Software & Digital Products
A late change in requirements is a competitive advantage
Make the change easy
Software often feels inevitable
Growing in the correct way
It begins with craft
So insufficiently palimpsestic
Spatial software references
- Nototo
A great painting has to be better than it has to be
This sounds like a paradox, but a great painting has to be better than it has to be. For example, when Leonardo painted the portrait of Ginevra de Benci in the National Gallery, he put a juniper bush behind her head. In it he carefully painted each individual leaf. Many painters might have thought, this is just something to put in the background to frame her head. No one will look that closely at it.
Not Leonardo. How hard he worked on part of a painting didn't depend at all on how closely he expected anyone to look at it. He was like Michael Jordan. Relentless.
Relentlessness wins because, in the aggregate, unseen details become visible. When people walk by the portrait of Ginevra de Benci, their attention is often immediately arrested by it, even before they look at the label and notice that it says Leonardo da Vinci. All those unseen details combine to produce something that's just stunning, like a thousand barely audible voices all singing in tune.
Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.
That which requires caring
Today's real world of technology is characterized by the dominance of prescriptive technologies.
The temptation to design more or less everything according to prescriptive and broken-up technologies is so strong that it is even applied to those tasks that should be conducted in a holistic way. Any tasks that require caring, whether for people or nature, any tasks that require immediate feedback and adjustment, are best done holistically. Such tasks cannot be planed, coordinated, and controlled the way prescriptive tasks must be.
Prescriptive technologies eliminate the occasions for decision-making and judgment in general and especially for the making of principled decisions. Any goal of the technology is incorporated a priori in the design and is not negotiable.
Jacked in
In digital design, products and services are frequently imagined and implemented placelessly: as if the consumer were jacked into The Matrix, and considering this product or that product from among an infinite set of choices at an infinitely-provisioned mercantile. The things we make are good, by this way of reasoning, if they fit the market’s demand.
Losing meaning
The people who’ve proven that they can make very good individual products with the radical focus of a spotlight seem to be pushed ever further from making good ecosystems.
Products are being made “consistent” with the application of so-called “design patterns,” and rather than bringing coherence to these various touch-points, the painting-on of interface standards and interaction patterns did something far less valuable.
Rote consistency, in the way many seem to be going about it (Material Design being just one example), is at odds with making things be good. It simplifies what needs to remain complex.
Always, when simplification is underway, meaning is being lost.
Penn Station
In the same way that physical architecture can affect a mind, so too can software. Slower, less reliable software is like Penn Station: Sure, you can catch a transfer from one train to another but the dreary lowness of the place, the lack of sunlight or sensible wayfinding will make you feel like a rat, truculent and worthless, and worse: You’ll acclimate to that feeling and accept it as a norm.
The Design of Design
A Book by Frederick P. Brooks, Jr.Visualizing Algorithms
An Article by Mike BostockManifesto for Agile Software Development
A DefinitionWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Stop Drawing Dead Fish
A Talk by Bret VictorThe Future of Programming
A Talk by Bret VictorDesign Links & Learning
A Blog by Nick TrombleyCollections of articles, links, and other material from around the web, relevant to software design and engineering.
Ensuring Excellence
An Article by Marty Cagan…in so many of the best product companies there is an additional dimension that goes beyond individual empowered product teams, and even goes beyond achieving business results.
It has to do with ensuring a level of what I’ll refer to here as “excellence” although that is clearly a very ambiguous term.
Over the years, this concept has been referred to by many different names, always necessarily vague, but all striving to convey the same thing: “desirability,” “aha moments,” “wow factor,” “magic experiences,” or “customer delight,” to list just a few.
The concept is that an effective product that achieves results is critical, but sometimes we want to go even beyond that, to provide something special.
Maybe it’s because we believe this is needed to achieve the necessary value. Maybe it’s because the company has built its brand on inspiring customers.
Often this dimension shows up most clearly in product design, where functional, usable but uninspiring designs can often achieve our business results, but great design can propel us into this realm of the inspiring.
On online collaboration and our obligations as makers of software
An Essay by Baldur BjarnasonIs it the notetaking system that’s helping you think more clearly? Or is it the act of writing that forces you to clarify your thoughts?
Is it the complex interlinked web of notes that helps you get new ideas? Or is it all the reading you’re doing to fill that notetaking app bucket?
Is all of this notetaking work making you smarter? Or is it just indirectly forcing you into deliberate, goalless practice?
In Search of Organic Software
An Article by Pirijan KetheswaranTwo different kinds of farms can grow vegetables. One is a factory farm built for scale, and the other takes the time to grow more expensive but healthier plants without pesticides.
Will everyone appreciate the difference? Of course not, but the latter plants are labelled ‘organic’ to give us the information and the choice, so that those of us who do care can make better decisions.
So maybe we should have ‘organic’ software as well, made by companies that:
- Are not funded in such a way where the primary obligation of the company is to 🎡 chase funding rounds or get acquired (so bootstrapping, crowdfunding, grants, and angel investment are okay)
- Have a clear pricing page
- Disclose their sources of funding and sources of revenue
Reflections on Software Performance
An Article by Nelson Elhage- Performance is a feature
- Performance changes how users use software
- Performance needs effort throughout a project’s lifecycle
- Architecture strongly impacts performance
- Performance isn’t just about hot spots
- Performant foundations simplify architecture
…we underrate performance when designing and building software. We have become accustomed to casually giving up factors of two or ten or more with our choices of tools and libraries, without asking if the benefits are worth it.
Undoing the Toxic Dogmatism of Digital Design
An Essay by Lisa Angela- Design educators and industry leaders have never reached a consensus about what comprises a “good enough” foundational education for digital design.
- We do not properly retire methods (or ways of conducting them) that have been shown to be ineffective.
- Design team seniority levels are meaningless.
- We’ve collectively lost the safety (and subsequently the desire) to explore and fail.
- We afford well-known design leaders too much power to dictate how design is discussed and conducted.
- We have no ethical standards.
- Inclusive design and accessibility are afterthoughts — both in design education and in practice.
The things that you’re meant to do
A Quote by Josh WardleI used to work in Silicon Valley, and I’m aware of the things that, especially with games, you’re meant to do with people’s attention. You’re trying to capture as much of people’s attention as you can. So that involves things like endless play, or sending them push notifications, or asking them for sign-up information.
And philosophically, I enjoy doing the opposite of all those things, doing all the things that you are not meant to do, which I think has bizarrely had this effect where the game feels really human and just enjoyable. And that really resonates with where we’re at right now in the world and with COVID, and then also we’re trying to figure out, what is tech? What has tech become? I think that really resonates with people, and no ads—well, no monetization. People ask me a lot about these things, and it was like, I was literally just making a game for my partner, and I made some decisions that we would like.
I don’t believe in Zoom fatigue
An Article by Matt WebbIt’s not Zoom fatigue, it’s Zoom whiplash.
It’s a hunch. I can’t prove this.
The trick to get around this is to move smoothly up and down the gradient of social interaction intensity, never dropping below a basic floor of presence: the sense that there are other people in the same place as you.
Instead of having two modes, “in a call” and “on my own,” we need to think about multiple ways of being together which, minimally, could be:
- In a video call
- In an anteroom to a video call, hearing the sound of others
- In a doc together
- On my desktop but with the sense that colleagues are around
And the job of the designer is to ensure that their software ensures the existence of these different contexts, instead of having the binary on-a-call/not-on-a-call, and to design the transitions between them.
Spatial Software
An Article by John PalmerScales of cities, scales of software
An Article by Linus the SephistAmerican cities seem like a product of industrial processes where older European cities seem like a product of human processes. This is because most American cities were built after and alongside the car and the industrial revolution – the design of cities took into account what was easily possible, and that guided the shape and scale of everything.
Software has similar analogues. There are software codebases that feel much more industrially generated than hand written, and they’re usually written in automation-rich environments fitting into frameworks and other orchestrating code.
…But despite the availability of cars, I still much prefer the scale and ambiance of European, human-scale cities, because ultimately cities are places humans must inhabit and understand. In the same way, I still much prefer the scale and ambiance of hand-written codebases even in the presence of heavy programming tooling, because ultimately codebases are places humans must inhabit.
Driving engineers to an arbitrary date is a value destroying mistake
An Article by Gandalf HudlowWhat happens when you apply date pressure to software engineers working on high value software projects? The engineers will focus on delivering Something™ by the Date™! This fatal flaw results in delivery of a Something™ full of chaos and features that nobody really wants or needs.
How can we develop transformative tools for thought?
A Research Paper by Andy Matuschak & Michael NielsenConventional tech industry product practice will not produce deep enough subject matter insights to create transformative tools for thought.
...The aspiration is for any team serious about making transformative tools for thought. It’s to create a culture that combines the best parts of modern product practice with the best parts of the (very different) modern research culture. You need the insight-through-making loop to operate, whereby deep, original insights about the subject feed back to change and improve the system, and changes to the system result in deep, original insights about the subject.
Software Engineering as a Craft
An Article by Thomas WilsonThe decreasingly tangible product of code, i.e. that all we have are files on a hard-drive, may make it easy to forget that writing software produces a thing. If you produce a wonky chair or an overly long fork, it’s easy to see the quality of work was not great. By calling for a perception of software as a craft, we fight against that ability to forget or not notice the final quality of the product. You could watch two software engineers with different levels of experience, or in different domains, and it wouldn’t necessarily be so easy to guess which is which, at least from a distance.
So maybe there is something to be said for the value of software as a craft, for sometimes focusing on the practice of making better, or at least different, software just for the sake of it.
Why Scrum is killing your product
An Article by Henry LathamDeadlines are bullshit
An ArticleIn software development deadlines are a necessary evil. It is important to understand when they are necessary, and it is important to understand why they are evil.
- External vs. internal deadlines
- Why are internal deadlines evil?
- Engineers who love their work
Software developers have stopped caring about reliability
An Article by Drew DeVaultOf all the principles of software engineering which has fallen by the wayside in the modern “move fast and break things” mentality of assholes modern software developers, reliability is perhaps the most neglected, along with its cousin, robustness. Almost all software that users encounter in
$CURRENTYEAR
is straight-up broken, and often badly.The Rise Of User-Hostile Software
An Essay by Den DelimarskyWe are truly living in an era of user-hostile software, and when I say “user-hostile” I mean it as “software that doesn’t really care about the needs of the user but rather about the needs of the developer.”
I personally do not know anyone who asked for an online account requirement before they can use a keyboard; however, some product lead somewhere decided that it’s important to better “understand the customer” and “maximize marketing reach” through some weekly “Hey, we have a new keyboard!” newsletter.
Minimum Awesome Product
An Article by Carlos BeneytoUsers are accustomed to a minimum of quality, and they expect that of all new products.
If our product does not [meet basic expectations of quality], people will automatically believe that it is a bad product and they will not take it seriously. It is not what they expect.
Hence my suggestion that the MVP has died and the MAP: Minimum Awesome Product was born.
Traditional companies are losing because they mismanage software engineers
An Article by Emma WattersonInnovation is messy, and frankly Anti-Steve [Jobs] can’t figure out why you wouldn’t just tell people the right thing to build and skip all the trial and error that comes with innovation. Anti-Steve and his board of directors that keep him in place fundamentally believe that they know what needs to be built. Or at least that they can hire the messiah that will come down off the mountain and tell everyone what to build. There is no such messiah.
Research, empathy, simplicity, speed
An Article by Matthew StrömAs Nosrat provides a simple list of essential ingredients for any great meal, can we describe a simple list of essential components for digital products?
Here are four elements that I believe are the foundation of great digital products: Research, Empathy, Simplicity and Speed.
Craft and Material in Digital Design
An ArticleProduct Design Resources
A Reference Work by Brandon DornThings I‘ve read, people I‘ve tried to learn from, and things I‘ve done to become a better designer. This is an idiosyncratic list reflecting what has helped me along the way, rather than an exhaustive list of design classics.
Though the list leans toward theory — principles are more durable than technique — I offer a few ideas further down about how to practice design. It also leans toward information design, because the task of presenting rich, dense information in an accessible way is ultimately the task of any digital product.
Functional Prototyping. A Missed Opportunity in Web Design
An Essay by Chuánqí SunPrototyping allows engineers in various industries to “fail fast, fail cheap”, “select the best from the pool”, and “bring in the reality”.
Apps Getting Worse
An Article by Tim BrayToo often, a popular consumer app unexpectedly gets worse: Some combination of harder to use, missing features, and slower. At a time in history where software is significantly eating the world, this is nonsensical. It’s also damaging to the lives of the people who depend on these products.
...Maybe we ought to start promoting PMs who are willing to stand pat for an occasional release or three. Maybe we ought to fire all the consumer-product PMs. Maybe we ought to start including realistic customer-retraining-cost estimates in our product planning process.
We need to stop breaking the software people use. Everyone deserves better.
Feature parity
An ArticleWhilst Feature Parity often sounds like a reasonable proposition, we have learnt the hard way that people greatly underestimate the effort required, and thus misjudge the choice between this and the other alternatives. For example even just defining the 'as is' scope can be a huge effort, especially for legacy systems that have become core to the business.
Most legacy systems have 'bloated' over time, with many features unused by users (50% according to a 2014 Standish Group report) as new features have been added without the old ones being removed. Workarounds for past bugs and limitations have become 'must have' requirements for current business processes, with the way users work defined as much by the limitations of legacy as anything else. Rebuilding these features is not only waste it also represents a missed opportunity to build what is actually needed today. These systems were often defined 10 or 20 years ago within the constraints of previous generations of technology, it very rarely makes sense to replicate them 'as is'.
The return of fancy tools
An Article by Tom MacWrightTechnology is seeing a little return to complexity. Dreamweaver gave way to hand-coding websites, which is now leading into Webflow, which is a lot like Dreamweaver. Evernote give way to minimal Markdown notes, which are now becoming Notion, Coda, or Craft. Visual Studio was “disrupted” by Sublime Text and TextMate, which are now getting replaced by Visual Studio Code. JIRA was replaced by GitHub issues, which is getting outmoded by Linear. The pendulum swings back and forth, which isn’t a bad thing
On Design Engineering: I think I might be a design engineer...
An Article by Trys MudfordDesign engineering is the name for the discipline that finesses the overlap between design and engineering to speed delivery and idea validation. From prototyping to production-ready code, this function fast-tracks design decisions, mitigates risk, and establishes UI code quality. The design engineer’s work encapsulates the systems, workflows, and technology that empower designers and engineers to collaborate most effectively to optimise product development and innovation.
— Natalya ShelburneWebsites are not living rooms and other lessons for information architecture
An Essay by Sarah R. BarrettWhile 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.
Software that nobody wants
An Article by Gandalf HudlowFinding value is the result of enabling individual and group-level discovery attempts. It's not the result of everyone following one leader's gut.
What just happened is a new software product/feature was created that no customer wanted. This happens way too often. In fact, most hyper important software projects that must be done by date certain or else, have deep flaws that cause some variation of this phenomenon, flaws that include:
- Not wanted - Company specified a solution to a problem that customers don't actually have
- No Rarity - Company is pursuing an iKnockoff of existing products. The market already has two scaled competitors with working solutions, customers naturally spend budget on products that are already successful to avoid risk
- Incorrect Packaging - Customers need a website, but the company created an iOS app instead
- Incorrect Pricing - Customers need SaaS pricing, but the company created a shrink wrapped, on-premise solution with CapEx and maintenance agreements instead
Guidebook: Graphical User Interface Gallery
A WebsiteGuidebook is a website dedicated to preserving and showcasing Graphical User Interfaces, as well as various materials related to them.
A Mindful Mobile OS
An Article by Clo S.I read and loved Potential's "iOS 15, Humane" proposition. Published earlier in June by co-founders Welf and Oliver, it tackles how iOS could help us better protect our attention.
As a designer who cares about and writes about digital wellness, I'm profoundly aligned with their suggestions.
- Persuasive design
- Disclosure requirement
- From infinite feeds to pages
- Was this time well spent?
- Regret tax
- Conditions of use
Clues for software design in how we sketch maps of cities
An Article by Matt WebbGiven there’s an explosion in software to accrete and organise knowledge, is the page model really the best approach?
Perhaps the building blocks shouldn’t be pages or blocks, but
neighbourhoods
roads
rooms and doors
landmarks.Or rather, as a knowledge base or wiki develops, it should - just like a real city - encourage its users to gravitate towards these different fundamental elements. A page that starts to function a little bit like a road should transform into a slick navigation element, available on all its linked pages. A page which is functioning like a landmark should start being visible from two hops away.
Fast Software, the Best Software
An Essay by Craig ModI love fast software. That is, software speedy both in function and interface. Software with minimal to no lag between wanting to activate or manipulate something and the thing happening. Lightness.
Software that’s speedy usually means it’s focused. Like a good tool, it often means that it’s simple, but that’s not necessarily true. Speed in software is probably the most valuable, least valued asset. To me, speedy software is the difference between an application smoothly integrating into your life, and one called upon with great reluctance. Fastness in software is like great margins in a book — makes you smile without necessarily knowing why.
A Plea for Lean Software
An Essay by Niklaus WirthSoftware's girth has surpassed its functionality, largely because hardware advances make this possible. The way to streamline software lies in disciplined methodologies and a return to the essentials.
Speed is a feature
An Article by Nikita ProkopovMillions of programs have that unfulfilled potential of becoming your second nature, something you don’t even think about when interacting with. They’re waiting to be enabled to “click”. Speed is a feature.
The Great Divide
An Article by Chris CoyierOn one side, an army of developers whose interests, responsibilities, and skill sets are heavily revolved around JavaScript.
On the other, an army of developers whose interests, responsibilities, and skill sets are focused on other areas of the front end, like HTML, CSS, design, interaction, patterns, accessibility, etc.
The care and feeding of software engineers (or, why engineers are grumpy)
An Article by Nicholas ZakasWe do say “no” very quickly, not just to designs, but to everything. That led me into thinking about the psychology of software engineers and what makes us the way we are.
Web Brutalism, seamfulness, and notion
An Essay by Brandon DornHow a tool for sensemaking reconciles two distinct software design ideologies.
- Seamful vs. seamless
- Reveling in infrastructure
- The brilliance of notion
- How our understanding is working
Dear Microsoft
An EssayWe realized a few years ago that the value of switching to Slack was so obvious and the advantages so overwhelming that every business would be using Slack, or “something just like it,” within the decade. It’s validating to see you’ve come around to the same way of thinking. And even though — being honest here — it’s a little scary, we know it will bring a better future forward faster.
However, all this is harder than it looks. So, as you set out to build “something just like it,” we want to give you some friendly advice.
How Microsoft crushed Slack
An Article...and why the era of worker-centered work tools may be over.
Technical debt as a lack of understanding
An Article by Dave Rupert"If you develop a program for a long period of time by only adding features but never reorganizing it to reflect your understanding of those features, then eventually that program simply does not contain any understanding and all efforts to work on it take longer and longer.” — Ward Cunningham
People expect technology to suck because it actually sucks
An Article by Nikita ProkopovI decided to record every broken interaction I had during one day.
If I decided to invest time into thinning this list down, I could theoretically...reduce this list from 27 down to 24. At least 24 annoyances per day I have to live with. That’s the world WE ALL are living in now. Welcome.
Why Software is Slow and Shitty
An Article by Pirijan KetheswaranPlanning doesn't make for better software
A Fragment by Robin RendleMy own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it.
Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me.
After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64.
Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way.
Figma's Engineering Values: Craftsmanship
An ArticleCraftsmanship is about thoughtfulness and care in the work we do. It means being deliberate about what we build and how possible it will be to maintain and extend in the future. A solution that will require revisiting in a month — because it’s not scaling, because it has a ton of bugs, because it doesn’t support all the use cases it needs to — is not useful to us and ultimately will generate pain for our users.
What we trade off by living this value is (sometimes) day-to-day speed. It’s easy to imagine an engineering team that emphasizes moving fast over keeping things stable and bug-free -- like a team building a product that isn’t responsible for important user data and doesn’t support anyone’s livelihood. But given the role the Figma product plays in the lives of our users, we feel it’s worth it to ensure we hold a high quality bar for them. And in the long run, being thoughtful about how we build often reduces the complexity of ongoing development and new features regardless.
On the "Building" of Software and Websites
An Essay by Dorian TaylorI’m beginning to suspect that software, and more conspicuously the Web, is fundamentally the wrong shape for the archetype of the construction project.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
The State of Agile Software in 2018
A Talk by Martin FowlerOn the surface, the world of agile software development is bright, since it is now mainstream. But the reality is troubling, because much of what is done is faux-agile, disregarding agile's values and principles. The three main challenges we should focus on are: fighting the Agile Industrial Complex and its habit of imposing process upon teams, raising the importance of technical excellence, and organizing our teams around products (rather than projects).
Product vs. Feature Teams
An Article by Marty CaganThis article is certain to upset many people.
Silicon Valley Product Group
A Website by Marty CaganThe best companies go about building great products differently. Silicon Valley Product Group (SVPG) was created to share lessons learned and best practices about how to build innovative products customers love
Like, just a post complaining that screens should be better
An Article by Matt WebbIt’s been 19 years since Pixar released Monsters, Inc. with all that CGI hair. Where are my hairy icons? Ones that get all long and knotted as the notifications number goes up.
Why can’t I feel my phone? I found that paper from 2010 (when I was complaining about keyboards) about using precision electrostatics to make artificial textures on touchscreens.
I should be able to run my thumb over my phone while it’s in my pocket and feel bumps for apps that want my attention. Touching an active element should feel rough. A scrollbar should *slip. Imagine the accessibility gains. But honestly I don’t even care if it’s useful: 1.5 billion smartphone screens are manufactured every year. For that number, I expect bells. I expect whistles.
Winning by Design: The Methods of Gordon Murray
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 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.’
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.
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.
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”!’
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.’
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.)
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.
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.
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.
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.
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.
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.