There was a germ of something there. And it’s the same thing that causes people to want to be poets instead of bankers. I think that’s a wonderful thing, and I think that same spirit can be put into products, and those products can be manufactured and given to people and they can sense that spirit. If you talk to people that use the Macintosh, they love it. I mean you don’t hear people loving products very often. But you could feel it, there was something really wonderful there.
So I don’t think that most of the really best people that I’ve worked with have worked with computers for the sake of working with computers. They work with computers because they are the medium that is best capable of transmitting some feeling that you have that you want to share with other people. And before they invented these things, all these people would have done other things. But computers were invented, and they did come along, and all these people did get interested in them, either in school or before school, and said “Hey, this is the medium that I think I can say something in."
The inevitable reciprocation that occurs between the act of drawing and the thinking associated with it. The hand moves, the mind becomes engaged, and vice versa. We might ask: How much does the medium of expression actually constrain a design process?
A medium has a way of constraining our choices, and this influence may not involve conscious choice at all. The planner, in the end, sees and understands only those things for which they can provide expression.
Idiolect is an individual's unique use of language, including speech. This unique usage encompasses vocabulary, grammar, and pronunciation.
An idiolect is the variety of language unique to an individual. This differs from a dialect, a common set of linguistic characteristics shared among a group of people.
There was a time when owning digital space seemed thrilling, and our personal sites motivated us to express ourselves. There are signs of a resurgence, but too few wish to make their digital house a home.
When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us.
However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap.
If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong.
Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question.
And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question.