feedback
Control and Correlation
The fastest way to learn something is to do something
An Article by David R. MacIverSuppose you have a problem to solve. What do you do?
Well, you sit down and think real hard, and after extensive and careful planning you try the well thought out and rigorous solution that you have thought up. Right?
No, wrong! Bad.
The correct thing to do when you have a problem is:
- Think for a short amount of time.
- Make sure it is safe to try things.
- Try something you think will work.
- Observe the result. If you succeeded, yay you solved the problem! If it didn't work, think about what that means for the nature of the problem and try again.
How can we develop transformative tools for thought?
A Research Paper by Andy Matuschak & Michael NielsenConventional tech industry product practice will not produce deep enough subject matter insights to create transformative tools for thought.
...The aspiration is for any team serious about making transformative tools for thought. It’s to create a culture that combines the best parts of modern product practice with the best parts of the (very different) modern research culture. You need the insight-through-making loop to operate, whereby deep, original insights about the subject feed back to change and improve the system, and changes to the system result in deep, original insights about the subject.
When Customer Journeys Don’t Work: Arcs, Loops, & Terrain
An Article by Stephen P. AndersonThinking [in terms of loops and arcs] allows us to let go of a specific journey or sequence, and imagine dozens of scenarios and possible sequences in which these skills can be learned. This doesn’t mean there aren’t more fundamental skills that other skills build upon, but we can let go the tyranny of how, precisely, a person will move through a system. We’re free to zoom in and obsess on these loops, which does two things for us:
- Approach the design of a system as the design of these as small but significant moments of learning.
- Consider the many ways these loops might be sequenced, with the exact order being less important.
Asynchronous Design Critique: Getting Feedback
An Article by Erin CasaliGetting feedback can be thought of as a form of design research. In the same way that we wouldn’t do any research without the right questions to get the insights that we need, the best way to ask for feedback is also to craft sharp questions.
On the "Building" of Software and Websites
I’m beginning to suspect that software, and more conspicuously the Web, is fundamentally the wrong shape for the archetype of the construction project.
You are agreeing to make a Thing
When you sign the contract for the construction project, you are agreeing to make a Thing—app, website, whatever. And you will have agreed to deliver this Thing on a certain date, also known as a deadline. From this point forward, the goals of shipping the Thing on time and actually solving the client’s problem will be in competition with each other.
The Thing-deadline calculus
Now, I understand deadlines. I understand that the plane will take off whether or not I’m on it, or the importance of beating the holiday retail rush, or that "the show must go on". It is perfectly clear to me how people use timekeeping technology to coordinate social activity. It’s actually quite remarkable when you step back and look at it. But, over the years, I have observed that there is a difference between those examples and the ones around the delivery of Things, which tend to be completely arbitrary. When you wrap an arbitrarily complex endeavor up in a neat launch date, the goal seems to be more about coercing the people beneath you to absorb the overhead of all the details you left out—that or sweating it yourself. As a tool for coordinating human activity, I have come to believe that the Thing-deadline calculus is, considering more sophisticated alternatives, unnecessarily crude.
Trees and graphs
A tree is a kind of graph, but a graph can be considerably more complex than a tree.
I have reason to believe, which for brevity’s sake I will treat elsewhere, that the most complex class of processes and structures we humans can consciously prescribe, reduces mathematically to a tree. A tree has a top, bottom, left and right. Its branches fan out from the trunk and they don’t intersect with one another. They are discrete, contiguous, identifiable objects which persist across time. Trees are Things.
Software and websites, however, reduce to arbitrarily more complex structures: they are graphs. A graph has no meaningful orientation whatsoever. No sequence, no obvious start or end—at least none that we can intuit. It is better considered not as one Thing, but as a federation of Things, like the brain or a fungus network, or perhaps a composite artifact left behind from an ongoing process, like an ant colony or human city.
Content as value
The most important consideration for any software or web excursion is content: the content of the text and other communicative media, as well as the content of the code that executes the business processes. The ability to tick off a page or piece of functionality as being done only produces a nominal successful result; the careful crafting of what one of these objects says produces a real one.