their natural life cycle.
They usually kick and scream, raising one hell of a ruckus when we ask them to leave. Especially when they have been with us for a long time.
You see, too many actions have been based on those answers. Too much work and energy invested on them. They feel so important, so full of themselves. They will answer to no one. Not even to their initial question!
Something interesting about the design of Twitter is that it doesn’t have much of a way of rewarding curation, only authorship.
...I’m inclined to think that the mechanisms of distribution of information are very important, and I think figuring out ways to reward good curation is probably an important thing.
...I don’t really know what the solution is here, but I do think that finding and curating good links and bits of information is useful, and something that should be rewarded more than it currently is.
Collect the Web,
Express Yourself.Collect what truly matters to you from the web. It's who you are. Like-minded people will find and learn from you.
Glasp is a social highlighting app that allows you to highlight and tag what you think is important while reading articles or watching videos on the web.
Cataloguing the underrated creativity of menus from around the world.
Assemblages are passional, they are compositions of desire. There is no desire but assembling, assembled desire.
Throughout his career, Wilson often answered fan mail and outside requests for his time with this form postcard:
Edmund Wilson regrets that it is impossible for him to: Read manuscripts, write books and articles to order, write forewords or introductions, make statements for publicity purposes, do any kind of editorial work, judge literary contests, give interviews, conduct educational courses, deliver lectures, give talks or make speeches, broadcast or appear on television, take part in writers' congresses, answer questionnaires, contribute to or take part in symposiums or 'panels' of any kind, contribute manuscripts for sales, donate copies of his books to libraries, autograph books for strangers, allow his name to be used on letterheads, supply personal information about himself, supply photographs of himself, supply opinions on literary or other subjects.
- Think like a gardener, not an architect: design beginnings, not endings
- Unfinished = fertile
- Artists are to cities what worms are to soil.
- A city’s waste should be on public display.
- Make places that are easy for people to change and adapt (wood and plaster, as opposed to steel and concrete.)
- Places which accommodate the very young and the very old are loved by everybody else too.
- Low rent = high life
- Make places for people to look at each other, to show off to each other.
- Shared public space is the crucible of community.
- A really smart city is the one that harnesses the intelligence and creativity of its inhabitants.
- The best way to improve software UX is regular direct observation, by everybody on the team, of the work done.
- Have some personality.
- Minimalism is garbage.
- Metaphors are fantastic.
- Naming things is fantastic.
- Try to write HTML that would make sense and be usable without the CSS.
- The buyer is quite often wrong. That fact never changes their mind.
- Working on a functioning app’s codebase does more to increase its quality than adding features.
- A good manager will debate you, and that’s awesome.
- The term ‘project’ is a poor metaphor for the horticultural activity that is software development.
Laurel’s birthday: March 15. [These are] a few of her favorite things.
I like words, and I note down ones that catch my eye as we cross paths.
Sometimes I read over the list, random access style, just to remind myself of forgotten thoughts. Each word is a bookmark into a little cascade of concepts in my brain.
So because I’d like to keep these words somewhere I can find them in the future, I’m putting them here.
Storm Doris Mimecom Cloudbleed Athleisure Cromwell H7N9 Trappist-1 ... (+448)
It’s frustrating to have done something really important and later realize that you didn’t get rewarded for it just because the people making the decision didn’t understand or remember what you did.
The tactic is pretty simple! Instead of trying to remember everything you did with your brain, maintain a “brag document” that lists everything so you can refer to it when you get to performance review season!
Things I‘ve read, people I‘ve tried to learn from, and things I‘ve done to become a better designer. This is an idiosyncratic list reflecting what has helped me along the way, rather than an exhaustive list of design classics.
Though the list leans toward theory — principles are more durable than technique — I offer a few ideas further down about how to practice design. It also leans toward information design, because the task of presenting rich, dense information in an accessible way is ultimately the task of any digital product.
A curated list of sites with an extra bit of fun.
- What sort of person will the use of this technology make of me?
- What will the use of this technology encourage me to notice?
- Does the use of this technology bring me joy?
- What limits does the use of this technology impose upon me?
- Upon what systems, technical or human, does my use of this technology depend? Are these systems just?
I've been fortunate enough to meet some of my heroes, but I still have a long way to go.
This is a list of people I'd like to high five IRL.
Despite the furor over their aggressive unmanliness, clerks, and with them the office, crept silently into the world of nineteenth-century America. Moral philosophers were mostly preoccupied with the clang of industrialization and its satanic mills, and most regarded as negligible the barely audible scratch of pens across ledgers and receipts that characterized the new world of clerical work. It was only a “dry, husky business,” as the narrator of Bartleby had it.
As office buildings grew taller, and flammability became a problem, steel file cabinets replaced wooden ones – the tall cabinets mimicking the shape of the skyscraper, such that the “file” seemed to be a metaphorical stand-in for the office itself. “Each office within the skyscraper,” C. Wright Mills would argue some years later, “is a segment of the enormous file, a part of the symbolic factory that produces the billion slips of paper that gear modern society into its daily shape.” Aldous Huxley, in his dystopian novel Brave New World, could imagine no more powerful symbol of a totally bureaucratized world than the idea of each person having his or her name on a file.
“In the past the man has been first. In the future the system must be first.” — Fred W. Taylor
Taylorism was a way of thinking that came at the expense of the workers’ own knowledge of their system. Taylor summed up his philosophy thus:
“It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standard and enforcing this cooperation rests with the management alone.”
The unscripted practices of the old offices would remain, but as a kind of subterfuge: in the future, a leisurely pace wouldn’t be the norm; time would not be given, but stolen.
By separating knowledge from the basic work process (“the separation of conception from execution,” as Harry Braverman once put it), in the factory as well as the office, the ideology of Taylorism all but ensured a workplace divided against itself, both in space and in practice, with a group of managers controlling how work was done and their workers merely performing that work.
Somewhat more dangerously, this division put into serious doubt the notion that office workers were, as a whole, on the way up. It became increasingly clear from the shape of the offices themselves, and from the distance between the top and the bottom rungs of the “ladder”, that some workers were never going to join the upper layers of management. For some, work was always, frankly, going to suck.
The formula that Sullivan coined to explain this individualist-conformist principle has become a commonplace of architectural history: “Form follows function.” The envelope of the building was to reflect no particular style, no empty ideal, but rather, with as pure a transparency as possible, the shape and feel of the interior. It was the office that determined the skyscraper – a fact that might have had a beneficial effect on the form of the office itself.
But the result was the opposite: few conceptions of the office have had a more deleterious effect on the human work environment. The title of an influential work by the architectural historian Carol Willis gives us a better, if less palatable, explanation: Form follows Finance. For by and large, making an office “functional” had less to do with making it serve the needs of a particular corporation and much more with serving any corporation. The point was not to make an office building per specification of a given company, but rather to build for an economy in which an organization could move in and out of a space without any difficulty. The space had to be eminently rentable.
This was not meant to be like Bell Labs; there were no expectations that the clerical workers would run into their managers in a “serendipitous encounter” and produce a new innovation. The ideas was rather to create a workplace in which status barriers seemed to dissolve, in which participation and friendliness all around made the work environment look less like the white-collar factory it was.
“The caveman was undoubtedly very pleased to find a good cave but he also undoubtedly positioned himself at the entrance looking out. Protect your back but know what is going on outside is a very good rule for survival. It is also a good survival rule for life in offices.” — Robert Propst, The Office: A Facility Based on Chicago
An organic, almost forest-like office layout.
There is an affinity with certain planned “landscapes” of the natural world – namely, the classic Italian Baroque garden. In the sample plans the Schnelle brothers devised, the arrangement of desks seems utterly chaotic, totally unplanned – a mess, like a forest of refrigerator magnets. But, as with the seemingly “wild” overgrowth of a “natural” garden, the office landscape is more thoroughly planned than any symmetrical and orderly arrangement of desks. Imaginary lines wend their way around every cluster, delineating common pools of activity; between and through the undergrowth of clusters are invisible, sinuous paths of work flow.
In the end, noise would always be a problem, when quiet was not placed at a premium. Interaction and communication were conceived of as norms in the landscaped office; introspection and concentration were sidelines. In the rush to open-plan the world, some crucial values for the performance of work were lost.
The cubicle had the effect of putting people close enough to each other to create serious social annoyances, but dividing them so that they didn’t actually feel that they were working together. It had all the hazards of privacy and sociability but the benefits of neither. It got so bad that nobody wanted them taken away; even those three walls offered some kind of psychological home, a place one could call one’s own. All these factors could deepen the frenzied solitude of an office worker.
Working in the typical dot-com office was an admixture of frenetic pace and a relaxed overall atmosphere, exemplifying that chilled-out anxiety which was the general mood of the 1990’s.
The office, Chiat argued, had become the site of a turf war, not a place to do work. Changing the office “means focusing on doing great work instead of focusing on agency politics,” he argued. “You come to work because the office is a resource.”