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 collaborationdecisions
Adding up to hair-brained I have for myself come to the point where I say that people or groups or governments make the decisions that make sense to them, even if they look totally hair-brained to me. My task then is to figure out the constellation of forces, the pushes and pulls, that in fact do add up to that hair-brained decision-making. Then we can go into the next iteration and say, "What can we do about the balance of the push and the pull that seems to result in totally non-constructive decisions?" Ursula M. Franklin, Every Tool Shapes the Task decisionsrationality
It was all change until the very last second Every work of literature is the result of thousands and thousands of decisions. Intricate, minute decisions—this word or that, here or where, now or later, again and again. It's the living tissue of a writer's choices, Not the fossil record of an ancient, inspired race. Verlyn Klinkenborg, Several Short Sentences About Writing A concept of style decisionscraft
Tracing the answer back I submit that the materials that form the precursors to a product’s implementation have considerable value on their own. My vision is that I will be able to ask a question as mundane as one about the wording of a single button, and trace the answer all the way back to the overarching business strategy to see that it makes sense. Dorian Taylor, Skeleton, Organs, Circulation, Sinew, Skin decisions
Art and science "What the artist does is essentially the same as the scientist. In other words, what you do when you start to do a painting is that you begin with a basic idea, a hypothesis of what you're setting out to do. Then it's just a million yes-no decisions. You try something in the painting, you look at it, and you say, 'N-n-no.' You sort of erase it out, and you move it around a little bit, put in a new line; you go through a million weighings. It's the same thing in science, the only difference in the character of the product." Lawrence Wechler & Robert Irwin, Seeing Is Forgetting the Name of the Thing One Sees sciencedecisionschoice
The complexity and the gray One thing I assume of age is weariness. Damned if I don’t get more tired every day. Tired of what I do, following arcs like lobbed rocks — the inevitability of truth. But the complexity and the gray lie not in the truth, but in what you do with the truth once you have it. Rian Johnson, Knives Out truthlifeagedecisions
The management strategy that saved Apollo 11 An Article by Matthew Ström matthewstrom.com In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating. Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon. Central planning gives poor resultsBeware SAFe, an Unholy Incarnation of Darkness managementdecisionstrust
Goodbye, Google An Article by Douglas Bowman stopdesign.com Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions. With every new design decision, critics cry foul. Without conviction, doubt creeps in. Instincts fail. “Is this the right move?” When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. Remove all subjectivity and just look at the data. Data in your favor? Ok, launch it. Data shows negative effects? Back to the drawing board. And that data eventually becomes a crutch for every decision, paralyzing the company and preventing it from making any daring design decisions. Yes, it’s true that a team at Google couldn’t decide between two blues, so they’re testing 41 shades between each blue to see which one performs better. I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that. I’ve grown tired of debating such minuscule design decisions. There are more exciting design problems in this world to tackle. designdecisionsdata
Collaborative Information Architecture at Scale An Article by Brandon Dorn www.viget.com Here I describe an approach for defining new information architectures for large organizational websites managed by many stakeholder groups. Broadly speaking, there are four general phases to the approach: Auditing. Begin by immersing yourself in existing content and encourage stakeholders to adopt a critical, audience-minded perspective of their content. Diagramming. Work with stakeholders to develop new conceptual categories that better serve audiences and organizational direction. Elaborating. Think through content in detail and test new categories against specific instances and edge cases. Producing. Prepare content teams for production using a shared database of new sitemap pages and editorial considerations that you’ve developed incrementally. Half of design is facilitation The Ladder of AbstractionA Pattern Language decisionsorganizationpatternsanalytics
Design System as Style Manual With Web Characteristics An Article by Dorian Taylor doriantaylor.com In my opinion, what makes a designer competent is precisely their ability to credibly justify their conclusions. If you can’t do this as a designer—no matter how successful your results are—then neither I nor anybody else can tell if you aren’t just picking things at random. What I am proposing, then, is no less than to make a designer’s entire line of reasoning a matter of permanent record. On the surface is the familiar set of prescriptions, components, examples and tutorials, like you would expect out of any such artifact. Attached to every element, though, is a little button that says Why? You click it, and it tells you. The proximate explanation will probably not be very satisfying, so you click on the next Why? until you get to the end, at which point you are either satisfied with the explanation, or you aren’t. The Design of Design decisionsdesignsystemsstyle
A Burglar's Guide to the City A Book by Geoff Manaugh burglarsguide.com To commune with the spaceEvery building is infinitePutting the streets to useTopology by other meansBurglary's White Whale+13 More Picking locks with audio technologyThe axis of movementLearning to walk through walls architecturecitiesurbanismcrimetheft
To commune with the space ...having realized long ago that the best way to commune with an architectural space was by breaking into it. crime
Every building is infinite For the burglar, every building is infinite. House of Leaves architecture
Putting the streets to use Tad Friend writes, if you build “nine hundred miles of sinuous highway and twenty-one thousand miles of tangled surface streets” in one city alone, then you’re going to find at least a few people who want to put those streets to use. This suggests that every city blooms with the kinds of crime most appropriate to its form. Burglary's White Whale transportationurbanismcrime
Topology by other means The burglar is a three-dimensional actor amid the two-dimensional surfaces and objects of the city. This means operating with a fundamentally different spatial sense of how architecture should work, and how one room could be connected to another. It means seeing how a building can be stented: engineering short-circuits where mere civilians, altogether less aggressive users of the city, would never expect to find them. Burglary is topology pursued by other means: a new science of the city, proceeding by way of shortcuts, splices, and wormholes. spacetopology
Burglary's White Whale If all cities already contain the crimes that will occur there, then, taken to its logical conclusion, this suggests there might be a kind of Moby-Dick of crime, a White Whale of urban burglary: a town or city so badly designed that the entire place can be robbed in one go. Putting the streets to useInvisible Cities
Tarzan of the concrete jungle Weissmuller was most famous for playing Tarzan, and swinging into his apartment from a ledge outside had a wild irony, like some new Tarzan of the concrete jungle updating the character for an urban age.
The source code for SimCity Local Code was Sorkin’s attempt to design a whole city from scratch—with one big twist. The whole thing had been written as if it were the byzantine, nearly impossible to follow codes and regulations for an entire, hypothetical metropolis. The effect is like stumbling upon the source code for SimCity. Sorkin’s exhaustively made point was that, if you know everything about a given metropolis, from its plumbing standards to its parking requirements, its sewer capacity to the borders of its school districts, then you could more or less accurately imagine the future form of that city from the ground up. Local Code: The Constitution of a City at 42º N Latitude rulesregulations
Architectural dark matter Every building had its rhythms. These service corridors were the internal hinterlands—the architectural dark matter—so beloved by Bill Mason. Sonorisms I euphonyinfrastructure
Vamburglars Burglary was originally only possible in a household or dwelling; the very word contains an etymological variant on the Latin burgus, for “castle” or “fortified home” (from which other words, such as burgher and even borough, also derive). Common law definitions of burglary also originally required the person to break into a house or dwelling at night. Giving historical burglary an oddly vampiric dimension, you could not, legally speaking, be a burglar while the sun was still out. darkness
The close Think of it as an invisible geometric shape perceptible only to lawyers—a conceptual pane of glass that might not have kept the rain out but could, for legal purposes, be used to define the original limits of the car’s interior. This is the close, and defining it is ultimately just a form of connecting the dots: drawing an imaginary line from the corner of an open window to the edge of a nearby wall to the front gate of a home garden, and so on. Breaking the close thus constitutes entry into a “protected interior” or “specified enclosure". law
To deter crime “To deter crime,” Cisneros explains, “spaces should convey to would-be intruders a strong sense that if they enter they are very likely to be observed, to be identified as intruders, and to have difficulty escaping.” Eyes on the street
Architectural sequences Noted designer and architectural theorist Bernard Tschumi would call the predictable repetition of events inside an architectural space a sequence: a linear series of actions and behaviors that are at least partially determined by the design of the space itself. Architectural screenplays architecturebehaviorux
Architectural screenplays Tschumi began to explore this notion through what he called screenplays: each “screenplay” was a black-and-white diagram breaking down a range of events that might occur inside an architectural space. Tschumi drew them in a way that resembled dance notation or the spatial analysis of a film scene. Architectural sequences
The City of Light Streetlights were one of many new patrol tools implemented by Louis XIV’s lieutenant general of police, Gabriel Nicolas de la Reynie. De la Reynie’s plan ordered that lanterns be hung over the streets every sixty feet—with the unintended side effect that Paris soon gained its popular moniker, the City of Light. The world’s most romantic city takes its nickname from a police operation. urbanism
Spatial expectations Loya, who served seven years in prison for multiple bank heists before becoming a writer, explained to me that it was during the getaway that he often had the best chance of thwarting people’s spatial expectations. In his case, this meant that what he did immediately after leaving the bank was often the most important decision of all. Bandits
The getaway to end all getaways Any attempt to track down the perfect getaway is made all the more complex because almost everything we know about burglary—including how they did (or did not) get away—comes from the burglars we’ve caught. As sociologist R. I. Mawby pithily phrases this dilemma, “Known burglars are unrepresentative of burglars in general.” Great methodological despair is hidden in such a comment. Studying burglary is thus a strangely Heisenbergian undertaking, riddled with uncertainty and distorted by moving data points. The getaway to end all getaways—the one that leaves us all scratching our heads—to no small extent remains impossible to study. failure
Every heist is a counterdesign Heists obsess people because of what they reveal about architecture’s peculiar power: the design of new ways of moving through the world. Every heist is thus just a counterdesign—a response to the original architect. crimearchitecture
All the things we want to do This is precisely where “burglary” becomes a myth, a symbol, a metaphor: it stands in for all the things people really want to do with the built environment, what they really want to do to sidestep the obstacles of their lives. Rage rooms urbanismlife