The argument carried on in a sphere We need not allow ourselves to be abashed by any suggestion that the old metaphors are out of date and ought to be superseded. We have only to remember that they are, and always were, metaphors, and that they are still “living” metaphors so long as we use them to interpret direct experience. Metaphors only become dead when the metaphor is substituted for the experience, and the argument carried on in a sphere of abstraction without being at every point related to life. Dorothy Sayers, The Mind of the Maker metaphor
Only in terms of other things No legislation could prevent the making of verbal pictures: God walks in the garden, He stretches out His arm, His voice shakes the cedars, His eyelids try the children of men. To forbid the making of pictures about God would be to forbid thinking about God at all, for man is so made that he has no way to think except in pictures. But continually, throughout the history of the Jewish-Christian Church, the voice of warning has been raised against the power of the picture-makers: “God is a spirit”, “without body, parts or passions”; He is pure being, “I AM THAT I AM”. The fact is, that all language about everything is analogical; we think in a series of metaphors. We can explain nothing in terms of itself, but only in terms of other things. Dorothy Sayers, The Mind of the Maker Metaphors We Live ByYou only understand something relative to something you already understand metaphoranalogy
A renaming of the already named A true metaphor is a swift and violent twisting of language, A renaming of the already named. It's meant to expire in a sudden flash of light And to reveal—in that burst of illumination— A correspondence that must be literally accurate. Verlyn Klinkenborg, Several Short Sentences About Writing metaphornames
The door handle is the handshake of a building Juhani Pallasmaa, The Eyes of the Skin: Architecture and the Senses What is this static modernism? metaphordoorsinteraction
The strange familiar and the familiar strange The problem solver, when confronted with a new and yet unsolved problem, overlays the structure of the unsolved problem with an apparently similar problem with which he or she is experienced. Making the strange familiar and the familiar strange are also principally based on the use of analogy. Peter G. Rowe, Design Thinking metaphoranalogy
An emblem of friendship Bridges make connections; they bring people together—a role that has made them a traditional emblem of friendship. Consider the town of Mostar in Bosnia-Herzegovina. When fighting between ethnic factions broke out there in the 1990s, nothing symbolized the social disintegration more clearly than the destruction of a sixteenth-century stone-arch bridge that had linked the two parts of the town on opposite banks of the Neretva River. And the emblem of efforts to heal the divisions is a rebuilt bridge, opened with fireworks and fanfare in July of 2004. Brian Hayes, Infrastructure: A Guide to the Industrial Landscape metaphorarchitectureengineering
Metaphors We Web By An Essay by Maggie Appleton maggieappleton.com As George Lakoff and Mark Johnson made clear in their touchstone book Metaphors We Live By, metaphors are the basis of all human thought and reasoning. The metaphors we use to speak about the web are not simply linguistic trivia – they determine how we understand it on a fundamental level. It determines what we think the web is capable of, what risks, opportunities, and challenges it poses. Which means the metaphors we use to think about the web profoundly influence what we think the web is, what we think we can do with it, and how we might change or evolve it. …Out of all of these metaphors [for the web], the two most enduring are paper and physical space. Metaphors We Live ByMenus, Metaphors and Materials: Milestones of User Interface Design metaphorwww
Websites are not living rooms and other lessons for information architecture An Essay by Sarah R. Barrett medium.com While there is a lot that IA can learn from actual architecture or city planning, websites aren’t buildings or cities, and they don’t have to work like them. Instead, they should be designed according to the same principles that people’s brains expect from physical experiences. informationsoftwaremetaphor
Negative Creativity An Article by Scott Alexander slatestarcodex.com Coming up with entirely novel ideas is really, really hard. Misinterpretation as inspirationSit Down And Think About It For Five Minutes ideascreativitymetaphor
Winning by Design: The Methods of Gordon Murray A Research Paper by Nigel Cross & Anita Clayburn Cross A case study of the working methods of one particularly successful designer in a highly competitive design domain - Formula One racing car design. Gordon Murray was chief designer for the very successful Brabham and McLaren racing car teams in the 1970s and 1980s. His record of success is characterised by innovative breakthroughs, often arising as sudden illuminations, based on considering the task from first principles and from a systemic viewpoint. His working methods are highly personal, and include intensive use of drawings. Personality factors and team management abilities also appear to be relevant. There are some evident similarities with some other successful, innovative designers You need to make the step forwardDrawing the bitsLike designing things for the first timeWonder PlotsI never have engineers that aren't designers+7 More design
You need to make the step forward Throughout a racing season there is constant, relentless pressure on the designer to keep making design improvements. But there is a limit to what can be achieved with any car design, before a jump has to be made to basically a new design, an innovation. As Gordon Murray says, ‘Given the situation and the pressure at any one time, you do get to the brick wall...I mean you're doing all these normal modifications, you know you can't go any quicker, you need to make the step forward.’ In the midst of the pressure, the fervour, the panic, he ‘used to get breakthroughs, I mean I used to get like suddenly a mental block's lifted.’ Gordon Murray The Structure of Scientific RevolutionsMediocratopia progress
Drawing the bits That's what is great about race car design, because even though you've had the big idea - the “light bulb” thing, which is fun - the real fun is actually taking these individual things, that nobody's every done before, and in no time at all try and think of a way of designing them. And not only think of a way of doing them, but drawing the bits, having them made and testing them. Gordon Murray
Like designing things for the first time Gordon Murray insists on keeping experience 'at the back of your mind, not the front' and to work from first principles when designing. For instance, in designing a component such as a suspension wishbone, 'it's all too easy - and the longer you're in design the easier it is - to say, I know all about wishbones, this is how it's going to look because that's what wishbones look like.' But if you want to make a step forward, if you're looking for ways of making it much better and much lighter, than you have to go right back to load path analysis. It is like designing things for the first time, rather than the nth time. The eyes of a travelerZen Mind, Beginner's MindTotal collaboration experience
Wonder Plots Working from first principles, and working in a highly organized way seem to come naturally to him, but his personal design process is much less structured than the results might suggest. Although he can tightly organize his team and run a complex racing organisation, his personal ways of designing are relatively unstructured, based on annotated, thumb-nail sketches. ‘I don't sit down and say, OK, now I've had the idea, let's see, this is a solution, these are the different ways to go, if I do this, and do that; I do lots of scribbles just to save it, before I forget.’ Gordon’s design process is based on starting with a quick sketch of a whole idea, which is then developed through many different refinements. ‘I do a quick sketch of the whole idea, and then if there's one bit that looks good, instead of rubbing other bits out, I'd put that bit to one side; I'd do it again and expand on the good bit, and drop out the bad bit, and keep doing it, doing it; and end up with all these sketches, and eventually you end up throwing ninety percent of these away.’ He also talks to himself - or rather, writes notes to himself on the sketches; notes such as ‘rubbish’, ‘too heavy’ or ‘move it this way 30mm.’ Eventually he gets to the stage of more formal, orthographic drawings, but still drawing annotated plans, elevations and sections all together, ‘Until at the end of the day the guys at Brabham used to call them “Wonder Plots”, because they used to say “It's a wonder anybody could see what was on them”!’ The Design Squiggle
I never have engineers that aren't designers Although Gordon Murray carried immense personal responsibility for the design work of his racing cars, inevitably it involved a lot of teamwork. Clearly he has been successful in inspiring others to work with him. He likes to involve team members in the design problems, and for that reason prefers to recruit all-rounders to his team; ‘I never have engineers that aren't designers.’ Designing with code
The problem with CAD He also likes to work collectively, standing around a drawing board discussing problems and trying ideas. For this kind of teamwork, and especially for conceptual design work, he finds computer aided design systems too restrictive. For the McLaren F1 super-car, he installed a five-metre long drawing board in the design office, so that the car could be drawn full size. ‘The problem with CAD for this sort of stuff is that you can never have a full-size drawing, unless you do a print, and by the time you do a print it's out of date in the concept stage.’ He also does not like the one-person emphasis of CAD screens; ‘You can only ever talk to one person at once - you stand behind and look over somebody's shoulder, which is not very good for a boss-designer relationship anyway, to have somebody standing behind you is never a good thing. To look over somebody's shoulder at a tiny little screen, it's just wrong, it's totally wrong.’ (On the other hand, he fully acknowledges that tasks like a complex suspension plot to determine the wheel envelope are ideal for CAD.) collaboration
Drawing as a means of thinking Two-dimensional plans or sections can be seen with sketches and more diagrammatic marks all on the same piece of paper in what appears a confusing jumble.’ These sound like Gordon’s ‘wonder plots’. The architects also use their drawings as a means of thinking ‘aloud’, or ‘talking to themselves’, as Gordon put it. For example, Lawson reports the architect Richard MacCormac as saying, ‘I use drawing as a process of criticism and discovery’; and the engineer-architect Santiago Calatrava as saying, ‘To start with you see the thing in your mind and it doesn’t exist on paper and then you start making simple sketches and organizing things and then you start doing layer after layer.... it is very much a dialogue.’ The common elements in these similar descriptions are the use of drawing not only as a means of externalising cognitive images but also of actively ‘thinking by drawing’, and of responding, layer after layer and view after view, to the design as it emerges in the drawings. These observations also confirm Schön’s observation of designing as a ‘reflective conversation’ between the designer and the emerging design. It is the reliance on drawing, and the preference for the immediacy of the interaction and feedback that manual drawing gives, that makes the architects, like Gordon Murray, unenthusiastic about CAD as a conceptual design tool. Section-perspective drawingThe situation talks backWhen we make a model and realize it's rubbish drawing
A new gestalt The innovator has a systems mind, one that sees things in terms of how they relate to each other in producing a result, a new gestalt that to some degree changes the world. Michael Maccoby innovationsystems
Intense activity, then relaxation The working style is based on periods of intense activity, coupled with other periods of more relaxed, reflective contemplation. This working style may not be a reflection of a particular personality trait, but a necessary aspect of creative work, which requires alternating intense effort with relaxation. creativity
Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. strategy
Drawing for parallel design thinking An important feature of their strategy is parallel working - keeping design activity going at many levels simultaneously. The best cognitive aid for supporting and maintaining parallel design thinking is drawing. Drawing with the conventional tools of paper and pencil gives the flexibility to shift levels of detail instantaneously; allows partial, different views at different levels of detail to be developed side by side, or above and below and overlapping; keeps records of previous views, ideas and notes that can be accessed relatively quickly and inserted into the current frame of reference; permits and encourages the simultaneous, non-hierarchical participation of co-workers, using a common representation. The drawing of partial solutions or representations also aids the designer’s thinking processes, and provides some ‘talk-back’. As well as drawing, innovative designers frequently like to undertake practical work related to the design solution, such as building models or mock-ups, or participating in construction. Back to the Drawing Board drawing
A small team of committed coworkers The innovative designer also likes, perhaps needs, to work with a small team of committed co-workers who share the same passions and dedication. On Talent teamwork