A realization that this leaves out something essential Nothing so fundamental lies in the realm of concern to us aggregate humans, where the need is, now, for the study of real complexity, not idealized simplicity. In every field except high-energy physics on one hand, and cosmology on the other, one hears the same. The immense understanding that has come from digging deeper to atomic explanations has been followed by a realization that this leaves out something essential. In its rapid advance, science has had to ignore the fact that a whole is more than the sum of its parts. Matter versus Materials: A Historical View knowledgecomplexityholism
Measured by the number of its features A primary cause of complexity is that software vendors uncritically adopt almost any feature that users want. Any incompatibility with the original system concept is either ignored or passes unrecognized, which renders the design more complicated and its use more cumbersome. When a system's power is measured by the number of its features, quantity becomes more important than quality. Every new release must offer additional features, even if some don't add functionality. Niklaus Wirth, A Plea for Lean Software featuresqualitycomplexity
Features and complexity Niklaus Wirth of Pascal fame wrote a famous paper in 1995 called A Plea for Lean Software. His take is that “a primary cause for the complexity is that software vendors uncritically adopt almost any feature that users want”, and “when a system’s power is measured by the number of its features, quantity becomes more important than quality”. Ben Hoyt, The small web is beautiful benhoyt.com A Plea for Lean SoftwareSpeed is a featureRequirements proliferation featurescomplexity
The multiplicity of living patterns The more living patterns there are in a thing—a room, a building, or a town—the more it comes to life as an entirety, the more it glows, the more it has this self-maintaining fire, which is the quality without a name. Christopher Alexander, The Timeless Way of Building The right overlapEach element performs many functions complexity
The kind of problem a city is Dr. Weaver lists three stages of development in the history of scientific thought: (1) ability to deal with problems of simplicity; (2) ability to deal with problems of disorganized complexity; and (3) ability to deal with problems of organized complexity. The history of modern thought about cities is unfortunately very different from the history of modern thought about the life sciences. The theorists of conventional modern city planning have consistently mistaken cities as problems of simplicity and of disorganized complexity, and have tried to analyze and treat them thus. Jane Jacobs, The Death and Life of Great American Cities Order Out of ChaosOrder Without Design problemscitiescomplexity
The difficulty of designing complexity Designers, limited as they must be by the capacity of the mind to form intuitively accessible structures, cannot achieve the complexity of the semilattice in a single mental act. The mind has an overwhelming predisposition to see trees wherever it looks and cannot escape the tree conception. Experiments suggest strongly that people have an underlying tendency, when faced by a complex organization, to reorganize it mentally in terms of non-overlapping units. The complexity of the semilattice is replaced by the simpler and more easily grasped tree form. Christopher Alexander, A City Is Not a Tree complexityintuitiondesign
Structural complexity The idea of overlap, ambiguity, multiplicity of aspect, and the semilattice are not less orderly than the right tree, but more so. They represent a thicker, tougher, more subtle and more complex view of structure. Christopher Alexander, A City Is Not a Tree structurecomplexity
Losing meaning The people who’ve proven that they can make very good individual products with the radical focus of a spotlight seem to be pushed ever further from making good ecosystems. Products are being made “consistent” with the application of so-called “design patterns,” and rather than bringing coherence to these various touch-points, the painting-on of interface standards and interaction patterns did something far less valuable. Rote consistency, in the way many seem to be going about it (Material Design being just one example), is at odds with making things be good. It simplifies what needs to remain complex. Always, when simplification is underway, meaning is being lost. Dan Klyn, What Good Means complexitysoftware
Notes on the Legibility War An Article by David R. MacIver notebook.drmaciver.com The basic idea of legibility is that the act of making something comprehensible enough to control is itself an act that shapes the thing to be controlled, often with far greater consequences than the control itself. This is because it removes complexity that is deemed as irrelevant that makes it harder to control, and that complexity may be in some way essential to the health of the system. controlsystemscomplexitylegibility
The return of fancy tools An Article by Tom MacWright macwright.com Technology is seeing a little return to complexity. Dreamweaver gave way to hand-coding websites, which is now leading into Webflow, which is a lot like Dreamweaver. Evernote give way to minimal Markdown notes, which are now becoming Notion, Coda, or Craft. Visual Studio was “disrupted” by Sublime Text and TextMate, which are now getting replaced by Visual Studio Code. JIRA was replaced by GitHub issues, which is getting outmoded by Linear. The pendulum swings back and forth, which isn’t a bad thing complexitysimplicitytoolssoftwaretechnologynotetaking
On the other side of complexity A Quote "I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity." — Oliver Wendell Holmes Jr. Don't Rush to Simplicity simplicitycomplexity
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