heuristic

Note: The nature of a heuristic is that it stops short of an absolute rule; it gives us a better shot at success but doesn't guarantee it. A heuristic is well enough formed to allow us to act on it, but may not be clear enough that we can fully articulate it to ourselves or others. And that may well be where the breakdown between the Weinsteins and Disney took place. Harvey didn't have an algorithm, a sure-fire mechanism for success. And as time went on, other studios copied the approach, diminishing the appearance of Harvey's unique vision.

Roger Martin and Jennifer Riel, "The 'Inglourious' Decline of Miramax Films," BusinessWeek, 4 Mar 2010, www.businessweek.com/innovate/content/mar2010/id2010034_725045.htm .

patterns

5:20 - A vision of something which can be, which may be, based on knowledge, but is as yet unproven... It comes down to four basic principles:

• Learn from everyone
• Follow no one
• Watch for patterns
• Work like hell

"Scott McCloud on comics," video on TED.com, TED 2005, filmed Feb 2005, posted Jan 2009, www.ted.com/talks/scott_mccloud_on_comics.html via Ty Hatch

Simplicity sells

A few quotes from a TED talk by David Pogue:

06:44 - The software upgrade paradox - If you improve a piece of software enough times, you eventually ruin it.

20:41 - This cult of doing things right is starting to spread.

20:57 - If you are among the people who create this stuff: Easy is hard. Pre-sweat the details for your audience. Count the taps. Remember the hard part is not deciding what features to add, it is deciding what to leave out. And best of all your motivation is simplicity sells.

"David Pogue says 'Simplicity sells'," Video on TED.com, TED 2006, posted June 2006, www.ted.com/talks/david_pogue_says_simplicity_sells.html.

That's the magic

Q: Is there a chance of hubris creeping into the company?

A: People are our number one asset, and the executive team spends a lot of time thinking about recruiting and retaining great talent. We've said no to a lot of good products, great products even, in order to remain focused. That focus is so ingrained that the management team would never let hubris take hold. That's not what we're about. Focus on people and ensure that it's a small list of things to work on. That's the magic behind us.

Eric Slivka, “Apple COO Tim Cook Speaks at Goldman Sachs Conference,” Mac Rumors, 23 Feb 2010, www.macrumors.com/2010/02/23/apple-coo-tim-cook-speaks-at-goldman-sachs-conference/ via Rich Goade.

most failures are ignored

The problem with science, then, isn’t that most experiments fail — it’s that most failures are ignored.

Jonah Lehrer, "Accept Defeat: The Neuroscience of Screwing Up," Wired, Jan 2010, www.wired.com/magazine/2009/12/fail_accept_defeat via Rich Goade.

what should we do?

Now that we can do anything, what should we do?

Bill Buxton quotesondesign.com/bill-buxton or datadaylife.com/2010/01/bill-buxton-on-natural-user-interfaces

design restraint

At Apple, there is a similar link between the ultimate design-team leader, Mr. Jobs, and the products. From computers to smartphones, Apple products are known for being stylish, powerful and pleasing to use. They are edited products that cut through complexity, by consciously leaving things out — not cramming every feature that came into an engineer’s head, an affliction known as “featuritis” that burdens so many technology products.

"A defining quality of Apple has been design restraint,” says Paul Saffo, a technology forecaster and consultant in Silicon Valley.

Steve Lohr, "Steve Jobs and the Economics of Elitism," New York Times, 29 Jan 2010, www.nytimes.com/2010/01/31/weekinreview/31lohr.html

Often our hardest job... is to remove

Often our hardest job... is to remove, remove, remove bit by bit, anything that is unnecessary, that gets in the way of maximum unity. It's like music, we make a melody like this - Instead of discord - something like that. I think it's very close to composing music. Creating harmony, something very sensual...

Ronan Bouroullec as quoted in Objectified (Directed by Gary Hustwit), Swiss Dots, 2009, www.objectifiedfilm.com. Quote starts at 26:14.

Learning what the problem is IS the problem

The great design thinker Horst Rittel once wrote that “a design problem keeps changing while it is treated, because the understanding of what ought to be accomplished, and how it might be accomplished is continually shifting. Learning what the problem is IS the problem.”

Peter Hall, "A Good Argument," MetropolisMag.com, 18 Mar 2009, www.metropolismag.com/story/20090318/a-good-argument via Alan Blood.

Don’t dig for the answer—connect

8. Be an anthropologist, not an archaeologist.

An archaeologist seeks to understand the past by investigating its relics and digging for the truth of what was. An anthropologist studies people to understand their values, needs, and desires. If you want to design new solutions for the future, you have to understand what people care about and design for that. Don’t dig for the answer—connect.

"IDEO’s Ten Tips For Creating a 21st–Century Classroom Experience," MetropolisMag.com, Feb 2009, www.metropolismag.com/story/20090218/ideos-ten-tips-for-creating-a-21st-century-classroom-experience via Alan Blood.