Products and services are designed to “disrupt” market sectors (a.k.a. bringing to market things no one really needs) more than to solve actual problems, especially those problems experienced by what the writer C. Z. Nnaemeka has described as “the unexotic underclass” — single mothers, the white rural poor, veterans, out-of-work Americans over 50 — who, she explains, have the “misfortune of being insufficiently interesting.”
If the most fundamental definition of design is to solve problems, why are so many people devoting so much energy to solving problems that don’t really exist? How can we get more people to look beyond their own lived experience?
I rely less and less on social media, and more and more on direct, genuine conversations with others also seeking connection, reflection and revelation. I may appear, from the outside, to be becoming quieter and quieter, and I am. What may not be readily apparent yet is that becoming quieter is how I’m learning to make my words matter. Though we spill them around rather carelessly these days, words do matter. In the future, I’ll be using them purposefully, with context and weight. And I’ll be listening, quietly, for the words said back to me that carry the same meaning.
via Jen Myers
Heather Chaplin articulates what I’ve been thinking about for a long time:
You can think about design as audience engagement. Designers always start by asking who they are designing for and why. So when we think about audience engagement and wanting to know our audience, design as a discipline can really help us. I also think about design as new product development: Nobody knows how people will consume news as we move forward. What might it look like, and what are the newspapers of the future? Design processes can help us come up with that.
via Nieman Lab
A thought experiment courtesy of the Stoics. If you are tired of everything you possess, imagine that you have lost all these things.
—Dept. of Speculation by Jenny Offill
I started reading this book maybe six months ago, but didn’t pick it up again and restarted it from the beginning last week. Funny how “when” you read something affects you just as much as what you’re reading.
- Hire more women: “The smartest teams were distinguished by three characteristics: First, their members contributed more equally to the team’s discussions, rather than letting one or two people dominate the group. Second, their members scored higher on a test called Reading the Mind in the Eyes, which measures how well people can read complex emotional states from images of faces with only the eyes visible. Finally, teams with more women outperformed teams with more men. Indeed, it appeared that it was not ‘diversity’ (having equal numbers of men and women) that mattered for a team’s intelligence, but simply having more women.” [Anita Woolley, Thomas W. Malone and Christopher Chabris, New York Times]
- Love other women: “The world wants you to find extraordinary women threatening. Undo that training. When you feel threatened, it’s a great sign that you have just found an ally who will bring you new energy and insight and together you will rise. Never stop growing your crew. There is always room for another homie if you find someone special enough. Give them everything and they will give back in return. Have faith in the women in your life and you will be ok out there.” [Rachel Rosenfelt, Brooklyn Magazine]
- When to quit your journalism job: “If you work in any kind of editorial organization, it is your job to understand the business model. If you feel you can’t do that, you should quit. By ‘understand the business model,’ I mean you can (confidently) answer this question: What is the plan to bring in enough money to sustain the enterprise and permit it to grow? Can’t answer? You have the wrong job.” [Jay Rosen, PressThink]
- How to be an expert in a changing world: “The first step is to have an explicit belief in change … Another trick I’ve found to protect myself against obsolete beliefs is to focus initially on people rather than ideas.” [Paul Graham]