Style
Something akin to style
A particular deficiency of which they all partake
Illa de la DiscĂČrdia
The discoveries you make in the making
Style is an expression of the interest you take in the making of every sentence.
It emerges, almost without intent, from your engagement with each sentence.
It's the discoveries you make in the making of the prose itself.Where ambiguity rules, there is no "style"âor anything else worth having.
Pursue clarity instead.
In the pursuit of clarity, style reveals itself.Substance over style
By the 1930s, the teardrop shape, known since the turn of the century to be the form of least resistance, was incorporated into Boeing and Douglas aircraft, and, being the contemporary artifact that best symbolized the future, the airplane set the style for things generally. The most static of mundane objects were streamlined for no functional purpose, and chromed and rounded staplers, pencil sharpeners, and toasters were hailed as the epitome of design.
...Though all design is necessarily forward-looking, all design or design changes are not necessarily motivated by fickle style trends. The best in design always prefers substance over style, and the lasting concept over the ephemeral gimmick.
Style consists in distinction of form
Writing about style in architecture, the nineteenth-century theorist Viollet-le-Duc asserted that "style consists in distinction of form," and complained that animals expressed this better than the human species. He felt that his contemporaries had "become strangers to those elemental and simple ideas of truth which lead architects to give style to their designs," and he found it "necessary to define the constituent elements of style, and, in doing so, to carefully avoid those equivocations, those high-sounding but senseless phrases, which have been repeated with all that profound respect which most people profess for that which they do not understand."
The signature
It has long been understood that striving for originality as an end in itself is the mark of an inferior artist. The personal style of a good artist is never something that has been deliberately cultivated and forced but something that has appeared unsought as inevitably as the personal style of a man's handwriting.
But since artists of note are seen to have a distinct personal style, no artist can hope to make a reputation in a competitive society unless he too can show a distinctive style which easily differentiates his work from that of other artists and draws attention to it. Therefore artists of little capability or uncertain vocation will take great care to make their work look 'different', whereas those with any certainty in them will know that their work cannot help but look different from that of other people any more than signatures can.
It is worth reflecting that the fact of the unmistakable individuality of each man's signature is one foundation of modern commerce everywhere. To establish the individuality of it one need not write it vertically up the page in letters two inches high. And yet there are only twenty six letters, and everyone else uses them too.
An engine of technological difference
Whether at the level of national "technological styles" that shape and differentiate the nature of "same" technologies in different national contexts, or the simple but consequential variations by which industrial commodities are brought into, enlivened, and sustained within the circumstances of individual homes and lives, repair may constitute an important engine by which technological difference is produced and fit is accomplished.
A concept of style
It is a concept based not on the classification of various physical features of architecture and urban design but on the problem-solving process itself. We have seen that the final outcome of a design process is strongly determined by at least three aspects of that process:
- the subject matter of the organizing principles which are adopted,
- the manner in which these principles are interpreted and reinterpreted in the context of the problem at hand, and
- the sequent of applying such organizing principles.
Consistency in style among the output of designers can thus be understood as a habitual way of doing things, of solving problems.
Style is not separate from substance
Young writers often suppose that style is a garnish for the meat of prose, a sauce by which a dull dish is made palatable. Style has no such separate entity; it is nondetachable, unfilterable. The beginner should approach style warily, realizing that it is an expression of self, and should turn resolutely away from all devices that are popularly believed to indicate style - all mannerisms, tricks, adornments. The approach to style is by way of plainness, simplicity, orderliness, sincerity.
The young writer should learn to spot them - words that at first glance seem freighted with delicious meaning but that soon burst in air, leaving nothing but a memory of bright sound.
Eyes which do not see
Our epoch is fixing its own style day by day. It is there under our eyesâEyes which do not see.
All the work of an epoch
Style is a unity of principle animating all the work of an epoch, the result of a state of mind which has its own special character.
Our own epoch is determining, day by day, its own style.
Our eyes, unhappily, are unable yet to discern it.Shoes
It was perhaps a pedantic matter over which to come to such a decision, but shoes are supreme symbols of aesthetic, and hence by extension psychological, compatibility. Certain areas and coverings of the body say more about a person than others: shoes suggest more than pullovers, thumbs more than elbows, underwear more than overcoats, ankles more than shoulders.
Controlled!
Braun design is greatly reduced - stripped of all that is unnecessary. Nevertheless, there is a strong aesthetic characterized by balance, order and harmony.
Self-control is very important. Although my own taste is involved it always has to be under control. Not suppressed though! Controlled!
When design gets too easy
Design has invariably exhibited styles because some clear limitations on freedom of choice are psychologically necessary to nearly all designers. When design gets too easy it becomes difficult.
Who did the teaching, then?
It has been contended sometimes that our response to works of art is entirely learnt and in no way innate; but the questions 'Who did the teaching, then? and how?' have not, I fancy, been much investigated. This contention is very true of our responses to styles and fashions, but it is not true of our response to beauty.
Typography exists to honor content
In a world rife with unsolicited messages, typography must often draw attention to itself before it will be read. Yet in order to be read, it must relinquish the attention it has drawn. Typography with anything to say therefore aspired to a kind of statuesque transparency. Its other traditional goal is durability: not immunity to change, but a clear superiority to fashion. Typography at its best is a visual form of language linking timelessness and time.
Typographic style
Literary style, says Walter Benjamin, âis the power to move freely in the length and breadth of linguistic thinking without slipping into banality.â Typographic style, in this large and intelligence sense of the word, does not mean any particular style â my style or your style, or Neoclassical or Baroque style â but the power to move freely through the whole domain of typography, and to function at every step in a way that is graceful and vital instead of banal.
No-nonsense
Admittedly, though, however alert and aware I felt, I was probably more aware of the effects the lecture seemed to be having on me than of the lecture itself, much of which was over my head, and yet was almost impossible to look away from or not feel stirred by. This was partly due to the substitute's presentation, which was rapid, organized, undramatic, and dry in the way of people who know that what they are saying is too valuable in its own right to cheapen with concern about delivery or 'connecting' with the students. In other words, the presentation had a kind of zealous integrity that manifested not as style but as the lack of it. I felt that I suddenly, for the first time, understood the meaning of my father's term 'no-nonsense', and why it was a term of approval.
A Search for Structure
AÂ Book by Cyril Stanley SmithThe Art of Looking Sideways
AÂ Book by Alan FletcherCover art for Alan Fletcher's wonderfully expansive commonplace book.
Dieter Rams: As Little Design as Possible
AÂ Book by Sophie Lovell & Dieter Rams- ââBeyond improvementââ
- ââCardinal sinââ
- ââOn displayââ
- ââLong-termââ
- ââHumble servantsââ
The Design of Design
AÂ Book by Frederick P. Brooks, Jr.The Nature and Art of Workmanship
AÂ Book by David PyeThe Craftsman
AÂ Book by Richard SennettThe Nature and Aesthetics of Design
AÂ Book by David Pye- ââAny imaginable shapeââ
- ââUseless work on useful thingsââ
- ââPresentableââ
- ââThe principle of arrangementââ
- ââThe minimum conditionââ
UI and Capability
An Article by Ryan SingerIâm very conscious of whether I am affording a feature or styling it. Itâs important to distinguish because they look the same from a distance.
...Affording a capability and styling it are both important. But itâs essential to know which one you are doing at a given time. Style is a matter of taste. Capability and clarity are not. They are more objective. That person standing at the edge of the chasm cares more about accomplishing their task than the details of the decor.
Whomst styles?
An Article by Robin SloanThis is a âwhostyleâ: an attempt to carry the ~timbre~ of an authorâs voice, in the form of their design sensibility, through into a quotation. Itâs the author who defines their whostyle; the quoting site just honors it, a frame around their words.
I think the whostyle makes a few arguments. Among them:
- Text is more than a string of character codes. Its design matters, typography and layout alike; these things support (or subvert!) its affect, argument, and more.
- The web should be more colorful and chaotic, along nearly every dimension. The past five years have brought a flood of new capabilities, hugely expressiveâââletâs use them!
- Quoting is touchy, and anything you can do to cushion it with respect and hospitality is a plus.
- ââWhostylesââ
Design System as Style Manual With Web Characteristics
An Article by Dorian TaylorIn my opinion, what makes a designer competent is precisely their ability to credibly justify their conclusions. If you canât do this as a designerâno matter how successful your results areâthen neither I nor anybody else can tell if you arenât just picking things at random.
What I am proposing, then, is no less than to make a designerâs entire line of reasoning a matter of permanent record. On the surface is the familiar set of prescriptions, components, examples and tutorials, like you would expect out of any such artifact. Attached to every element, though, is a little button that says You click it, and it tells you. The proximate explanation will probably not be very satisfying, so you click on the next until you get to the end, at which point you are either satisfied with the explanation, or you arenât.
Steve Jobs: The Lost Interview
- ââOn Valueââ
- ââOn Businessââ
- ââOn Programmingââ
- ââOn Successââ
- ââOn Processââ
On Value
It was clear that [Hewlett-Packard] recognized that its true value was in its employees.
On Business
How do you learn to run a company at 21 with no business experience?
Throughout the years in business I found something, which is, Iâd always ask why you do things, and the answers you invariably get are âoh thatâs just the way itâs done.â Nobody knows why they do what they do, nobody thinks about things very deeply in business. Thatâs what I found.
Iâll give you an example. When we were building our Apple Is in the garage we knew exactly what they cost. When we got into a factory in the Apple II days, accounting had this notion of a âstandard cost.â Where youâd kind of set a standard cost and then at the end of the quarter youâd adjust it with a variance. And I kept asking, âwhy do we do this?â And the answer was just âwell thatâs the way itâs done.â And after about 6 months of digging into this what I realized was the reason you do it is because you donât really have good enough controls to know how much it costs, so you guess, and then you fix your guess at the end of the quarter. And the reason you donât know how much it costs is because your information systems arenât good enough.
But nobody said it that way. And so later on when we designed this automated factory for Macintosh we were able to get rid of a lot of these antiquated concepts, and know exactly what something costs, to the cent. And so in business a lot of things are what I would call âfolklore.â Theyâre done that way because they were done that way yesterday. And so if youâre willing to ask a lot of questions about things and work hard you can learn business pretty fast. Itâs not the hardest thing in the world. Itâs not rocket science.
On Programming
I think everyone in this country should learn a computer language because it teaches you how to think. Itâs like going to law school â I donât think anyone should be a lawyer, but going to law school could be useful because it teaches you how to think in a certain way. So I view computer science as a liberal art.
On Success
The technology crashed and burned at Xerox.
What happens is, like with John Sculley, John came from PepsiCo, and they at most would change their product maybe once every ten years. To them a new product was like a new size bottle. So if you were a product person you couldnât change the course of that company very much. So who influenced the success of PepsiCo? The sales and marketing people. Therefore they were the ones that got promoted and they were the ones that ran the company.
Well, for PepsiCo that might have been ok, but it turns out the same thing can happen in technology companies that get monopolies, like IBM and Xerox.
If you were a product person at IBM, or Xerox, so you make a better copier or a better computer? So what? When you have a monopoly market share, the company isnât any more successful. So the people that can make the company more successful are sales and marketing people, and they end up running the companies. And the product people end up getting driven out of the decision marking forums. And the companies forget what it means to make great products. The product sensibilities and the product genius that brought them to that monopolistic position gets rotted out by people running these companies who have no conception of a good product vs. a bad product. They have no conception of the craftsmanship thatâs required to take a good idea and turn it into a good product. And they really have no feeling in their hearts, usually, about wanting to really help the customers.
So thatâs what happened at Xerox.
On Process
People get confused, companies get confused. When they start getting bigger, they want to replicate their initial success, and a lot of them think that somehow thereâs some magic in the process that theyâve created. And so they start to institutionalize process across the company. And before very long people get very confused that the process is the content.
In my career Iâve found that the best people are the ones who really understand the content. And theyâre a pain in the butt to manage. But you put up with it because theyâre so great at the content. And thatâs what makes great products. Itâs not process, itâs content.
On Greatness
Whatâs important to you in the development of a product?
One of the things that really hurt Apple was that after I left John Sculley got a very serious disease. And that disease â Iâve seen other people get it too â itâs the disease of thinking that a really great idea is 90% of the work, and if you just tell all these other people âhereâs this great idea,â then of course they can just go off and make it happen.
The problem with that is that thereâs just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea it changes and grows. It never comes out like it starts, because you learn a lot more as you get into the subtleties of it, and you also find there are tremendous tradeoffs you have to make, there are just certain things you canât make electrons do, there are certain things you canât make plastic, or glass, or factories, or robots do. And as you get into all these things, you find that designing a product is keeping 5,000 things in your brain, these concepts, and just fitting them all together and continuing to push to fit them together in new and different ways to get what you want. And every day you discover a new problem or a new opportunity to do it a little differently. And itâs that process that is the magic.
On Teamwork
What Iâve always felt that a team of people doing something they really believe in is like, is like when I was a young kid, there was a widowed man that lived up the street. He was in his 80âs, and a little scary looking, and I got to know him a little bit â I think he paid me to cut his lawn or something â and one day he told me, âcome into my garage, I want to show you something.â
And he pulled out this dusty old rock tumbler. It was a motor and a coffee can and a band between them. And he said âcome out here with me,â so we went out to the back and we got some rocks, just some regular old ugly rocks and we put them in the can with a little bit of liquid and a little bit of grit powder, and he turned the motor on and said âcome back tomorrow,â as the tumbler was turning and making a racket.
So I came back the next day and what we took out were these amazingly beautiful and polished rocks. The same common stones that had gone in â through rubbing against each other, creating a little bit of friction, creating a little bit of noise â had come out as these beautiful polished rocks.
And thatâs always been my metaphor for a team working really hard on something theyâre passionate about. Itâs that through the team, through that group of incredibly talented people bumping up against each other, having arguments, having fights sometimes, making some noise, and working together, they polish each other, and they polish their ideas. And what comes out are these really beautiful stones.
On Criticism
People are being counted on to do specific pieces of the puzzle. And the most important thing I think you can do for somebody whoâs really good and whoâs really being counted on is to point out to them when their work isnât good enough, and to do it very clearly, and to articulate why, and to get them back on track. And you need to do that in a way that does not call into question your confidence in their abilities, but leaves not much room for interpretation.
On Help
Microsoftâs orbit was made possible by a Saturn V booster called IBM.
On Taste
The only problem with Microsoft is they just have no taste. They have absolutely no taste, and what that means is â and I donât mean that in a small way, I mean that in a big way â in the sense that they donât think of original ideas, and they donât bring much culture into their product. And you say âwell why is that important?â Well, you know, proportionally spaced fonts come from typesetting and beautiful books, so thatâs where one gets the idea. And if it werenât for the Mac they would never have that in their products.
And so I guess I am saddened, not by Microsoft's success â I have no problem with their success. They have earned their success â I have a problem with the fact that they just make really third-rate products. Their products have no spirit to them, no spirit of enlightenment about them. They are very pedestrian. And the sad part is that most customers donât have that spirit either. But the way that weâre going to ratchet up our species is to take the best and to spread it around to everybody so that everybody grows up with better things, and starts to understand the subtlety of these better things. And Microsoft is McDonaldâs.
So thatâs what saddens me â not that Microsoft has won, but that Microsoftâs products donât display more insight and more creativity.
On Technology
As we look back 10 years from now, the web is going to be the defining technology, the defining social moment for our generation.
I think itâs going to be huge.
On Tools
I read an article when I was very young in Scientific America. It measured the efficiency of locomotion for various species on the planet â you know, for bears and chimpanzees and raccoons and birds and fish â how many kilocalories per kilometer did they spend to move? And humans were measured too. And the condor won, it was the most efficient. And mankind, the crown of creation, came in with rather an unimpressive showing about a third of the way down the list.
But somebody there had the brilliance to test a human riding a bicycle, and it blew away the condor, all the way off the charts. And I remember this really had an impact on me, I remember thinking that humans are tool builders, and we build tools that can dramatically amplify our innate human abilities.
And to me â we actually ran an ad like this, very early at Apple â the personal computer is the bicycle of the mind. And I believe that with every bone in my body, that of all the inventions of humans, the computer is going to rank near if not at the top as history unfolds and we look back. It is the most awesome tool that we have ever invented, and I feel incredibly lucky to be at exactly the right place in Silicon Valley, at exactly the right time where this invention has taken form.
On Theft
How do we know whatâs the right direction [for computers to take]?
Ultimately it comes down to taste. It comes down to trying to expose yourself to the best things that humans have done, and then trying to bring those things in to what youâre doing.
Picasso had a saying: âGood artists copy, great artists steal.â And we (at Apple) have always been shameless about stealing great ideas. And I think part of what made Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to have been the best computer scientists in the world. But if it hasnât been for computer science, these people would all be doing amazing things in life in other fields. And they brought with them â we all brought to this effort â a very liberal arts air, a very liberal arts attitude, that we wanted to pull in the best we saw in these other fields into ours.
On Expression
There was a germ of something there. And itâs the same thing that causes people to want to be poets instead of bankers. I think thatâs a wonderful thing, and I think that same spirit can be put into products, and those products can be manufactured and given to people and they can sense that spirit. If you talk to people that use the Macintosh, they love it. I mean you donât hear people loving products very often. But you could feel it, there was something really wonderful there.
So I donât think that most of the really best people that Iâve worked with have worked with computers for the sake of working with computers. They work with computers because they are the medium that is best capable of transmitting some feeling that you have that you want to share with other people. And before they invented these things, all these people would have done other things. But computers were invented, and they did come along, and all these people did get interested in them, either in school or before school, and said âHey, this is the medium that I think I can say something in."
On Talent
I observed something fairly early on at Apple, which I didnât know how to explain then, but Iâve thought a lot about it since. Most things in life have a dynamic range in which [the ratio of] âaverageâ to âbestâ is at most 2:1.
For example, if you go to New York City and get an average taxi cab driver, versus the best taxi cab driver, youâll probably get to your destination with the best taxi driver 30% faster. And an automobile; whatâs the difference between the average car and the best? Maybe 20%? The best CD player versus the average CD player? Maybe 20%? So 2:1 is a big dynamic range for most things in life.
Now, in software, and it used to be the case in hardware, the difference between the average software developer and the best is 50:1; maybe even 100:1. Very few things in life are like this, but what I was lucky enough to spend my life doing, which is software, is like this.
So Iâve built a lot of my success on finding these truly gifted people, and not settling for âBâ and âCâ players, but really going for the âAâ players. And I found something⊠I found that when you get enough âAâ players together, when you go through the incredible work to find these âAâ players, they really like working with each other. Because most have never had the chance to do that before. And they donât work with âBâ and âCâ players, so itâs self-policing. They only want to hire âAâ players. So you build these pockets of âAâ players and it just propagates.