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.
The Right Tools for the Job
Tool-building is an essential but poorly incentivized component of academic geography and social science more broadly. To conduct better science, we need to
build better tools.
A representational tension
Do I need to know the precise polygonal geometries of Los Angeles and the University of Southern California to assert that the latter is within the former? No. My mind contains no such precise geometric model of points and lines, yet I know that USC is in Los Angeles. When humans reason with the real world, they focus on its objects, relations, and processes—rather than starting with geometry—because these are the keys to understanding and explaining the real world. Our GIS tools, however, usually do the opposite. Built from the geometry-up around the legacy logic of traditional cartography (geometries and layers), most GIS tools today are restricted by that legacy’s limited ability to model objects, relations, and processes. A representational tension thus exists in GIScience between being a geometric information science versus an ontological, relational, and processual information science.
The teleology of tool-building
The teleology of tool-building suggests that the real value lies in the end use of the tool, rather than in its origins
Urban form and grain
One square mile of different cities' street networks, held at the same scale to compare the urban form and grain.
Software often feels inevitable
Software often feels inevitable because its backstory is often invisible. We click a download link, run an installer, and suddenly have a new tool to use. Yet this conceals years of human decisions, experiences, and constraints shaping software outcomes that are in no way pre-destined.