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19 posts
The Gmail team built a horseless carriage because they set out to add AI to the email client they already had, rather than ask what an email client would look like if it were designed from the ground up with AI.
Their app is a little bit of AI jammed into an interface designed for mundane human labor rather than an interface designed for automating mundane labor.
— Pete Koomen - AI Horseless Carriages
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Reffering to Designing list post from January 2020
Clearly evolved to #6 and #7.
#8 still attracts me a lot with products, companies, inovation and how this should impact public policies so it can impact people, neighborhoods, cities, and even countries.
#9 is just impossible. Nature is perfect. It’s better to think about how not to interfere or even how to stop messing up with this.
Read MoreLanguage has many methods to fix what been spoken wrongly, some are so subtle we don’t even notice that something was fixed.
In products and systems the small errors are more serious because the fixes and workarounds are not so obvious or even planned by who designed it.
Reading: The Design of Everyday Things
These are my notes from a conversation with the gentle brazilian designer Felipe Luize, currently working at YouTube in San Francisco, CA.
Depth in design and strategy comes from a robust discovery process led by the designer, not just executing well at the tactical level. By the time you’re in tactics, those tasks should be doable with one hand. Most of the energy should be spent understanding what’s behind that request or KPI.
Read MoreAfter a couple of meetings I noticed that I helped raised the company’s level of UX maturity from 5 to 6, considering the framework from NN Group.
The next steps seem to rely on the upcoming launches and the metrics and actions planned.
Next steps seem to depend on releases, monitoring metrics and actions planned based on them.
Are the most common types of objective task-based measures
Related: Time to do X
Balancing geometric and organic elements in interfaces can help soften the contrast between each one.
This can be applied to typografphy, buttons, illustrations, pictures and every other thing that shows up on screen.
When creating a layout using many data from a list of products and services, group whatever is used in comparison to other items
Then group what’s left (name, order number, identification, etc…) in a different place.
Related to: IA or UI problem and Elements with similar sizes
When the layout is not coming together, it’s better to group elements with the same size - like a sidebar - and fit them into a block.
With that done af ew times, you can redistribute whatever’s left and doesn’t seem to fit this block structure or need to stand out more.
You need to have a interaction model before started designing the UI. Without this, it’s impossible to know where to proceed to. Once you have that, it’s easier to see whether the elements on the screen fit that model.
Sure, it’s possible (or even likely) to change the model after starting, but it’s fundamental to start with one.
Things move slower in deep layers because their impact in both the organization and society is higher. It demands more conversations with non designers, more time used to showing the value of design, and the impact the product will make, beyond understanding the broader questions it demands.
What has been my role in showing the value of research and design for key people that don’t understand it?
How to have more responsibility:
Read MoreApparently I’ve already done up to number #5 at this point, consolidating myself in this and other aspects of the disciplines, but also thinking about how to grow for the others.
Massimo cared deeply and obsessively about typefaces, kerning, and the space between objects.
Every time he sat down to make a three-and-a-half by two-inch business card, it was like no one had ever made one before. He worked it out so carefully and came up with something that he hadn’t quite done before.
Then he’d exclaim, “Ahh! Isn’t this great?!” He was so enthusiastic and uncynical and ready to be surprised.
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Although people may think of industrial design “as the concept and renderings and models and all the creative stuff,” Brunner said, it’s ultimately about “delivering something.
— Ian Parker (Robert Brunner on Jony Ive)
http://www.newyorker.com/magazine/2015/02/23/shape-things-come
One of the first things I learned at Facebook was that the most impactful work one can do is going beyond designing a single match to designing the rules of the game.
— Julie Zhuo
https://medium.com/the-year-of-the-looking-glass/my-dream-design-curriculum-ace1d0475289
Related to Designing
[…] Your next employer (if they’re worth their salt) is going to want you because you have a particular brand of awesome and vision. The next time you go into an interview, or send an email, or ship a box of goodies to that company you love, make damn sure that you represent YOU at your best.
A monkey might be able to do the skills required for your job, but it’s going to take your own special blend of kindness, honesty, enthusiasm, ingenuity, humor, and gusto to make that job YOURS, and to make it sing.
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Quality — as in “fitness for purpose” — lives in the structure of a product. A lack of quality is a lack of structure, and a lack of structure is, ultimately, a lack of thought. One does not find a solid structure by following some simple method. We deepen the structure by deepening our thought on the product. Our role as designers is to put thought into things. And that’s why most websites, clients, and jobs suck, and will always suck. Everybody hates to think, because everybody hates to listen, everybody hates to reflect, and we all hate to use our imagination.
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Those who treat UX like a rigid set of tasks and capabilities will be left behind, outpaced by digital natives who intuitively break down disciplinary boundaries.
— Wired
https://www.wired.com/2014/06/why-the-best-designers-dont-specialize-in-any-one-thing/
My interest is not the physical design. It’s the fact that there are two things. There’s the iTunes ecosystem, which allows people to pay for downloaded music. And number two, there were all kinds of business models built around the iPod.
For instance, there was a 34-cent chip that you had to buy if you wanted to connect your box to the iPod. The cable had a chip inside it, so you had to have a chip inside the cable for it to talk to the iPod.
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