To build a folly is essentially to do something a second time, something at an inopportune moment. That something is always the memory of something forgotten, about which we can paradoxically say "There it is again."
Follies were misunderstood, purposeless constructions. They were often only small, extravagant gestures in a garden, easily whisking off the imagination to distant lands, a sort of time capsule built to awaken the memory and induce surprise in passers-by. They marked locations, organized secondary paths in a park, or simply predicted the arrival of better times—a demarcation, a sacred spot, a mysterious trail, a hill whose tragic rocky nature begged for a tower, a party, or the arrival of summer.
“It is demonstrably true that things cannot be other than as they are. For, everything having been made for a purpose, everything is necessarily for the best purpose.” — Professor Pangloss
PEOPLE ARE NOT THEIR JOB TITLES.
TEAM MEMBERS ARE NOT “RESOURCES”.
PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL SELVES.
YOU CANNOT CALCULATE AN ROI FOR DESIGN.
FRAMING THE PROBLEM IS MORE IMPORTANT THAN SOLVING THE PROBLEM.
(DESIGN) LEADERSHIP IS MORE TALKING THAN DOING.
YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP
IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT DOING YOUR JOB RIGHT.
NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT TAKES TO DO GOOD WORK.
THE OUTCOMES ARE BETTER WHEN EVERYONE IS A DESIGNER.
AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN.
WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF PURPOSE.
YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR TALENT.
EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE.
INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES.
DESIGN EXERCISES ARE A BAD INTERVIEWING PRACTICE.
YOU WILL NEVER HAVE ENOUGH DESIGNERS.
YOU WILL NEVER HAVE ENOUGH TIME.
THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS THAT WILL CARRY YOU FORWARD.