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@doocer
Braun+Design Börse, Darmstadt, Germany: Sa 11.06.2016.
The get-together attracts collectors, technology enthusiasts and fans of the brand Braun. Drafted in the 60s and 70s, designs of Dieter Rams such as the radio RT20 Tischsuper, the table lighter T2 or the electric juicer MPZ21 will find their lovers. You can also discover Scandinavian or Italian design classics, which are presented by more than 50 vendors.
“Email is an amazing thing. It enables communication, but allows you to posture in a way you would never do face to face.” Hiding behind the conventions of email, it’s possible to passive-aggressively ignore a problem, or subtly orchestrate a position. All too often, even small groups are able to skate around disputes they would have hashed out had they been forced to interact in real time. “Things can get dysfunctional pretty quickly when people don’t talk to one another,” he says. “Microsoft had a corporate phone system, but no one used the phone — people used email to build this wall of text. If it had been a phone call culture from a different era, it would have been a totally different dynamic.”
Brave New Phone Call — Medium
This simple approach was first introduced in 1956 by Herbert Simon, an American multidisciplinary researcher and Nobel Prize Laureate in Economics. He used the term ‘satisfice’ – a portmanteau of ‘satisfy’ and ‘suffice’ – to suggest that instead of trying to maximise our benefits, we seek a merely ‘good enough’ result. Simon’s strategy relies on the assumption that we simply do not have the cognitive capacity to optimise complex decision-making. We cannot process the mass of information entailed in weighing all available options and probable outcomes – both on the social networks and off. Thus, the best move is ‘satisficing’ – choosing the first available option that meets our predetermined criteria, which is good enough.
Can we break free from the fear of missing out? – Jacob Burak – Aeon
To make use of this energy framework, a manager should routinely, even weekly, take stock of which quadrant the team is in. How is the team's energy? How upbeat is the team? These sentiments can surface in many places, but often arise in one-on-ones.
(via Startup Best Practices#8: Getting the Most from Your Team By Preventing Burnout)
“The job of management,” proclaimed Frank Abrams, chairman of Standard Oil of New Jersey, in a 1951 address, “is to maintain an equitable and working balance among the claims of the various directly affected interest groups … stockholders, employees, customers, and the public at large. Business managers are gaining professional status partly because they see in their work the basic responsibilities [to the public] that other professional men have long recognized as theirs.”
There's very little new in Robert Reich's criticism of current CEO culture, but I liked this as a sort of high idea of what management could be. Robert Reich: Harvard Business School is complicit in America’s widening inequality - Salon.com
Remember that what you’re making is in a perpetual state of almost right up until the end.
Faith in eventually by Jason Fried of Basecamp
Frustrated with poor results, he decided to go off script. He started spending one-on-one meetings talking to his reports about their lives, instead of their tasks, and productivity shot through the roof. “When you sit across a table from someone, ask them ‘What’s going on in your life?’ That will always remove more hurdles than asking them ‘What’s blocking you at work?’” he said.
How Medium Is Building a New Kind of Company with No Managers (via khuyi)
I’m surprised this is being presented as revolutionary. At the first 1:1 I have with everyone who works for me, I start off by saying that 1:1s are not for status updates, they are for coaching and therapy. We usually leave the office and go to the park or get coffee; I want to hear how they are doing and feeling, what their goals are (so I can help make it happen), etc.
(via caterpillarcowboy)
1. To start, gather any information you have about your target audience. 2. Put together a small team of open-minded people who understand and represent the differing views that exist about the end user. This may be second-hand research, out of date research, marketing research that doesn’t directly address design issues, anecdotal information etc. 3. Share all of the existing information with the team 4. Get the team together and determine the key things you need to understand about your target audience to make good design decisions 5. Brainstorm the personas and their approach to the issues you want to further understand. 6. Base this brainstorming on the information at hand and your own intuition. In your brainstorming include: - The user’s goals for the products - How the user accomplishes the work now - The user’s frustrations with existing products and workflows - The environment the product will be used in 7. Don’t overdo provisional persona detail. They don’t need a cat, three kids and a poor golf swing to be effective. - Stick to your best guess at the things that are relevant to the project at hand - If there is a lot of uncertainty about an area, make a best guess and move on - Feel free to make it clear that this is a best guess right in the persona 8. Stick to the most important types of users -Don’t create an elaborate suite of personas that cover every possibility.That will leave you no better off when you start design discussions than you would be without the personas 9. Differentiate provisional personas from well researched personas in your organization in some way - This could be done by using a caricature in place of a photo or using a clichéd name 10. Test the personas by showing them to people and getting feedback. Ask questions like: - Does this feel like users you’ve encountered for this product? - Is anything unbelievable in the persona? - Do the attitudes, goals and workflows described seem likely?
Provisional Personas: The Black Sheep of the Persona Family | On Product Management
Hiring managers get overexcited and list too many things, even though only a few parts of the description are truly core. But the term “requirement” gets read very literally, and scares people off from jobs they could well get.
Something to think about when drafting your next job posting. Job requirements are mostly fiction and you should ignore them - Quartz
Sorta.
On the importance of understanding two different types of schedules.
It's wonderful that massively profitable, public companies can make these investments. But, how should founders incorporate these ideas into their startups? Most early stage startups can't afford the expense in time or capital to create education programs. But they can fund continuing employee education on a smaller scale the form of sales training, marketing workshops, guest speakers, management coaching.
The value of investing in employee education programs along the lines of Apple University and Google Tech Talks. The Most Important Investment a Startup Can Make
1. Accept the situation early 2. Stay calm 3. Bail early. What's the best way to survive a hurricane? Don't be there when it hits. 4. Be realistic about the situation, but believe in your ability to control it. 5. Prepare and keep preparing, even after it hits the fan. 6. Stay busy 7. Make it a game--make patterns, set goals and stakes, create challenges and rewards. 8. Get help and give help
Paraphrased for clarity, but invaluable. How To Be Resilient: 8 Steps To Success When Life Gets Hard
Remember buddy, nobody asked you to show upProduct management may be the one job that the organization would get along fine without (at least for a good while). Without engineers, nothing would get built. Without sales people, nothing is sold. Without designers, the product looks like crap. But in a world without PMs, everyone simply fills in the gap and goes on with their lives. It's important to remember that - as a PM, you're expendable. Now, in the long run great product management usually makes the difference between winning and losing, but you have to prove it. Product management also combines elements of lots of other specialties - engineering, design, marketing, sales, business development.
How to hire a product manager - by Ken Norton
You are NOT the target user
You may be responsible for the success of the project, but you don't have to do every task
Bring someone besides UX to customer visits. Everyone needs to understand their needs
Focus on WHAT to do, not HOW to do it
Looking back, our biggest takeaway on the planning side is that we should have really examined the scope of the game more at an earlier stage to better balance the ambitions we had with the resources that were available. For a downloadable title, 12 to 16 hours is on the large side, and it still would have felt meaty enough if we'd cut some of the content. This would have allowed us to reallocate resources to polish the core game and given us the breathing room we needed.
What went wrong on Okabu Gamasutra - Postmortem: HandCircus' Okabu
