Constraints
The minimum condition
You can almost tell which software they were designed in
One brick
To abandon control
Constrained by the medium
The fountainhead of beauty
Freedomless freedom
Hand and brain design
The 1916 Zoning Resolution
Autonomous constraints
When Movable Type ate the blogosphere
Any imaginable shape
A normal wooden pencil
Every exit is an entrance somewhere
When design gets too easy
Design has invariably exhibited styles because some clear limitations on freedom of choice are psychologically necessary to nearly all designers. When design gets too easy it becomes difficult.
Changing constraints
The Constraints Keep Changing
The explicit listing of known constraints in the design program helps here. The designer can periodically scan the list, asking, “Can this constraint now be removed because the world has changed? Can it be entirely circumvented by working outside the design space?”
The momentum of making
Limitations narrow a big process into a smaller, more understandable space to explore. It’s the difference between swimming in a pool and being dropped off in the middle of the ocean with no land in sight. Those limitations also become the basis for the crucial first steps in improvisation. After those, the momentum of making accelerates as ideas are quickly generated without judgment.
Necessity
Loos's need to respond positively to the difficulties he encountered appeared in the errors that occurred during the construction of the Villa Moller. When the foundations were not laid as specified, he could not afford to dig them up and start again; instead, Loos thickened the form of one side wall to accommodate the mistake, making the thickened wall and emphatic side frame for the front. The formally pure properties of Villa Moller were achieved by working with many similar mistakes and impediments Loos had to take as facts on the ground; necessity stimulated his sense of form. Wittgenstein, knowing no financial necessity, had no such creative dialogue between form and error.
“Design” is now “Product”
An Article by Dorian TaylorDesign has very little to do with what tools or methodologies you use, or what your job title is, or what you have a degree in, or even anything like “creativity”; design is about your relationship to constraints. Rather: to what extent are you defining constraints rather than just obeying them? Design is about taking a universe of possibilities and converging onto exactly one outcome. Being handed a set of constraints which you treat like immutable laws of physics (because many of them are) and solving within that envelope is what engineering is. To wit: what most designers are doing most of the time is actually a form of engineering, and engineers are always doing at least some design.
This is because genuine design—the power to define constraints—is a privileged political position within an organization, and not everybody can occupy it. In other words, the “seat at the table” comes first. Design is Steve Jobs infamously dropping an iPod prototype into his fish tank, pointing at the bubbles coming out and yelling at his staff to make it thinner. It doesn’t matter what your title is; Jobs is the designer in that scenario.
Delight is constraints, joyfully embraced
An Article by Craig ModAnd what is delight? For me, delight is born from a tool’s intuitiveness. Things just working without much thought or fiddling. Delight is a simple menu system you almost never have to use. Delight is a well-balanced weight on the shoulder, in the hand. Delight is the just-right tension on the aperture ring between stops. Delight is a single battery lasting all day. Delight is being able to knock out a 10,000 iso image and know it'll be usable. Delight is extracting gorgeous details from the cloak of shadows. Delight is firing off a number of shots without having to wait for the buffer to catch up. Delight is constraints, joyfully embraced.
The Design Diagram
An Idea by Charles Eames & Ray EamesThis Eames drawing, often referred to as the Design Diagram, was created for a 1969 exhibition at the Louvre entitled, What is Design? Charles and Ray mailed it to the exhibition curator to augment their answers to a series of questions she had posed.
Recognizing Constraints
An Article by Jeremy WagnerSuper Nintendo games were the flavor of the decade when I was younger, and there’s no better example of building incredible things within comparably meager constraints. Developers on SNES titles were limited to, among other things:
- 16-bit color.
- 8 channel stereo output.
- Cartridges with storage capacities measured in megabits, not megabytes.
- Limited 3D rendering capabilities on select titles which embedded a special chip in the cartridge.
Despite these constraints, game developers cranked out incredible and memorable titles that will endure beyond our lifetimes. Yet, the constraints SNES developers faced were static. You had a single platform with a single set of capabilities. If you could stay within those capabilities and maximize their potential, your game could be played—and adored—by anyone with an SNES console.
PC games, on the other hand, had to be developed within a more flexible set of constraints. I remember one of my first PC games had its range of system requirements displayed on the side of the box:
- Have at least a 386 processor—but Pentium is preferred.
- Ad Lib or PC speaker supported—but Sound Blaster is best.
- Show up to the party with at least 4 megabytes of RAM—but more is better.
Embracing design constraints
An Article by Adrian RoselliConstraints have been shown to generally improve innovation. Giving targets and parameters helps ensure a team is working in unison. Identifying what is out of bounds can further focus that team.
The Microsoft Sound
A Quote by Brian EnoThe thing from the agency said, "We want a piece of music that is inspiring, universal, blah- blah, da-da-da, optimistic, futuristic, sentimental, emotional," this whole list of adjectives, and then at the bottom it said "and it must be 3 1/4 seconds long."
I thought this was so funny and an amazing thought to actually try to make a little piece of music. It's like making a tiny little jewel.
In fact, I made 84 pieces. I got completely into this world of tiny, tiny little pieces of music. I was so sensitive to microseconds at the end of this that it really broke a logjam in my own work. Then when I'd finished that and I went back to working with pieces that were like three minutes long, it seemed like oceans of time.
Managing Oneself
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.
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.
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.
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.
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.
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?
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.
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?
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.
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.
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 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?
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.