It is unusual to find such mismatched elements on a single facade as this fine stonework coexisting with these stained and rotting shutters, on a house in the fortified town of Feltre, in the northern Italian province of Belluno.
Where considerable labour lies behind the cutting and fitting of the stone, the timber planks have been left in their raw state, with no paint or carved decoration. Even the iron hinges are of the plainest variety.
We should note that all of these places of thermal extremes (Finnish saunas, Japanese hot baths, American beaches and mountains) have their opposites close at hand. There are possibly two reasons for having the extremes right next to each other.
The first is physiological: the availability of extremes ensures that we can move from one to the other to maintain a thermal balance.
The second might be termed aesthetic: the experience of each extreme is made more acute by contrast to the other.
Works of art which have great life often have intense contrast within: rough/smooth, solid/void, loud/silent, empty/full. It is the difference between opposites which gives birth to something. Contrast is what often gives other principles their degree of life – the intensity of the boundary, the markedness of the alternating repetition.
Contrast strengthens centers by making each a deeper entity of itself, and thereby giving deeper meaning to both. It is, at its simplest, what allows us to differentiate. But meaningless contrast remains meaningless. It is only when centers are actively, mutually, and meaningfully composed that it acts to deepen the whole.
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.