For years I kept a running list of work related reads to share with colleagues and friends. It gradually got replaced with various online services and then predictably forgotten. Years ago I used to be an avid reader of everything related to working within a design team, most of my initial UX/design knowledge was largely from these books, though many of those books might be dated today I have started to keep a new list in my “books” page linked above. I think it’s a good reading list for interaction designers, information architects, usability professionals, product managers and designers. They are listed in no particular order (and unfortunately broken in mobile).
“The Problem With Doing a Project in Your Spare Time is That There isn’t Any”
I shared this on twitter earlier but the 140 character limit doesn’t allow for much commenting. I think it was Matt Owens of Volumeone (one of the original flash based “ezines”) who served as my inspiration 17 years ago for doing personal projects. It was at that time a very fundamental part of what I did, and about the only opportunity for trying new things that ultimately increased my skill set or alleviated the boredom of corporate design work. Many of these projects went on to be sources of income in themselves. When asking young designers today if they doing any work outside of the office they almost universally say no. Which is a shame because much of what gets done at work is full of constraints and as such it can be hard to grow or simply have fun.
But the choice quote above from Jim Coudal above does ring true. None of us get off at 5, and though I leave earlier than most, the mental energy to start a side project is nearly impossible to muster. It should be apart of our week, but unfortunately in all of the past 17 years in Taiwan, I’ve only met 2 bosses who believed in giving teams time to learn new skills. As a result I sacrifice my lunch hours, Friday nights, some early mornings, and Saturday afternoons practicing skills that make me a better designer.
A recent school meeting where we get introduced to all our kids teachers, and hear about the coming year amongst a myriad of other things, was a refreshing change. All but one of the teachers were mid career or older and had an air of confidence and experience that was palpable. They spoke from their success and failures, and with many stories to illustrate their point. The results of our kids studies at this school are far from being evident but despite having an unfavourable impression of the school as a whole, I left feeling at ease and confident that our children’s educational needs would be taken care of.
In my life I don’t often run into people with experience, Taiwan employers favor youth over experience, and so it was interesting to be talking to people whose abilities were as much defined by what they have done as what they have read. There is a struggle to gaining knowledge over time and this comes through with their delivery. Which reminds me of a quote from Limitless:
And you would even think that, would only show me how unprepared you are to be on your own. I mean you do know you’re a freak? Your deductive powers are a gift from God or chance or a straight shot of sperm or whatever or whoever wrote your life-script. A gift, not earned. You do not know what I know because you have not earned those powers. You’re careless with those powers, you flaunt them and you throw them around like a brat with his trust-fund. You haven’t had to climb up all the greasy little rungs. You haven’t been bored blind at the fundraisers. You haven’t done the time and that first marriage to the girl with the right father. You think you can leap over all in a single bound. You haven’t had to bribe or charm or threat your way to a seat at that table. You don’t know how to assess your competition because you haven’t competed.
Companies in Taiwan over-reliance on inexperienced workers in their teams may be misguided (more time spent does not equal to quality output) but that not to say that younger people have no value, many of the people who I have worked with are far more skilled in some areas, but that one should have balance. The best design team I worked with had people of all ages and backgrounds.
This is getting to be a bad habit. I enjoy working in coffee shops, the few I frequent in Hsinchu are some of the best you will find anywhere. Great coffee, free wifi, and great environment. Saturdays are less enjoyable as it’s standing room only and the noise level rises above the usual background din.
For the past month or so while my son is at soccer I have been spending most of Saturday afternoon with my daughter at our local favourite Ink Café. I study, or catch up on odds and ends, or work on projects that can’t be accomlished through-out the week. Catriona finishes homework and then dives into a book.
It’s not a total waste but I can’t help think that this would be better done during normal (western) working hours. I would rather be hiking, or watching my son practice, or simply helping my daughter with homework over coffee and then going off exploring. But there is so much I hope to do.
Maybe if in the future my employment situation is more stable, I can relax and not be concerned with these small tasks.
“The trick to finding ideas is to convince yourself that everyone and everything has a story to tell. I say trick, but what I really mean is challenge, because it’s a very hard thing to do. Shampoo doesn’t seem interesting? Well, dammit, it must be, and if it isn’t, I have to believe that it will ultimately lead me [to something] that is.” “The other trick to finding ideas is figuring out the difference between power and knowledge. You don’t start at the top if you want to find the story. You start in the middle, because it’s the people in the middle who do the actual work in the world. My friend Dave, who taught me about ketchup, is a middle guy. He’s worked on ketchup. That’s how he knows about it. People at the top are self-conscious about what they say (and rightfully so) because they have position and privilege to protect — and self consciousness is the enemy of ‘interestingness.’” “In ‘The Pitchman’ you’ll meet Arnold Morris, who gave me the pitch for the ‘Dial-O-Matic’ vegetable slicer one summer day in his kitchen on the Jersey Shore: ‘Come on over, folks. I’m going to show you the most amazing slicing machine you have ever seen in your life,’ he began. He picked up a package of barbecue spices and used it as a prop. ‘Take a look at this!’ He held it in the air as if he were holding up a Tiffany vase. That’s where you find stories, in someone’s kitchen on the Jersey Shore.”
What the Dog Saw – Malcolm Gladwell
How can you create products without being able to put yourself in someone else’s shoes, without caring deeply about how they will use your product and how they will feel. The same with the people you work with. If you really don’t care about them or their time, if you don’t try to help, or aren’t aware of their needs, how can you possibly work well together as a team? The best teams I’ve ever worked with were in music, where everyone intuitively worked together, communication was nothing more than a glance or a deep breathe. I often think of these questions lately.
Below is section from Stewart Butterfields recent interview in The New York Times, Is Empathy on Your Résumé?
You’ve had a couple of big successes, starting Flickr and now Slack. What are your thoughts about culture?
I really admire good restaurants. I don’t necessarily mean expensive ones. I mean restaurants that are well run with a seamless kind of flow. I notice things like whether the servers keep an eye on each other’s tables. If someone needs the check, they’ll tell each other. I think everyone likes working in an environment like that.
I played in jazz bands when I was younger, and I like playing improvisational music generally. You really have to keep your eye on everyone at the same time.
So how do you try to maintain that feel as your company grows?
One of our values is that you should be looking out for each other. Everyone should try to make the lives of everyone else who works here a little bit simpler. So if you’re going to call a meeting, you’re responsible for it, and you have to be clear what you want out of it. Have a synopsis and present well.
At the same time, if you’re going to attend a meeting, then you owe it your full attention. And if it’s not worth your attention, then say so — but don’t be a jerk about it — and leave the meeting.
People can go to work every day for a year and not really get anything done because they’re just doing the things that they felt they were supposed to be doing. We just went through this process of canceling almost every recurring meeting that we had to see which ones we really needed. We probably do need some of the ones we canceled, and they’ll come back — but we’ll wait until we actually need them again.
When we talk about the qualities we want in people, empathy is a big one. If you can empathize with people, then you can do a good job. If you have no ability to empathize, then it’s difficult to give people feedback, and it’s difficult to help people improve. Everything becomes harder.
One way that empathy manifests itself is courtesy. Respecting people’s time is important. Don’t let your colleagues down; if you say you’re going to do something, do it. A lot of the standard traits that you would look for in any kind of organization come down to courteousness. It’s not just about having a veneer of politeness, but actually trying to anticipate someone else’s needs and meeting them in advance.
In the annals of Apple error messages, of which lately their have been more and more, this must rank up there as one of the most developer centric. I can only imagine what would be going through a users mind when after clicking on iTunes this message appears. This update is rife with problems, testing must be taking a back seat at Apple. Or in the case of iTunes, this is what happens when you put a musician in charge of software product management.
Either way I can’t open iTunes.
He doesn’t state it strongly enough. Unfortunately, no matter how strongly or loudly you state this fact, often it goes unheard.
Typically, the burden is on the user to learn how a software application works. The burden should be increasingly on the system designers to analyze and capture the user’s expectations and build that into the system design. Norman, 1988
“Usability is strongly tied to the extent to which a user’s mental model matches and predicts the action of a system. Ideally, an interface design is consistent with people’s natural mental models about computers, the environment, and everyday objects. For example, it makes sense to design a calculator program that has similar functionality and appearance to the physical hand-held calculators that everyone is familiar with”.
Via Mental Models and Usability. Mary Jo Davidson, Laura Dove, Julie Weltz
So often in my new experiences complexity is the selling point, the starting point, and/or the proof of your value. People (customers) don’t share this vision. People are intelligent but must be set free to construct the level of complexity they are comfortable with, or need.
Complexity isn’t designed but rather rises spontaneously through self-organisation. Start with basic or simple interactions and allow more complex behaviours or patterns to emerge.
From an old project proposal, source is likely from theory of emergence.