Details
The subtlest slightest kinds of differences
I am here
Scoop it up and whisk it away
It's not just a little thing
Good for the next man
Feeble and ugly
Rain Chains & Musical Drains
Conversations, not commandments
Good software comes from a vision, combined with conversations not commandments. In a craft-focused environment, care for efficiency, simplicity, and details really do matter. I didn’t leave my last job just because I wanted to make something new. I left because I wanted to make it in a way I could be proud of.
Modularity
One of the most pervasive features of these buildings is the fact that they are “modular.” They are full of identical concrete blocks, identical rooms, identical houses, identical apartments in identical apartment buildings. The idea that a building can - and ought - to be made of modular units is one of the most pervasive assumptions of twentieth-century architecture.
Nature is never modular. Nature is full of almost similar units (waves, raindrops, blades of grass) - but though the units of one kind are all alike in their broad structure, no two are ever alike in detail.
The same broad features keep recurring over and over again. And yet, in their detailed appearance these broad features are never twice the same.
Designing detail
My heart belongs to the details.
I actually always found them to be more important than the big picture.
Nothing works without details.
They are everything, the baseline of quality.Truly functional design only comes from the most careful and intense attention to detail.
Although he did not directly design all products and even had very little to do with some of them, he constantly encouraged tiny improvements that could make a good design better. This attention to detail ranged from the acuteness of angles in forms; the size, feels and distances between switches; the integration of handle fixings; the placement and nature of graphic elements on the products themselves and extended to product photography and packaging.
Designing detail is about achieving a fine balance in all aspects and areas of the product, including those external to the object.
Incidental details
In these journals lay the incidental details by which a book can be differentiated from a set of scientific articles. Such incidental details can become ends in themselves.
What you have observed closely
Drawing requires that you pay attention to every detail—even the seemingly unimportant ones. In creating an image (no matter how skillfully), the lines and tones on the paper provide ongoing feedback as to what you have observed closely and what you have not.
A cumulative effect
It is a cumulative effect, this character. It results from the combined impact of the design of a great many separate things, none of which is so very atrocious but too many of which are flatly negative, wanting. The design of each single thing in the environment, however small it may be, is really important.
A few millimeters apart
Aesthetes force us to consider whether happiness may not sometimes turn on the presence or absence of a fingerprint, whether in certain situations beauty and ugliness may not lie only a few millimeters apart, whether a single mark might not wreck a wall or an errant brush stroke undo a landscape painting.
The inner nature of material
The work of an artist in getting the details that he wants is greatly facilitated if he selects a material whose inner nature makes it want to take the desired shape.
Theatre Epidaurus, Greece, 330 BC
Mounting the massive cut stone stairs [of the amphitheater], we note the way in which the overhanging front edge of each seat folds down to form the first step up to the next section, the second step being the front edge of the foot space of the next set of seats. This detail is complemented by the way the undercut beneath the front edge of each seat is curved rather than sharp-edged — a detail that, being hidden in the shadows, is first revealed by our touch. An equally subtle detail is the way each stone seat is lifted slightly above the level of the foot space behind it, so that one does not set foot on the surface upon which others sit.
Warmed by the afternoon sun
Textbooks on water-system engineering state that supply mains are generally installed on the north side of the street in the Northern Hemisphere and on the south side in the Southern Hemisphere, so that the sun will warm them. In both hemispheres they are supposed to be on the east side of north-south streets, on the premise that the afternoon sun is warmer than the morning sun.
We must get our hands dirty!
We must get our hands dirty!In every work of architecture, the construction details are the heart of the project, and the true makers of the project are the ones who make the details, who make the materials directly, and who are not afraid to get dirt
under their fingernails.
Eggs, Easter and poached
When a site is done with care and excitement you can tell. You feel it as you visit, the hum of intention. The craft, the cohesiveness, the attention to detail is obvious. And in turn, you meet them halfway. These are the sites with the low bounce rates, the best engagement metrics, the ones where they get questions like “can I contribute?” No gimmicks needed.
What if you don’t have the time? Of course, we all have to get things over the line. Perhaps a challenge: what small thing can you incorporate that someone might notice? Can you start with a single detail? I didn’t start with a poached egg in my breakfast, one day I made a goofy scrambled one. It went on from there. Can you challenge yourself to learn one small new technique? Can you outsource one graphic? Can you introduce a tiny easter egg? Say something just a little differently from the typical corporate lingo?
Cloudbusting
An Article by Daisy AliotoIt is fun to revisit memories this way, a digital stamp in my weather passport, where everything can be contained in a forecast and Stockholm sits between Vilnius and London by sheer chance. It has also been a way to feel close to people I love while traveling, to know whether it is raining where they are.
As with most technology, this is artistry by committee. There is no Thomas Cole waiting in the wings. But someone has to animate the stars, to decide when to streak one across the screen–to play god in our pockets.
The other way to build a massive tech company - doing it slowly
A Podcast by Howie LiuI like to think about the early years of [Airtable] as not only a great time for us to be patient and to get a lot of details right in the product. I think some of those details had to be done in a slow, deliberate way with a small team. You can't necessarily parallelize the design and development of a really detail-oriented product.
Care for the Text
An Article by Robin RendleWhenever I’m stuck pondering the question: "How do I make this website better?" I know the answer is always this: Care for the text.
Without great writing, a website is harder to read, extremely difficult to navigate, and impossible to remember. Without great writing, it’s hardly a website at all. But it’s tough to remember this day in and day out—especially when it’s not our job to care about the text—yet each and every <p> tag and <button> element is an opportunity for great writing. It’s a moment to inject some humor or add a considerate note that helps people.
…These are the details that make a good website great.
Intelligent arrows
A Fragment by Chris CoyierReminds me of a little feature I like in Notion where if you type dash-arrow (like ->) it turns into → — but intelligently — like it doesn’t do that with inline code or a code block.
Subtilitas
A BlogSUBTĪLITĀS (latin; noun f., 3rd):
fineness of texture, logic, detail; slenderness, exactness, acuteness; sharpness : precisionI recommend eating chips
An Essay by Sam AndersonJoin me. Grab whatever you’ve got. Open the bag. Pinch it on its crinkly edges and pull apart the seams. Now we’re in business: We have broken the seal. The inside of the bag is silver and shining, a marvel of engineering — strong and flexible and reflective, like an astronaut suit. Lean in, inhale that unmistakable bouquet: toasted corn, dopamine, America, grief! We are the first humans to see these chips since they left the factory who knows when. They have been waiting for us, embalmed in preservatives, like a pharaoh in his dark tomb.
Why YKK zippers are the brown M&Ms of product design
An Article by Josh CentersA ‘pro tip’ for evaluating the quality of a piece of gear is to look at the small details, such as zippers and stitching. Cheap-minded manufacturers will skimp on those details because most people just don’t notice, and even a cheap component will often last past a basic warranty period, so it’s an easy way to increase profits without losing sales or returns.
If a designer does bother to invest in quality components, that’s a tried-and-true sign that the overall product is better than the competition.
littlebigdetails
A Blog by Floris DekkerLittle Big Details is a curated collection of the finer details of design.
As Charles & Ray Eames put it:
“The details are not the details; they make the product.”
This is intended to be a source of inspiration.
Created and curated by Floris Dekker. Alumni: Andrew McCarthy.
80/20 is the new Half-Ass
An Article by Shawn WangThe Pareto Principle is making you lazy.
Let me be more precise: The Pareto distribution is a useful model of power law effects in real life. But people are using it poorly, primarily as an excuse to be lazy.
...People forget that the devil is in the details. The first 20% everyone knows to say on Twitter. The remaining 80% is the ugly, nasty, hacky, unglamorous shit nobody talks about unless you've got time to sweat the details.
The 99% Invisible City
A Book by Roman Mars & Kurt KohlstedtMakespace.fun
An ApplicationIn today’s software, live video feeds are stuck inside static rectangles that can’t go anywhere. MakeSpace flips all that on its head. Your cursor is your live face, and you can roam free, controlling who and what you want to be close to.
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.