In order for principles to truly drive the work and serve as a good framework for the outcomes, they have to be debated, opinionated, and painful.
Yes! Design principles aren’t there to make you feel good; they should provoke arguments.
One of the tests that I’ve developed in thinking through writing down principles, design or otherwise, is to ask the question: “versus what?”.
This may mark the beginning of Gov.uk’s decline. The top-listed priorities are the very antithesis of starting with user needs. Instead from now on it’s going to be about growth, shiny new technology, having a native app, and literally pivoting to video.
It’ll be interesting to see if they try to maintain their existing design principles while simultaneously abandoning them.
Video visions of aspirational futures made from the 1950s to the 2010s, mostly by white dudes with bullshit jobs.
The primary goals of this strategy are to inform decision-making and enhance the success of accessibility-related activities within the GOV.UK Design System team.
Interestingly, accessibility concerns are put into two categories: theoretical and evidenced (with the evidenced concerns being prioritised):
- Theoretical: A question or statement regarding the accessibility of an implementation within the Design System without evidence of real-world impact.
- Evidenced: Sharing new research, data or evidence showing that an implementation within the Design System could cause barriers for disabled people.
I played a lot Lords of Midnight (and Doomdark’s Revenge) on my Amstrad 464 when I was a kid. Turns out there’s a dedicated labour of love to port the games to modern platforms. I just downloaded the OS X port, so there goes my weekend.
A slot machine for speculation. Enter a topic and get a near-future scenario on that topic generated automatically.
A thorough deep dive into generated content in CSS.
You don’t want to miss this! A five-day online conference with a different theme each day:
Speakers include Amy Hupe, Kelly Goto, Kristina Halvorson, Lou Downe, Leisa Reichelt and many more still to be announce, all for ludicrously cheap ticket prices.
I know it sounds like I’m blowing my own trumpet because this is a Clearleft event, but I had nothing to do with it. The trumpets of my talented co-workers should be blasting in harmonious chorus.
(It’s a truly lovely website too!)
A short, snappy web book on product development from Ryan Singer at Basecamp.
Like Resilient Web Design, the whole thing is online for free (really free, not “give us your email address” free).
Over the last fifty years, we have come to recognize that the fuel of our civilizational expansion has become the main driver of our extinction, and that of many of the species we share the planet with. We are now coming to realize that is as true of our cognitive infrastructure. Something is out of sync, felt everywhere: something amiss in the temporal order, and it is as related to political and technological shifts, shifts in our own cognition and attention, as it is to climatic ones. To think clearly in such times requires an intersectional understanding of time itself, a way of thinking that escapes the cognitive traps, ancient and modern, into which we too easily fall. Because our technologies, the infrastructures we have built to escape our past, have turned instead to cancelling our future.
James writes beautifully about rates of change.
The greatest trick our utility-directed technologies have performed is to constantly pull us out of time: to distract us from the here and now, to treat time as a kind of fossil fuel which can be endlessly extracted in the service of a utopian future which never quite arrives. If information is the new oil, we are already, in the hyper-accelerated way of present things, well into the fracking age, with tremors shuddering through the landscape and the tap water on fire. But this is not enough; it will never be enough. We must be displaced utterly in time, caught up in endless imaginings of the future while endlessly neglecting the lessons and potential actions of the present moment.
Spoiler: it’s plain text. Every time.
Nothing boosts opens and clicks as well as an old school, plain-text email.
I feel vindicated.
People say they prefer HTML emails ..but they actually prefer plain-text.
This seems like a plausable explanation:
Think about how you email colleagues and friends: Do you usually add images or use well-designed templates? Probably not, and neither does your audience. They’re used to using email to communicate in a personal way, so emails from companies that look more personal will resonate more.
Now get off my lawn, you pesky HTML-email lovin’ kids.
Erin’s classic book is now available to read online for free!
Harry divides his web performance work into three categories:
I feel like a lot of businesses are still unsure where to even start when it comes to performance monitoring, and as such, they never do. By demystifying it and breaking it down into three clear categories, each with their own distinct time, place, and purpose, it immediately takes a lot of the effort away from them: rather than worrying what their strategy should be, they now simply need to ask ‘Do we have one?’
A great long-term perspective from Rachel on the pace of change in standards getting shipped in browsers:
The pace that things are shipping, and at which bugs are fixed is like nothing we have seen before. I know from sitting around a table with representatives from each browser vendor at the CSS Working Group how important interop is. No-one wants features to be implemented differently in browsers. This is what we were asking for with WaSP, and despite the new complexity of the platform, browsers rendering standard features in different ways is becoming increasingly rare. Bugs happen, sometimes in the browser and sometimes in the spec, but there is a commitment to avoid these and to create a stable platform we can all rely on. It is exciting to be part of it.
This is a perceptive overview of three different species of agencies—consulting-led, engineering-led, and design-led. Clearleft fits squarely into that last category …and the weaknesses of that particular flavour of agency ring very true:
Design firms have historically lacked the business strategy chops and pedigree of the consultants.
It will probably come as no surprise that Clearleft has been getting “more strategic” recently.
Design needs more MBAs with C-suite relationships and an almost arrogant assumption that of course they belong there, advising the CEO and truly bringing design thinking to business. It’s time to do strategy for real. The market has never been more receptive to it than it is right now.
A useful set of questions to ask on any project, shuffled and dealt to you.
They’ll not only help you foresee unintended consequences—they can also reveal opportunities for positive change.
All of the content in images. Not a single image has alternative text. If only they had asked themselves:
When you picture your user base, who is excluded? If they used your product, what would their experience be like?
A useful design strategy exercise from Marty Neumeier.
Ethan adds his thoughts to my post about corporations using their power to influence the direction of the web.
Heck, one could even argue the creation of AMP isn’t just Google’s failure, but our failure. More specifically, perhaps it’s pointing to a failure of governance of our little industry. Absent a shared, collective vision for what we want the web to be—and with decent regulatory mechanisms to defend that vision—it’s unsurprising that corporate actors would step into that vacuum, and address the issues they find. And once they do, the solutions they design will inevitably benefit themselves first—and then, after that, the rest of us.
If at all.
Paul is wondering why good people work for bad companies.
Maybe these designers believe that the respect and admiration they’ve garnered will provide leverage, and allow them to change how a company operates; better to be inside the tent pissing out, than outside pissing in, right? Well, short of burning down the entire piss-drenched campsite. To think you can change an organisation like Facebook – whose leadership has displayed scant regard for the human race beyond its eyeballs – you’re either incredibly naive, or lying to yourself.
Training a neural network to do front-end development.
I didn’t understand any of this.