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. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray strategy
Cultural relevance More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency. Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance. Toby Shorin, Building for the Culture subpixel.space culturestrategybusiness
The stoop is a space of spectatorship Along with being a meeting place, the stoop is a space of spectatorship. A street lined with stoops is a kind of lateral stadium, ideal for viewing the passing parade, whether formal ones like the giant Gay Pride and Halloween Parades (until their route was changed a few years ago) or the more informal quotidian version. Hanging out on the stoop allows the sitter to observe the dance (Jane Jacobs’s ballet) of daily activity, to notice what is out of the ordinary, to provide the kind of public presence that prompts neighborly behavior. Michael Sorkin, 20 Minutes in Manhattan I know the deep night ballet and its seasons best streets