Function, Functionality, Functionalism
The requirements of economy
Useless work on useful things
The minimum condition
Form eschews function
Feeble and ugly
Functionalism can be a kind of religion
Each element performs many functions
The informing idea of functionalism
Same name in the same basket
The plan must anticipate all that is needed
The element becomes a sign
Classical absurdity
205. Structure Follows Social Spaces
Roaming and capricious
What are those borders made of?
Presentable
A strangely negative character
Sine qua non
The contribution that something in them yet compelled them to make
Something more is required
Mechanisms and organisms
The center of the way
The Evolution of Useful Things
The usages of life
Form follows function
Against form follows function
UI and Capability
Embracing design constraints
An Article by Adrian RoselliConstraints have been shown to generally improve innovation. Giving targets and parameters helps ensure a team is working in unison. Identifying what is out of bounds can further focus that team.
A Plea for Lean Software
An Essay by Niklaus WirthSoftware's girth has surpassed its functionality, largely because hardware advances make this possible. The way to streamline software lies in disciplined methodologies and a return to the essentials.
Beauty in flight
A QuoteAll of us had been trained by Kelly Johnson and believed fanatically in his insistence that an airplane that looked beautiful would fly the same way.
— Ben Rich, Skunk Works
Four principles
The essential purpose of Direct Management, as we understand the term, is to create buildings which are whole. This means that each part of the building is right in relation to the other parts, and to the part of the land that makes the buildings and the land more beautiful.
I will try to summarize the real meaning of Direct Management.
- The design evolves during construction. This means that the form of control over designs does not stop when drawings are finished, but goes on, continuously, before, during, and after construction. This cannot be done if architect and contractor are separate, or consider their jobs separately. It will only happen if the person who controls the design at the beginning actually controls the construction, too.
- Flexible cost control. Cost control requires continuous changing of ideas about what is built, in relation to money that is available, and in relation to what has been done already.
- Experience with one's hands. It is also impossible for an architect to have enough knowledge to control the process successfully, unless they have experienced almost every phase of construction with their own hands.
- Love of craft and the joy in the physical process of making. In the old days, making a building was clearly understood as a work of making. In this word, designing and physically building are inseparable. However, in the modern world, design has become separated from construction. Architects think of their work as designing, on paper, with the idea that the building process is a separate process. This is not what I call making at all. A good building can only be created, when it is deeply understood as something which is made, by a direct connection of the act of making, and the act of feeling, with your hands.