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
Tool-being Take Heidegger's notion of "tool-being", built around the central distinction between tools that are "ready-to-hand" versus "present-at-hand". In the former state, technologies function as anticipated, do and stay where they're supposed to, and therefore sink below the level of conscious reflection. In the latter, the material world resists, obstructs, or frustrates action, and therefore calls attention to itself (precisely because we must now work to figure out and overcome barriers in our no-longer seamless world). Steven J. Jackson, Rethinking Repair To be truly simple tools