A lot of people think dreams and drugs involve some magical inspiration. I think otherwise.
I rarely get inspired by dreams or drugs, but I have my own secret source of inspiration: mishearing other people. Somebody says something, I misinterpret it, and the misinterpretation is quite interesting – more interesting than anything I would have come up with on my own if asked to generate an interesting idea. Maybe it’s a clever joke or turn of phrase. Maybe it’s a neat idea. Sometimes I misunderstand people’s entire positions, and end up with positions much more interesting than the ones they were trying to push.
Good design is redesign. It's rare to get things right the first time. Experts expect to throw away some early work. They plan for plans to change.
It helps to have a medium that makes change easy. When oil paint replaced tempera in the fifteenth century, it helped painters to deal with difficult subjects like the human figure because, unlike tempera, oil can be blended and overpainted.
My point here is that in a design system every paper cut is felt. Every collapse leads to another, every new modal or unnecessary checkbox component hinders the collective refactoring that’s required to make a codebase consistent and easy to understand. When it comes to hyperobjects and design systems everything matters (although, frustratingly, it is impossible to measure success) and the smallest problem is just a signal in the dark—a premonition of a monster; organizational dysfunction writ large.
Personally, in every activity I've participated in where it's possible to get a rough percentile ranking, people who are 95%-ile constantly make mistakes that seem like they should be easy to observe and correct. "Real world" activities typically can't be reduced to a percentile rating, but achieving what appears to be a similar level of proficiency seems similarly easy.
We love to see the process, not just the result. The imperfections in your work can be beautiful if they show your struggle for perfection, not a lack of care.
The Scrum process says to break down stories into tasks to make estimation easier, encourage collaboration and to be able to show more granular progress during a sprint.
But after a few sprints, we decided to do the next sprint without creating tasks. As a result we drastically increased our velocity and never went back. Here I'll jot down some of the reasons we decided to do this:
Breaking down stories into tasks is time consuming
The tasks we came up with invariably would change as we worked on the stories
Tasks are repetitive
Tasks were often carried out in parallel
Our estimates didn't improve
It decluttered our task board
It encouraged collaboration throughout the sprint
While we started our process by following Scrum to the letter, we soon realised that breaking down stories into tasks was something that wasn’t worthwhile for us. In the end we realised that it was overplanning and poor use of our time. In the end we used that time to get on with the work and deliver at a significantly faster pace.