The idea that your job should be the primary source of meaning in your life is an elaborately made trap, propped up across industries, designed to make you a loyal worker who uses the bulk of their intellectual and creative capacity to further their own career.
This is a balm!
Choose a city, choose a radio station, choose a mode of transport (I like walking) and enjoy exploring.
Brian and Joschi are considering an interesting approach for their Material conference:
Maybe we should think about a “crop rotation” method for our event? One year in Iceland to help benefit the local community, then the following year move to Germany so it is easier for people to attend, then a third year of rest and change the format to a virtual or remote event. Then repeat on that three year cycle.
Developers, particularly in Silicon Valley firms, are definitionally wealthy and enfranchised by world-historical standards. Like upper classes of yore, comfort (“DX”) comes with courtiers happy to declare how important comfort must surely be. It’s bunk, or at least most of it is.
As frontenders, our task is to make services that work well for all, not just the wealthy. If improvements in our tools or our comfort actually deliver improvements in that direction, so much the better. But we must never forget that measurable improvement for users is the yardstick.
This could give a big boost to web performance!
Cloudfare’s alternative to Google Analytics is now available—for free—regardless of whether your a Cloudflare customer or not:
Being privacy-first means we don’t track individual users for the purposes of serving analytics. We don’t use any client-side state (like cookies or localStorage) for analytics purposes. Cloudflare also doesn’t track users over time via their IP address, User Agent string, or any other immutable attributes for the purposes of displaying analytics — we consider “fingerprinting” even more intrusive than cookies, because users have no way to opt out.
Goodhart’s Law applied to Google’s core web vitals:
If developers start to focus solely on Core Web Vitals because it is important for SEO, then some folks will undoubtedly try to game the system.
Personally, my beef with core web vitals is that they introduce even more uneccessary initialisms (see, for example, Harry’s recent post where he uses CWV metrics like LCP, FID, and CLS—alongside TTFB and SI—to look at PLPs, PDPs, and SRPs. I mean, WTF?).
Ambient reassurance is the experience of small, unplanned moments of interaction with colleagues that provide reassurance that you’re on the right track. They provide encouragement and they help us to maintain self belief in those moments where we are liable to lapse into unproductive self doubt or imposter syndrome.
In hindsight I realise, these moments flowed naturally in an office environment.
This is an interesting project to try to rank web hosts by performance:
Real-world server response (Time to First Byte) latencies, as experienced by real-world users navigating the web.
Some good writing advice in here:
- Spell out your acronyms.
- Use active voice, not passive voice.
- Fewer commas. More periods.
Progressive disclosure interface patterns categorised and evaluated:
- mouseover popups (just say no!),
- new pages,
- scrolling sideways.
I really like the hypertext history invoked in this article.
The piece finishes with a great note on the MacNamara fallacy:
Everyone thinks metrics let us measure results. But, actually, they don’t. They measure only what they are measuring. Engagement, for example, is not something that can be measured, so we use an analogue for it. Time on page. Or clicks.
We often end up measuring what is quick, cheap, and easy to measure. Therefore, few organizations regularly conduct usability testing or customer-satisfaction surveys, but lots use analytics.
Even today, organizations often use clicks as a measure of engagement. So, all too often, they design user interfaces to generate clicks, so the system can measure them.
Look, employers are always free to – and should! – evaluate the work product produced by employees. But they don’t have to surveil someone’s every move or screenshot their computer every five minutes to do so. That’s monitoring the inputs. Monitor the outputs instead, and you’ll have a much healthier, saner relationship.
If you hire smart, capable people and trust them to do good work – surprise-surprise – people will return the sentiment deliver just that! The irony of setting up these invasive surveillance regimes is that they end up causing the motivation to goof off to beat the very systems that were setup to catch such behavior.
Over the past few years, I’ve given quite a few workshops and talks on evaluating technology. This methodical approach to evaluation and prioritisation from Trys is right up my alley!
In any development project, there is a point at which one must decide on the tech stack. For some, that may feel like a foregone conclusion, dictated by team appetite and experience.
Even if the decision seems obvious, it’s always worth sense-checking your thought process. Along with experience and gut-feelings, we also have blind-spots and biases.
I feel like there’s a connection here to having good design principles—the kind that explicitly value one facet over another.
Pages are often designed so that they’re hard or impossible to read if some dependency fails to load. On a slow connection, it’s quite common for at least one depedency to fail.
Fire up Reader Mode and read this excellent article informed by data from using a typically slow connection in rural USA today. Two findings are:
- A large fraction of the web is unusable on a bad connection. Even on a good (0% packetloss, no ping spike) dialup connection, some sites won’t load.
- Some sites will use a lot of data!
Brad weighs in on what I wrote about design systems and automation. He rightly points out that the issue isn’t with any particular tool—and a design system is, after all, a tool—but rather with the culture and processes of the organisation.
Sure, design systems have the ability to dehumanize and that’s something to actively watch out for. But I’d also say to pay close attention to the processes and organizational culture we take part in and contribute to.
There’s a full-on rant here about the dehumanising effects of what’s called “agile” at scale:
I’ve come to the conclusion that “enterprise web development” is just regular web development, only stripped of any joy or creativity or autonomy. It’s plugging a bunch of smart people into the matrix and forcing them to crank out widgets and move the little cards to the right.
I feel like my problem with design in general today is that folks want to burn everything to the ground and start again all the time. Whether that’s with a website, or a new web standard, or a political policy. They don’t want to fix what’s wrong with things bit by bit, everyone wants Thing 2.0 whilst jumping over all the small improvements that are required to get there.
Smart advice from Harry on setting performance budgets:
They shouldn’t be aspirational, they should be preventative … my suggestion for setting a budget for any trackable metric is to take the worst data point in the past two weeks and use that as your limit