Tags: culture

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Sunday, September 16th, 2018

Your Public Library Is Where It’s At + Subtraction.com

Fuck yeah, libraries!

Even more radically, your time at the library comes with absolutely no expectation that you buy anything. Or even that you transact at all. And there’s certainly no implication that your data or your rights are being surrendered in return for the services you partake in.

This rare openness and neutrality imbues libraries with a distinct sense of community, of us, of everyone having come together to fund and build and participate in this collective sharing of knowledge and space. All of that seems exceedingly rare in this increasingly commercial, exposed world of ours. In a way it’s quite amazing that the concept continues to persist at all.

And when we look at it this way, as a startlingly, almost defiantly civilized institution, it seems even more urgent that we make sure it not only continues to survive, but that it should also thrive, too.

Friday, September 14th, 2018

CSS dismissal is about exclusion, not technology

As a community, we love to talk about meritocracy while perpetuating privilege.

This is playing out in full force in the front-end development community today.

Front-end development is a part of the field that has historically been at least slightly more accessible to women.

Shockingly, (not!) this also led to a salary and prestige gap, with back-end developers making on average almost $30,000 more than front-end.

(Don’t read the comments.)

Saturday, September 1st, 2018

The Ecological Impact of Browser Diversity | CSS-Tricks

This is a terrific spot-on piece by Rachel. I firmly believe that healthy competition and diversity in the browser market is vital for the health of the web (which is why I’m always saddened and frustrated to hear web developers wish for a single monocultural rendering engine).

Monday, August 20th, 2018

How can designers get better at learning from their mistakes?

Jon has seven answers:

  1. Build a culture to learn from mistakes
  2. Embrace healthy critique
  3. Fail little and often
  4. Listen to users
  5. Design. Learn. Repeat
  6. Create a shared understanding
  7. Always be accountable

It’s gratifying to see how much of this was informed by the culture of critique at Clearleft.

Thursday, July 26th, 2018

Figures in the Stars

A lovely bit of data visualisation from Nadieh showing the differences and commonalities in constellations across cultures. As always, she’s written up the process too.

Tuesday, July 10th, 2018

GitHub Is Microsoft’s $7.5 Billion Undo Button - Bloomberg

Paul Ford explains version control in a way that is clear and straightforward, while also being wistful and poetic.

I had idle fantasies about what the world of technology would look like if, instead of files, we were all sharing repositories and managing our lives in git: book projects, code projects, side projects, article drafts, everything. It’s just so damned … safe. I come home, work on something, push the changes back to the master repository, and download it when I get to work. If I needed to collaborate with other people, nothing would need to change. I’d just give them access to my repositories (repos, for short). I imagined myself handing git repos to my kids. “These are yours now. Iteratively add features to them, as I taught you.”

Thursday, June 7th, 2018

Fostering a Web Performance Culture - José M. Pérez

Six steps to kickstart a web performance culture:

  1. Your dev environment is not your user’s environment
  2. It’s better to learn the fundamentals than the library
  3. Get the time to experiment and validate
  4. Educate your colleagues
  5. Share and celebrate success (and failure) stories
  6. Make performance part of your workflow

Friday, June 1st, 2018

Document

A little while back, I showed Paul what I was working on with The Gęsiówka Story. I value his opinion and I really like the Bradshaw’s Guide project that he’s been working on. We’re both in complete agreement with Russell Davies’ call for an internet of unmonetisable enthusiasms. Call them side projects if you like, but for me, these are the things that the World Wide Web excels at.

These unomentisable enthusiasms/side projects are what got me hooked on the web in the first place. Fray.com—back when it was a website for personal stories—was what really made the web click for me. I had seen brochure sites, I had seen e-commerce sites, but it was seeing something built purely for the love of it that caused that lightbulb moment for me.

I told Paul about another site I remembered from that time (we’re talking about the mid-to-late nineties here). It was called Private Art. It was the work of one family, the children of Private Art Pranger who served in World War Two and wrote letters from the front. Without any expectations, I did a quick search, and amazingly, the site is still up!

Yes, it’s got tiled background images, and the framesetted content is in a pop-up window, but it works. The site hasn’t been updated for fifteen years but it works perfectly in a web browser today. That’s kind of amazing. We really shouldn’t take the longevity of our materials for granted. Could you imagine trying to open a word processing document from the late nineties on your computer today? You’d have a bad time.

Working on The Gęsiówka Story helped to remind me of some of the things that made me fall in love with the web in the first place. What I wrote about it is equally true of Private Art:

When we talk about documents on the web, we usually use the word “document” as a noun. But working on The Gęsiówka Story, I came to think of the word “document” as a verb.

The World Wide Web is a medium that’s works for quick, short-term lightweight bits of fun and also for long-term, deeper, slower, thoughtful archives of our collective culture.

The web is a many-splendoured thing.

Thursday, May 31st, 2018

UTC is Enough for Everyone, Right?

A wonderful—and humorous—deep dive into all things time-related.

Building a calendar sucks. Like there’s really cool shit you can do, since every calendar out there today is basically straight outta 2005, but at the end of the day you’re stuck dealing with all of the edge cases that all your dork friends have warned you about since the dawn of time. (Like literally, the dawn of time is a separate edge case you have to account for as well.)

This also contains a well-deserved shout-out to ISO 8601:

ISO 8601 is one of my favorite standards and/or RFC out there. And yes, you should definitely have a favorite.

I do have a favourite RFC—ask me about it sometime over a beer.

Tuesday, May 29th, 2018

The Amish understand a life-changing truth about technology the rest of us don’t — Quartz

The headline is terrible but this interview is an insightful look at evaluating technology.

I remember Kevin Kelly referring to the Amish as “slow geeks”, and remarking that we could all become a little more amish-ish.

It’s not that the Amish view technology as inherently evil. No rules prohibit them from using new inventions. But they carefully consider how each one will change their culture before embracing it. And the best clue as to what will happen comes from watching their neighbors.

Superfan! — Sacha Judd

The transcript of a talk that is fantastic in every sense.

Fans are organised, motivated, creative, technical, and frankly flat-out awe-inspiring.

Friday, May 18th, 2018

What History’s Female Internet Pioneers can Teach us about Tomorrow on Vimeo

The terrific talk from Beyond Tellerrand by Claire L. Evans, author of Broad Band.

As we face issues of privacy, identity, and society in a networked world, we have much to learn from these women, who anticipated the Internet’s greatest problems, faced them, and discovered solutions we can still use today.

Broad Band – What History’s Female Internet Pioneers can Teach us about Tomorrow - Claire L. Evans - btconfDUS2018

Thursday, May 17th, 2018

I Played Fortnite and Figured Out the Universe - The Atlantic

Robin Sloan smushes the video game Fortnite Battle Royale together with Liu Cixin’s Three Body Problem trilogy and produces a perfect example of game theory, cooperation, and the prisoner’s dilemma.

Based on my experiments in the laboratory of Fortnite, I think Liu Cixin is wrong. Or at least, he’s not entirely right. Fortnite is more Dark Forest theory than not, and maybe that’s true of the universe, too. But sometimes, we have a lever against the vise of game theory, and in this case, it is a single bit of communication. I mean “bit” in the programmer’s sense: a flag with a designated meaning. Nothing more. My heart emote didn’t make Fortnite cuddly and collaborative, but it did allow me to communicate: “Hold up. Let’s do this a different way.”

Thursday, May 10th, 2018

Kumiho. — Ethan Marcotte

Ethan shares my reaction to Google Duplex:

Frankly, this technology was designed to deceive humans.

And he points out that the team’s priorities are very revealing:

I’ll say this: it’s telling that matters of transparency, disclosure, and trust weren’t considered important for the initial release.

Wednesday, May 9th, 2018

Choosing tools for scaling design

Tools and processes are intertwined. A company or a department or an individual has a way of doing things—that’s the process. They also have software to carry out the process—those are the tools.

Ideally, they should be loosely coupled. You should be able to change your tools without necessarily changing your process. So swapping out, say, one framework or library for another shouldn’t involve fundamentally changing the way you work. Likewise, trying a new way of working shouldn’t require you to use unfamiliar tools.

When it comes to scaling design within organisations, the challenges are almost always around switching processes (well, really it’s about trying to change culture, but that starts with changing processes—any sufficiently advanced process is indistinguishable from culture). All too often, though, I see people getting hung up on the tools.

We need to get more efficient in how we deliver designs …so let’s switch over to this particular design tool.

We should have a design system …so let’s get everyone using this particular JavaScript framework.

I understand this desire to shortcut the work of figuring out processes and jump straight to production solutions. For one thing, it allows you to create an easy list of requirements when it comes to recruiting talent: “Join our company—you must demonstrate experience and proficiency in this tool or that library.”

But when tools and processes become tightly coupled like this, there’s a real danger of stagnation. If a process can be defined as “the way we do things around here”, that’s not something you want to tie to any particular tool or technology. Otherwise, before you know it, you’re in the frustrating situation of using outdated tools, but you can’t swap them out for newer or better-suited technologies without disrupting everyone’s work.

This is technical debt (although it applies just as much to design). You’re paying a penalty in the present because of a decision that somebody made in the past. The problem isn’t so much with the decision itself, but with the longevity of its effects.

I think it’s important to remember what a tool is: it’s a piece of technology that enables you to work faster or better. You should enjoy using your tools, but you shouldn’t be utterly dependent on any particular one. Otherwise, the tail starts wagging the dog—you are now in service to the tool, instead of the other way around.

Treat your tools like cattle, not pets. Don’t get too attached to any one technology to the detriment of missing out on others.

Mind you, if you constantly tried every single new tool or technology out there, you’d never settle on anything—I’m pretty sure that three new JavaScript frameworks have been released since you started reading this paragraph.

The tools you choose at any particular time should be suited to what you’re trying to accomplish at that time. In other words, you’ve got to figure out what you’re trying to accomplish first (the vision), then figure out how you’re going to accomplish it (the process), and only then figure out which tools are the best fit. If you jump straight to choosing tools, you could end up trying to tighten a screw with a hammer.

Alas, I’ve seen plenty of consultants who conflate strategy with tooling. They’re brought in to solve process problems and, surprise, surprise, the solution always seems to involve purchasing the software that their company sells. I’ve been guilty of this myself: I see an organisation struggling to systemise their design patterns, and I think “Oh, they should use Fractal!” …but that’s jumping the gun. They might be better served with something simpler, or something more complex (I mean, Fractal is very, very flexible but it’s still just one option—there are plenty of other pattern library tools out there).

Once you separate out the tools from the process, there’s an added benefit. Making the right technology choice is no longer a life-or-death decision. You can suck it and see. Try out the technology and see if it works. If it’s working, great! Carry on using it. If it’s not working, that’s okay too. Try something different.

I realise I’m oversimplifying things, but I honestly believe that the real challenge is not choosing the right tools, but figuring out the right process for your team.

Tuesday, May 8th, 2018

Process and culture

Cameron has a bone to pick. Why, oh, why, he wonders, are we so quick to create processes when what we really need is a good strong culture?

Strong culture = less process

To stop people breaking stuff: make a process for it. Want to make people act responsibly: make a process for it. Tired of telling people about something? Make a process for it.

For any single scenario you can name it’ll be easier to create a process for it than build a culture that handles it automatically. But each process is a tiny cut away from the freedom that you want your team to enjoy.

I take his point, but I also think that some processes are not only inevitable, but downright positive. There should be a process for handling payroll. There should be a process for handling promotions. Leaving that to culture might sound nice and nimble, but it could also lead to unintentional bias and unfairness.

But let’s leave those kind of operational processes aside and focus on process and culture when it comes to design and engineering. Cameron’s point is well taken here. Surely you want people to just know the way things are done? Surely you want people to just get on with doing the work without putting hurdles in their way?

On the face of it, yes. If you’re trying to scale design at your organisation, then every extra bit of process is going to slow down your progress.

But what if speed isn’t the most important metric of success when it comes to scaling design? You’ve got to make sure you’re scaling the right things.

Mark writes:

This is a post in defence of process. Yes, I know what you’re thinking: ‘urgh, process is a thing put in place to make up for mediocre teams’; or ‘prioritise discussion over documentation’; or ‘I get enough red tape in other parts of my life’.

The example he gives is undeniably a process that will slow things down …deliberately.

Whenever someone asks me to do something that I think seems ill-conceived in some way, I ask them to write it down. That’s it. Because writing is high effort. Making sentences is the easy bit, it’s the thinking I want them to do. By considering their request it slows them down. Maybe 30% of the time or something, they come back and say ‘oh, that thing I asked you to do, I’ve had a think and it’s fine, we don’t need to do it’.

I’ve seen this same tactic employed in standards bodies. Somebody bursts into a group and says “I’ve got a great idea—we should make this a thing!” The response, no matter what the idea is, is to say “Document use-cases.” It’s a stumbling block, and also a bit of a test—if they do come back with use-cases, the idea can be taken seriously; the initial enthusiasm needs to be backed up with hard graft.

(On a personal level, I sometimes use a little trick when it comes to email. If someone sends me a short email that would require a long response from me, I’ll quickly fire back a clarifying question: “Quick question: did you mean X or Y?” Now the ball is back in their court. If they respond swiftly with an answer to my question, then they’ve demonstrated their commitment and I honour their initial request.)

Anyway, it sounds like Cameron is saying that process is bad, and Mark is saying process can be good. Cody Cowan from Postlight thinks they’re both right:

To put it bluntly: people, not process, are the problem.

Even so, he acknowledges Cameron’s concern:

One of the biggest fears that people have about process is that something new is going to disrupt their work, only to be replaced by yet another rule or technique.

I think we can all agree that pointlessly cumbersome processes are bad. The disagreement is about whether all processes are inherently bad, or whether some processes are not only necessary, but sometimes even beneficial.

When Cameron talks about the importance of company culture, he knows whereof he speaks. He’s been part of Canva’s journey from a handful of people to hundreds of people. They’ve managed to scale their (excellent) culture along the way. That’s quite an achievement—scaling culture is really, really challenging. Scaling design is hard. Scaling culture is even harder.

But you know what’s even more challenging than scaling culture? Changing culture.

What if your company didn’t start with a great culture to begin with? What if you’re not Canva? What if you’re not AirBnB? What are your options then?

You can’t create a time travel machine to go back to the founding of the company and ensure a good culture from the outset.

You can’t shut down your existing company and create a new company from scratch, this time with a better culture.

You’ve got to work with what you’ve got. That doesn’t mean you can’t change your company culture, but it’s not going to be easy. Culture is pretty far down the stack of pace layers—it’s slow to change. But you can influence culture by changing something that’s less slow to change. I would argue the perfect medium for this is …process.

Once you know what values you’re trying to embed into your culture, create processes that amplify and reward those values. I totally understand the worry that these processes will reduce autonomy and freedom, but I think that only applies if the company already has a strong culture of autonomy and freedom. If you’re trying to create a culture of autonomy and freedom, then—as counter-intuitive as it may seem—you can start by putting processes in place.

Then, over time, those processes can seep into the day-to-day understanding of how things are done. Process dissolves into culture. It’s a long game to play, but as Cameron points out, that’s the nature of culture change:

Where culture pays off is in the long run. It’s hard work: defining the culture, hiring for the culture and communicating the culture again, and again, and again. But if you want to make a company where people are empowered, passionate, and champions of your organisation then it’s the only path forward.

Thursday, May 3rd, 2018

Orion Magazine | State of the Species

A great piece from Charles C. Mann from five years ago, where you can see the genesis of The Wizard And The Prophet.

For hundreds of thousands of years, our species had been restricted to East Africa (and, possibly, a similar area in the south). Now, abruptly, new-model Homo sapiens were racing across the continents like so many imported fire ants. The difference between humans and fire ants is that fire ants specialize in disturbed habitats. Humans, too, specialize in disturbed habitats—but we do the disturbing.

Leaving Clearleft – Jon Aizlewood

Following on from Ben’s post, this is also giving me the warm fuzzies.

I, in no uncertain terms, have become a better designer thanks to the people I’ve had the pleasure of working alongside at Clearleft. I’ll forever be thankful of my time there, and to the people who helped me become better.

Wednesday, May 2nd, 2018

So long, and thanks for all the beer. – Ben Sauer

Ben is moving on from Clearleft. I’m going to miss him. I found this summation of his time here very moving.

Working at Clearleft was one of the best decisions I ever made. 6 years of some work that I’m most proud of, amongst some of the finest thinkers I’ve ever met.

He also outlines the lessons he learned here:

  • Writing and speaking will make you a better thinker and designer.
  • Autonomy rules.
  • Own stuff.
  • Aim high.

Should you ever choose to work with, or work for Clearleft, I hope these words will give you some encouragement — it is an exceptional place to be.

Saturday, April 21st, 2018

Exquisite Tweets from @neb

There was a moment that it seemed like a proliferation of flickr-like webservices would result in a network of deep shared pools of cultural resource, from which every user could build expressions and applications, but the “entrap and surveil” economics of platforms kicked in.

And now we have no history, and rather than communicating via visualizations of our own shared cultural record, we are left waiting like dogs for treats as facebook decides to surface one of our own images from 3 or 8 years ago. Don’t try to search the graph! Advertisers only.