iteration
So that you can get feedback on it and make it better
Fascinatingly, one of the other big complaints people had about agile is no iteration. I don't understand how being in an agile environment makes people less iterative, but somehow that seems to be the case. And I think it's because people misunderstand and think that agile is just about putting features out faster, and not about the important part, which is getting something in front of users faster so that you can get feedback on it and make it better.
The most rewarding iterations
Initial designs for sophisticated software applications are invariably complicated, even when developed by competent engineers. Truly good solutions emerge after iterative improvements or after redesigns that exploit new insights, and the most rewarding iterations are those that result in program simplifications.
Evolutions of this kind, however, are extremely rare in current software practice—they require time-consuming thought processes that are rarely rewarded. Instead, software inadequacies are typically corrected by quickly conceived additions that invariably result in the well-known bulk.
To anticipate all the uses and abuses
Success depends wholly on the anticipation and obviation of failure, and it is virtually impossible to anticipate all the uses and abuses to which a product will be subjected until it is in fact used and abused not in the laboratory but in real life. Hence, new products are seldom even near perfect, but we buy them and adapt to their form because they do fulfill, however imperfectly, a function that we find useful.
When we make a model and realize it's rubbish
Much of the design process is a conversation, a back-and-forth as we walk around the tables and play with the models. He doesn't like to read complex drawings. He wants to see and feel a model. He's right. I get surprised when we make a model and then realize it's rubbish, even though based on the CAD renderings it looked great.
He loves coming in here because it's calm and gentle. It's a paradise if you're a visual person. There are no formal design reviews, so there are no huge decision points. Instead we can make the presentations fluid. Since we iterate every day and never have dumb-ass presentations, we don't run into major disagreements.
Building is never a straight line
You might think that Mario 64 was built with tickets and sprints, but, according to interviews, there was no master plan, only the principles that the game should feel good and be fun. They started with just Mario in a small room, and tuned his animations and physics until he felt nice and responsive. After that, the levels were also created as they went, with the designers, developers, and director going back and forth using sketches and prototypes.
Building like this is never a straight line. Ideas and code get left on the cutting room floor because part of innovation is questioning whether what you made should exist. The process is cyclical and iterative, looking something like this.
Between the two spaces
It is widely accepted that creative design is not a matter of first fixing the problem and then searching for a satisfactory solution concept; instead it seems more to be a matter of developing and refining together both the formulation of the problem and ideas for its solution, with constant iteration of analysis, synthesis, and evaluation processes between the two “spaces” – problem and solution.
The game discovering itself
We like to think about this process as the game discovering itself over time. Because as iterators, rather than designers, it’s our job to simply play the game, listen to it, feel it, and kind of feel out what it seems to want to become - and just follow the trails of what’s fun.
Deciding what to design
We Don’t Really Know the Goal When We Start
The most serious model shortcoming is that the designer often has a vague, incompletely specified goal, or primary objective. In such cases, the hardest part of design is deciding what to design.
I came to realize that the most useful service I was performing for my client was helping him decide what he really wanted.
Today, we recognize that rapid prototyping is an essential tool for formulating precise requirements. Not only is the design process iterative; the design-goal-setting process is itself iterative. Knowing complete product requirements up front is a quite rare exception, not the norm. Therefore, goal iteration must be considered an inherent part of the design process.
Embracing the mess
Design is non-linear. At Figma, we often talk about “embracing the mess,” and that really means leaning into the chaos and complexity that makes the design process what it is. Even once you have the seedling of an idea, you need to explore and iterate, then pull back and evaluate to see what’s working and what’s not. Sometimes you’ll scrap an idea after a brainstorm session, and other times you’ll get pretty far with a concept, but still need different perspectives and input to move forward.
Models and iterations
Every month or so, Manock and Oyama would present a new iteration based on Jobs's previous criticisms. The latest plaster model would be dramatically unveiled, and all the previous attempts would be lined up next to it. That not only helped them gauge the design's evolution, but it prevented Jobs from insisting that one of his suggestions had been ignored.
The surprising effectiveness of writing and rewriting
An Article by Matt Webb- The act of writing the first draft creates new “essential data” that feeds the imagination and makes possible figuring out the second draft.
- Or: In your head, ideas expand until they max out “working memory” – and it’s only be externalising them in the written word that you have capacity to iterate them.
- Or: Good writing necessarily takes multiple edits, and the act of writing and act of rewriting are sufficiently different that performing both simultaneously is like rubbing your tummy and patting your head.
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.
Rationality: From AI to Zombies
The Tao of rationality
If you would learn to think like reality, then here is the Tao:
Since the beginning
not one unusual thing
has ever happened.Everyone sees themselves as behaving normally
To understand why people act the way they do, we must first realize that everyone sees themselves as behaving normally.
Argue against the best
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.
Let the meaning choose the word
What is above all needed is to let the meaning choose the word, and not the other way around.
Probably it is better to put off using words as long as possible and get one’s meaning as clear as one can through pictures and sensations.
People can stand for what is true, for they are already enduring it
Knowing the design
Knowing the design can tell you much about the designer; and knowing the designer can tell you much about the design.
Cutting through to the truth
The essential thing in the art of epistemic rationality is to understand how every rule is cutting through to the truth in the same movement.
Your sword has no blade. It has only your intention. When that goes astray you have no weapon.
Joy in the merely attainable
But the really fundamental problem with desiring the unattainable is that as soon as you actually get it, it stops being unattainable. If we cannot take joy in the merely available, our lives will always be frustrated.
I have failed my art
The novice goes astray and says, “The art has failed me.”
The master goes astray and says, “I have failed my art."Taboo your words
Albert says that people have “free will.” Barry says that people don’t have “free will.” Well, that will certainly generate an apparent conflict. Most philosophers would advise Albert and Barry to try to define exactly what they mean by “free will,” on which topic they will certainly be able to discourse at great length. I would advise Albert and Barry to describe what it is that they think people do, or do not have, without using the phrase “free will” at all.
Your map of reality
Reality is very large—just the part we can see is billions of lightyears across. But your map of reality is written on a few pounds of neurons, folded up to fit inside your skull. I don’t mean to be insulting, but your skull is tiny. Comparatively speaking. Inevitably, then, certain things that are distinct in reality, will be compressed into the same point on your map. But what this feels like from inside is not that you say, “Oh, look, I’m compressing two things into one point on my map.” What it feels like from inside is that there is just one thing, and you are seeing it.
What you're trying to swim
There is an art to using words; even when definitions are not literally true or false, they are often wiser or more foolish. Dictionaries are mere histories of past usage; if you treat them as supreme arbiters of meaning, it binds you to the wisdom of the past, forbidding you to do better. Though do take care to ensure (if you must depart from the wisdom of the past) that people can figure out what you’re trying to swim.
Applause lights
Most applause lights are much more blatant, and can be detected by a simple reversal test.
For example, suppose someone says: We need to balance the risks and opportunities of AI.
If you reverse this statement, you get: We shouldn’t balance the risks and opportunities of AI.Since the reversal sounds abnormal, the unreversed statement is probably normal, implying it does not convey new information. There are plenty of legitimate reasons for uttering a sentence that would be uninformative in isolation. “We need to balance the risks and opportunities of AI” can introduce a discussion topic; it can emphasize the importance of a specific proposal for balancing; it can criticize an unbalanced proposal. Linking to a normal assertion can convey new information to a bounded rationalist—the link itself may not be obvious. But if no specifics follow, the sentence is probably an applause light.
Reality just seems to go on crunching
I once met a fellow who thought that if you used General Relativity to compute a low-velocity problem, like an artillery shell, General Relativity would give you the wrong answer—not just a slow answer, but an experimentally wrong answer—because at low velocities, artillery shells are governed by Newtonian mechanics, not General Relativity. This is exactly how physics does not work. Reality just seems to go on crunching through General Relativity, even when it only makes a difference at the fourteenth decimal place, which a human would regard as a huge waste of computing power. Physics does it with brute force. No one has ever caught physics simplifying its calculations—or if someone did catch it, the Matrix Lords erased the memory afterward.
Mystery exists in the mind
Mystery exists in the mind, not in reality. If I am ignorant about a phenomenon, that is a fact about my state of mind, not a fact about the phenomenon itself. All the more so if it seems like no possible answer can exist: Confusion exists in the map, not in the territory. Unanswerable questions do not mark places where magic enters the universe. They mark places where your mind runs skew to reality.
Lost purposes
There’s chocolate at the supermarket, and you can get to the supermarket by driving, and driving requires that you be in the car, which means opening your car door, which needs keys. If you find there’s no chocolate at the supermarket, you won’t stand around opening and slamming your car door because the car door still needs opening. I rarely notice people losing track of plans they devised themselves.
It’s another matter when incentives must flow through large organizations—or worse, many different organizations and interest groups, some of them governmental. Then you see behaviors that would mark literal insanity, if they were born from a single mind. Someone gets paid every time they open a car door, because that’s what’s measurable; and this person doesn’t care whether the driver ever gets paid for arriving at the supermarket, let alone whether the buyer purchases the chocolate, or whether the eater is happy or starving.