New ideas must use old buildings
Old ideas can sometimes use new buildings. New ideas must use old buildings.
Old ideas can sometimes use new buildings. New ideas must use old buildings.
What’s important to you in the development of a product?
One of the things that really hurt Apple was that after I left John Sculley got a very serious disease. And that disease — I’ve seen other people get it too — it’s the disease of thinking that a really great idea is 90% of the work, and if you just tell all these other people “here’s this great idea,” then of course they can just go off and make it happen.
The problem with that is that there’s just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea it changes and grows. It never comes out like it starts, because you learn a lot more as you get into the subtleties of it, and you also find there are tremendous tradeoffs you have to make, there are just certain things you can’t make electrons do, there are certain things you can’t make plastic, or glass, or factories, or robots do. And as you get into all these things, you find that designing a product is keeping 5,000 things in your brain, these concepts, and just fitting them all together and continuing to push to fit them together in new and different ways to get what you want. And every day you discover a new problem or a new opportunity to do it a little differently. And it’s that process that is the magic.
I couldn’t seem to convince my writers that I was genuinely ok working with a super rough first draft — i.e., that I’d harbor no hidden judgment about their intelligence, commitment, or excellence at their craft.
So I came up with a new word. “Just give me a v0.crap.” (Pronounced “version zero dot crap”.)
v.0.crap works because it’s attuned to the psychology of the situation. It’s punching through our innate desire not to “look bad”, plus years of corporate conditioning that tells us not to share less-than-polished work. It’s easier for people used to delivering exceptional work to feel they’ve exceeded the goal of “crap”; they can sit comfortably in “good enough for the current purpose.”
[Inventions] do not spring fully formed from the mind of some maker, but, rather, become shaped and reshaped through the (principally negative) experiences of their users within the social, cultural, and technological contexts in which they are embedded.
Each person in the pair takes a distinct and complementary stance toward the design problem as they work together. One generates solutions. That is, one individual materializes solutions to the problem at hand for discussion and iteration. The other synthesizes the proposed solutions.
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.
To argue against an idea honestly, you should argue against the best arguments of the strongest advocates.
It’s all too easy to argue that someone is exhibiting Bias #182 in your repertoire of fully generic accusations, but you can’t settle a factual issue without closer evidence. If there are biased reasons to say the sun is shining, that doesn’t make it dark out.
The contrast between man’s ideological capacity to move at random through material and metaphysical spaces and his physical limitations, is the origin of all human tragedy. It is this contrast between power and prostration that implies the duality of human existence. Half winged—half imprisoned, this is man!
Methodically noting and filing resources is a sign of a mature and deliberate craftsman—it is an investment into future learning and projects. Before long, you will begin to reach the point where this collection generates projects and ideas with minimal effort; previously isolated ideas are consolidated and curiousity spurred on.
New ideas would come about by a connexion and transferring of the observations of one Arte, to the uses of another, when the experience of several misteries shall fall under consideration of one mans minde.
Most organizations use some version of an innovation funnel to bring ideas to life. It starts with lots of ideas at the front end and then launches whatever survives all the way to the back end.
Yet this Darwinian process of bringing ideas to life doesn’t necessarily lead to survival of the fittest ideas. If we’re not careful, the innovation funnel leads to survival of the safest ideas.
Organizations are good at spotting risks. In an effort to improve success rates, organizations tend to put sharper teeth in the funnel.
As ideas run the organizational gauntlet, they can get pruned, sheared, shaped, and watered down beyond recognition. On the way, they can lose the essence of the idea. They may lose their point of difference and reason for being.
It's not teams that are the problem, it's the rabid insistence on teamwork. Group think. Committee decisions.
Most truly remarkable ideas did not come from teamwork. Most truly brave decisions were not made through teamwork. The team's role should be to act as a supportive environment for a collection of individuals. People with their own unique voice, ideas, thoughts, perspectives. A team should be there to encourage one another to pursue the wild ass ideas, not get in lock step to keep everything cheery and pleasant.
I guess what you’re describing is like a tweet that hits the uncanny valley of good and bad in such a precise way, with such confidence, that it just pisses everybody off.
Because if you look at this tweet for just a second you’re like ok, that’s a fine bedroom, but then you look at it, and it starts to unravel in your mind, like trying to remember a dream after you just woke up. And you’re like “what is this?” It’s like a deepfake of a person’s face.
…Ok, I’ve got some fire for you: A bad tweet is like a deepfake of an idea.
The perfect bad tweet is like something you read and you’re like “ok yeah” but then you’re like, “wait…”, and it just starts to come apart in your mind and you’re like that makes no fucking sense, just like this photo of this incredibly bad room.
I use a trick with co-workers when we’re trying to decide where to eat for lunch and no one has any ideas. I recommend McDonald’s.
An interesting thing happens. Everyone unanimously agrees that we can’t possibly go to McDonald’s, and better lunch suggestions emerge. Magic!
It’s as if we’ve broken the ice with the worst possible idea, and now that the discussion has started, people suddenly get very creative. I call it the McDonald’s Theory: people are inspired to come up with good ideas to ward off bad ones.
He was without doubt the most inquisitive human I have ever met. His insatiable curiosity was not limited or distracted by his knowledge or expertise, nor was it casual or passive. It was ferocious, energetic and restless. His curiosity was practiced with intention and rigor.
Many of us have an innate predisposition to be curious. I believe that after a traditional education, or working in an environment with many people, curiosity is a decision requiring intent and discipline.
In larger groups our conversations gravitate towards the tangible, the measurable. It is more comfortable, far easier and more socially acceptable talking about what is known. Being curious and exploring tentative ideas were far more important to Steve than being socially acceptable.
Our curiosity begs that we learn. And for Steve, wanting to learn was far more important than wanting to be right.
These days I am more interested in the reverse case [of Da Vinci's helicopter]: ideas that could have worked many centuries before they actually appeared. The economist Alex Tabarrok calls these “ideas behind their time”
Curious minds want to know why these ideas appeared so late — and whether there might be anything that would prevent delays in future. One explanation is that the ideas aren’t as simple as they appear.
The bicycle is not as straightforward an invention as it seems. To move from ox-hauled cart to human-powered bicycle requires smooth-rolling wheel bearings, which in turn need precisely engineered bearing balls. Modern steel ball bearings were not patented until the late 1700s, and demand from the 19th-century bicycle industry helped to improve their design.
Coming up with entirely novel ideas is really, really hard.
Imagine if we could turn off the fear of making something lame. Imagine how much more we'd do.
I think most people have one top idea in their mind at any given time. That's the idea their thoughts will drift toward when they're allowed to drift freely. And this idea will thus tend to get all the benefit of that type of thinking, while others are starved of it. Which means it's a disaster to let the wrong idea become the top one in your mind.
If you're going to spend years working on something, you'd think it might be wise to spend at least a couple days considering different ideas, instead of going with the first that comes into your head. You'd think. But people don't. In fact, this is a constant problem when you're painting still lifes. You plonk down a bunch of stuff on a table, and maybe spend five or ten minutes rearranging it to look interesting. But you're so impatient to get started painting that ten minutes of rearranging feels very long. So you start painting. Three days later, having spent twenty hours staring at it, you're kicking yourself for having set up such an awkward and boring composition, but by then it's too late.
With conventional placeholders, such as words, we can describe patterns for a large number of situations. On the other hand it is easy to fool yourself (and others) with words, since you can avoid to be specific. Any business meeting can confirm this.
When you draw something you are forced to be specific — and honest.
Our illustration of an “idea” from above is unconventional in the sense that it conveys specific original thoughts of what an idea is. It adds value to the words.
And that is the catch: The drawing must be unconventional to support the conventional words. We have to make sure not to use “words in disguise”. Take a common illustration for “idea” for example, which haunts flip charts all over the world: the lightbulb.
The lightbulb image works on a purely symbolic level, it only replaces the word “idea”. This image of a household item contains no original thought about what an idea is. While symbols like these work well as international replacements for words or icons to indicate a light switch for instance, they convey no nutritional value as illustrations — they are empty.
We are quietly replacing an open web that connects and empowers with one that restricts and commoditizes people. We need to stop it.
We're very good at talking about immersive experiences, personalized content, growth hacking, responsive strategy, user centered design, social media activation, retargeting, CMS and user experience. But behind all this jargon lurks the uncomfortable idea that we might be accomplices in the destruction of a platform that was meant to empower and bring people together; the possibility that we are instead building a machine that surveils, subverts, manipulates, overwhelms and exploits people.
It all comes down a simple but very dangerous shift: the major websites of today's web are not built for the visitor, but as means of using her. Our visitor has become a data point, a customer profile, a potential lead — a proverbial fly in the spider's web. In the guise of user-centered design, we're building an increasingly user-hostile web.
If you run a website and you put official share buttons on your website, use intrusive analytics platforms, serve ads through a third-party ad network or use pervasive cookies to share and sell data on your users, you're contributing to a user-hostile web. You're using free and open-source tools created by thousands of collaborators around the world, over an open web and in the spirit of sharing, to subvert users.
What I'm against is the centralization of services; Facebook and Google are virtually everywhere today. Through share buttons, free services, mobile applications, login gateways and analytics, they are able to be present on virtually every website you visit. This gives them immense power and control. They get to unilaterally make decisions that affect our collective behavior, our expectations and our well-being. You're either with them or out. Well, I chose out.
You see, the web wasn't meant to be a gated community.
Do we want the web to be open, accessible, empowering and collaborative? Free, in the spirit of CERN’s decision in 1993 or the open source tools it's built on? Or do we want it to be just another means of endless consumption, where people become eyeballs, targets and profiles? Where companies use your data to control your behaviour and which enables a surveillance society—what do we want?