Interactive Design Quotes

We must design for the way people behave, not for how we would wish them to behave.

Intuitive design is how we give the user new superpowers.

It's about enabling the generation of materials and structures designed to interact, adapt and respond to the natural environment.

during this century (the twentieth) we have for the first time been dominated by non-interactive forms of entertainment: cinema, radio, recorded music and television. Before they came along all entertainment was interactive: theatre, music, sport - the performers and audience were there together, and even a respectfully silent audience exerted a powerful shaping presence on the unfolding of whatever drama they were there for. We didn't need a special word for interactivity in the same way that we don't (yet) need a special word for people with only one head. I expect that history will show "normal" mainstream twentieth century media to be the aberration in all this. 'Please, miss, you mean they could only just sit there and watch? They couldn't do anything? Didn't everybody feel terribly isolated or alienated or ignored?' Yes, child, that's why they all went mad. Before the Restoration.' What was the Restoration again, please, miss?' The end of the twentieth century, child. When we started to get interactivity back.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century.

What many refer to as intuition, then, is not the untaught or unteachable but instead is a learned understanding and respect of process, molded by experience and refined over a great deal of time and practice.

When we're able to communicate in nature's language; when we're able to transcend the view that nature is a boundless entity; even transcending the building as the kernel of the architectural project; when we invite scientific inquiry and technological innovation, fusing atoms with bits and bits with genes - only then will the art of building enable new forms of interaction between humans and their environment. Only then will we be able to design, construct and evolve as equals.

Define what the product will do before you design how the product will do it.

Developing and implementing IT governance design effectiveness and efficiency can be a multidirectional, interactive, iterative, and adaptive process.

Thinking like a Freak may sometimes sound like an exercise in using clever means to get exactly what you want, and there’s nothing wrong with that. But if there is one thing we’ve learned from a lifetime of designing and analyzing incentives, the best way to get what you want is to treat other people with decency. Decency can push almost any interaction into the cooperative frame.

This has been the point of much of this book. The human brain is a machine designed by natural selection to respond in pretty reflexive fashion to the sensory input impinging on it. It is designed, in a certain sense, to be controlled by that input. And a key cog in the machinery of control is the feelings that arise in response to the input. If you interact with those feelings via tanha—via the natural, reflexive thirst for the pleasant feelings and the natural, reflexive aversion to the unpleasant feelings—you will continue to be controlled by the world around you. But if you observe those feelings mindfully rather than just reacting to them, you can in some measure escape the control; the causes that ordinarily shape your behavior can be defied, and you can get closer to the unconditioned.

Whether we’re communicating with a human or a machine, the goal is to create a shared understanding of the world. That’s the point behind both the rules governing polite conversation and how a user-friendly machine should work.

Which is an interactive sport for our family, since Gil likes to groan over the writing and point out the plot twists ahead of time, and Jeremy tears his hair out over the historical inaccuracies, and Dad makes corny jokes, till Mom reminds us, loudly, that some people are trying to watch the movie. Then we'll all quiet down for about five minutes, until Olivia remarks that the costume designer should have dressed the star in kitten heels instead, because it's a lot harder to run in stilettos.

Intuitive design happens when current knowledge is the same as the target knowledge.

Usability’s strength is in identifying problems, while design’s strength is in identifying solutions.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

That decision falls to scientists, engineers, and managers—with at least the tacit approval of company officers and boards of directors. All complex technology is inseparably coupled to an equally complex team of people and systems of people who should interact with one another as smoothly and with as clear a purpose as a set of well-meshed gears.

Hidden in the physical work space, in the user's words, and in the tools they use are the beautiful gems of knowledge that can create revolutionary, breakthrough products or simply fix existing, broken products. People do strange things - unexpected things - and being there to witness and record these minute and quick moments of humanity is simply invaluable

Lies that cause survivors to deny or recent abuse memories and experiences ⸱ The alters who are designated to live in the "real world,” going to school or college and holding jobs while interacting with others in adulthood, are trained, usually at home by parents, to disbelieve any memories that might come up. ⸱͏ Children are taught to believe that they got the idea that they were abused from something they read or saw on television or from someone else’s experience or from a therapist. (This is a basic argument of those who attempt to discredit these experiences in the public eye and among professionals.) ⸱ Children are also taught that if they experience flashbacks of awful abuses, those must be dreams or imagination or signs that they are crazy. Nothing bad really happened to them

How do you design a garden. Well the intentional placement of boundaries and the intentional facilitation of interactions has a lot to do with it. The same is true in an economic ecosystem. The intentional placement of boundaries and the intentional facilitation of interactions has a lot to do with the success of an economic ecosystem. This is one reason why Permaculture Economics is so effective.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle.

What could prompt parents to give up sleep, sex, friends, personal time and virtually every other pleasure in life to meet the demands of a small, often irritatingly noisy, incontinent, needy being? The secret is that caring for children is, in many ways, indescribably pleasurable. Our brains reward us for interacting with our children, especially infants: their scent, the cooing sounds they make when they are calm, their smooth skin and especially, their faces are designed to fill us with joy. What we call “cuteness” is actually an evolutionary adaptation that helps ensure that parents will care for their children, that babies will get their needs met, and parents will take on this seemingly thankless task with pleasure.

Recognize that most of our interactions with products are actually interactions with a complex system: good design requires consideration of the entire system to ensure that the requirements, intentions, and desires at each stage are faithfully understood and respected at all the other stages.

While any software system introduces some kind of formalization of the world, HCI (like AI) deals with formalizations of human cognition and activity. These are the issues that have lay at the heart of philosophical debate for centuries. In some ways, it would be hard to imagine a more philosophical enterprise.

Why do we read with greed? (Or play, or design, etc.?) We want to fill our minds with knowledge the way others want to fill their bellies with food. Information replaces confusion, which many of us experience in interactions with others. It is a place to focus, apart from all the external stimuli in our homes, schools, shops, etc. It is completely within our control how much we want to let in, unlike dealing with people, who are unpredictable and uncontrollable. (Even those of us who are in our own bubble, who don‘t read or seem to look outward much, may have a rich internal world and not yet have such a need to connect.)

Often, the things people enjoy most about games, such as social interaction or physical exercise, have nothing to do with problem solving. But while these other activities might improve a game, they are not essential to the game. When problem solving is removed from a game, it ceases to be a game and becomes just an activity.

In the last few years, making things more usable has become almost everybody’s responsibility. Visual designers and developers now often find themselves doing things like interaction design (deciding what happens next when the user clicks, taps, or swipes) and information architecture (figuring out how everything should be organized). I

The industrialisation of England had quickened during Hardy’s life and in the novel he places great importance on rural culture and the need of man to interact with, and understand the natural world, however indifferent it may be to human survival. The author does not sketch a portrait of an idyllic rural scene, but highlights and details the devastating consequences and brute force of the natural world. Hardy uses these disasters to underline the prominence of chance or luck in life, rather than benevolent design by a creator and how this might impact moral decisions. Impressionist art also influences Hardy’s perception of reality and what knowledge each individual is capable of attaining in any situation.

In order to create something that deserves to sit alongside the best products in the world, you have to have spent enough time interacting with the best products.

Interaction design isn’t merely a matter of aesthetic choice; rather, it is based on an understanding of users and cognitive principles.

An object must be desirable for envy to work as a motivating force.

Happiness rarely triggers commerce. Unhappiness often does.

Design is concerned with how things work, how they are controlled, and the nature of the interaction between people and technology.

The series of interactions outline a so called customer journey through the offerings of the respective service.

all design decisions should ensure the repeatability and sustainability of the core interaction that the platform enables.

The real interaction designer's decisions are based on what the user is trying to achieve.

To deliver both power and pleasure to users, interaction designers think first conceptually, then in terms of behavior, and last in terms of interface.

PDP-1 was the first computer to be designed for direct interaction with the user.

I think it's more accurate to think of aesthetics as a key ingredient in a recipe, as opposed to the icing on the cake.

This morning I was walking through Manhattan, head down, checking directions, when I looked up to see a fruit truck selling lychee, two pounds for five bucks, and I had ten bucks in my pocket! Then while buying my bus ticket for later that evening I witnessed the Transbridge teller’s face soften after she had endured a couple unusually rude interactions in front of me as I kept eye contact and thanked her. She called me honey first (delight), baby second (delight), and almost smiled before I turned away. On my way to the Flatiron building there was an aisle of kousa dogwood—looking parched, but still, the prickly knobs of fruit nestled beneath the leaves. A cup of coffee from a well-shaped cup. A fly, its wings hauling all the light in the room, landing on the porcelain handle as if to say, “Notice the precise flare of this handle, as though designed for the romance between the thumb and index finger that holding a cup can be.” Or the peanut butter salty enough. Or the light blue bike the man pushed through the lobby. Or the topknot of the barista. Or the sweet glance of the man in his stylish short pants (well-lotioned ankles gleaming beneath) walking two little dogs. Or the woman stepping in and out of her shoe, her foot curling up and stretching out and curling up.

Cognition and emotion cannot be separated. Cognitive thoughts lead to emotions: emotions drive cognitive thoughts. The brain is structured to act upon the world, and every action carries with it expectations, and these expectations drive emotions. That is why much of language is based on physical metaphors, why the body and its interaction with the environment are essential components of human thought. Emotion is highly underrated. In fact, the emotional system is a powerful information processing system that works in tandem with cognition. Cognition attempts to make sense of the world: emotion assigns value. It is the emotional system that determines whether a situation is safe or threatening, whether something that is happening is good or bad, desirable or not. Cognition provides understanding: emotion provides value judgments. A human without a working emotional system has difficulty making choices. A human without a cognitive system is dysfunctional.

Although interactive consumer devices are typically associated with new choices, connections, and forms of self-expression, they can also function to narrow choices, disconnect, and gain exit from the self.

If your product solves real problems, has a simple, intuitive interaction and an appealing, easy-to-read visual design, yet people aren’t using it, chances are your product is failing to communicate at a human level.

The creativity of the Xerox PARC team combined with the design and marketing genius of Jobs would make the GUI the next great leap in facilitating the human-machine interaction that Bush, Licklider, and Engelbart had envisioned.

Usability, fundamentally, is a matter of bringing a bit of human rights into the world of computer-human interaction. It's a way to let our ideals shine through in our software, no matter how mundane the software is. You may think that you're stuck in a boring, drab IT department making mind-numbing inventory software that only five lonely people will ever use. But you have daily opportunities to show respect for humanity even with the most mundane software.

Ask one question: Would a Millennial (anyone born between 1980 and 2000) look forward to working here? Try this exercise. Take a group of people into a large, open room with tackable wall surfaces or whiteboards. Give them large sheets of paper, sticky notes, markers, and tape. Ask them to create a concept for a work environment (don't say “office”) using the following words: high-energy, collaborative, healthy, productive, engaging, innovative, interactive, high-tech, and regenerating.

Computer literacy, however, is really a euphemism for forcing human beings to stretch their thinking to understand the inner workings of application logic, rather than having software-enabled products stretch to meet people’s usual ways of thinking.

Writing is hard work. A clear sentence is no accident. Very few sentences come out right the first time, or even the third time. Remember this in moments of despair. If you find that writing is hard, it’s because it is hard.”—William Zinsser, On Writing Well

Mantra science deals with power of words, thought vibrations, concentrations, visualization, manifestation, with the structure of mind, matter, energy, consciousness and the interactions between the fundamental constituents of the observable universe and the beyond.

A very different study, in which robots interacted with stroke patients during physical rehabilitation exercises, yielded strikingly similar results. Introverted patients responded better and interacted longer with robots that were designed to speak in a soothing, gentle manner: “I know it is hard, but remember that it’s for your own good,” and, “Very nice, keep up the good work.” Extroverts, on the other hand, worked harder for robots that used more bracing, aggressive language: “You can do more than that, I know it!” and “Concentrate on your exercise!

If your goal is to build knowledge and skills, you need to add practice interactions. To decide how much practice your e-learning courses should include, consider the nature of the job task and the criticality of job performance and include more practice for highly critical skills.

As to the future, the only certainty is that the Internet will encounter new technical and social challenges. If the Internet is to continue as an innovative means of collaboration, discovery, and social interaction, it will need to draw on its legacy of adaptability and participatory design.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most.

every moment. The implications of this new story to our understanding of life and the design of our society are extraordinary. If a quantum field holds us all together in its invisible web, we will have to rethink our definitions of ourselves and what exactly it is to be human. If we are in constant and instantaneous dialogue with our environment, if all the information from the cosmos flows through our pores at every moment, then our current notion of our human potential is only a glimmer of what it should be. If we’re not separate, we can no longer think in terms of “winning” and “losing.” We need to redefine what we designate as “me” and “not-me,” and reform the way that we interact with other human beings, practice business, and view time and space. We have to reconsider how we choose and carry out our work, structure our communities, and bring up our children. We have to imagine another way to live,

Artists don't think outside the box, because outside the box there's a vacumm. Outside the box there are no rules, there is no reality. You have nothing to interact with, nothing to work against. If you set out to do something way outside the box (designing a time machine, or using liquid nitrogen to freeze Niagara Falls), then you'll never be able to do the real work of art. You can't ship if you're far outside the box. Artists think along the edges of the box, because that's where things get done. That's where the audience is, that's where the means of production are available, and that's where you can make impact.

How can one tell if a being has free will? If one encounters an alien, how can one tell if it is just a robot or it has a mind of its own? The behavior of a robot would be completely determined, unlike that of a being with free will. Thus one could in principle detect a robot as a being whose actions can be predicted. As we said in Chapter 2, this may be impossibly difficult if the being is large and complex. We cannot even solve exactly the equations for three or more particles interacting with each other. Since an alien the size of a human would contain about a thousand trillion trillion particles even if the alien were a robot, it would be impossible to solve the equations and predict what it would do. We would therefore have to say that any complex being has free will—not as a fundamental feature, but as an effective theory, an admission of our inability to do the calculations that would enable us to predict its actions.

Addiction begins in the interaction of these three lower bodies. Your mind builds images, stories and projections around the desires of the astral body, which set you on an addictive course of behaviour aimed at relieving the suffering. Because the mind functions across time, its main tendency is to base hope of happiness on the future rather than accepting the real conditions of the present moment. The external civilisation designed by humanity feeds the mind’s strategy of trying to escape suffering and find happiness in the future. It is designed by the Shadow for the Shadow, which is why it is so challenging to transcend the Shadow consciousness in everyday life.

You know that quilt you are making at school? Each child makes a square, correct?" "Yes," I said. "And none of you knows what the other squares will look like. Perhaps that is the way God works. We are each like one of the squares. We choose how our own square will look, we choose the colour, the design, all of that. But when we are put in with the other squares we might be in the middle, at the edge, make the whole look one way or another. ... And it's when we interact with all the other squares that the unexpected can happen. And it can change the way our square is viewed. ... It's a mixture of our choices and God's choices. And it all makes a pattern, but only God can see the big pattern.

People who imagined that life on earth consisted of animals moving against a green background seriously misunderstood what they were seeing. That green background was busily alive. Plants grew, moved, twisted, and turned, fighting for the sun; and they interacted continuously with animals—discouraging some with bark and thorns; poisoning others; and feeding still others to advance their own reproduction, to spread their pollen and seeds. It was a complex, dynamic process which she never ceased to find fascinating. And which she knew most people simply didn’t understand. But if planting deadly ferns at poolside was any indication, then it was clear that the designers of Jurassic Park had not been as careful as they should have been.

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

Complexity can be tamed, but it requires considerable effort to do it well. Decreasing the number of buttons and displays is not the solution. The solution is to understand the total system, to design it in a way that allows all the pieces fit nicely together, so that initial learning as well as usage are both optimal. Years ago, Larry Tesler, then a vice president of Apple, argued that the total complexity of a system is a constant: as you make the person's interaction simpler, the hidden complexity behind the scenes increases. Make one part of the system simpler, said Tesler, and the rest of the system gets more complex. This principle is known today as "Tesler's law of the conservation of complexity." Tesler described it as a tradeoff: making things easier for the user means making it more difficult for the designer or engineer.

Each twisted preference designed to destabilise my sense of identity, to shape me into the wife he wanted me to be: compliant and isolated, uncertain and dependent. A wife who mirrored his interests, as though he were Pygmalion and I Galatea, carved from ivory, every sweep of my desires a product of his creation. A woman who didn’t dare leave the house for too long in case I missed his calls: those regular daily interactions designed to keep me at home, entirely reliant on him.

Changing your opinion on something involves admitting that you were wrong. The more public your initial statements, the more pride you must swallow in moving to the new perspective. This is so deeply ingrained that we even have a tendency to search out and interpret information in a way that confirms our current beliefs. More interestingly, after we find sufficient information, we stop. We don’t tend to seek out information that might prove us wrong. This is known as confirmation bias.

Consider your arms and legs. They contain exactly the same kinds of muscle cells, nerve cells, and so on. They contain the same proteins and other chemicals; the bones are made of identical substance. Yet they have different shapes, just as houses of different design can be made from the same building materials. The chemicals alone do not determine the form. Nor does the DNA. The DNA is the same in all the cells of the arms and the legs, and indeed everywhere else in the body. All the cells are genetically programmed identically. Yet somehow they behave differently and form tissues and organs of different structures. Clearly some formative influence other than DNA must be shaping the developing arms and legs. All developmental biologists acknowledge this fact. But at this stage their mechanistic explanations peter out into vague statements about "complex spatio-temporal patterns of physico-chemical interaction not yet fully understood." Obviously this is not a solution but just another way of stating the problem.

A choice architect has the responsibility for organizing the context in which people make decisions. [T]here are many parallels between choice architecture and more traditional forms of architecture. A crucial parallel is that there is no such thing as a “neutral” design. [A]s good architects know, seemingly arbitrary decisions, such as where to locate the bathrooms, will have subtle influences on how the people who use the building interact. [S]mall and apparently insignificant details can have major impacts on people’s behavior. [I]n many cases, the power of these small details comes from focusing the attention of users in a particular direction. Good architects realize that although they can’t build the perfect building, they can make some design choices that will have beneficial effects. And just as a building architect must eventually build some particular building, a choice architect must [for example] choose a particular arrangement of food options at lunch, and by so doing she can influence what people eat. She can nudge.

More often than not, what people put up online using social media is widely accessible because most systems are designed such that sharing with broader or more public audiences is the default. Many popular systems require users to take active steps to limit the visibility of any particular piece of shared content. This is quite different from physical spaces, where people must make a concerted effort to make content visible to sizable audiences.8 In networked publics, interactions are often public by default, private through effort.

Like Spinoza, Einstein did not believe in a personal God who interacted with man. But they both believed that a divine design was reflected in the elegant laws that governed the way the universe worked. This was not merely some expression of faith. It was a principle that Einstein elevated (as he had the relativity principle) to the level of a postulate, one that guided him in his work. “When I am judging a theory,” he told his friend Banesh Hoffmann, “I ask myself whether, if I were God, I would have arranged the world in such a way.” When

No medicine and none of the vaccines developed then could prevent influenza. The masks worn by millions were useless as designed and could not prevent influenza. Only preventing exposure to the virus could. Nothing today can cure influenza, although vaccines can provide significant—but nowhere near complete—protection, and several antiviral drugs can mitigate its severity. Places that isolated themselves—such as Gunnison, Colorado, and a few military installations on islands—escaped. But the closing orders that most cities issued could not prevent exposure; they were not extreme enough. Closing saloons and theaters and churches meant nothing if significant numbers of people continued to climb onto streetcars, continued to go to work, continued to go to the grocer. Even where fear closed down businesses, where both store owners and customers refused to stand face-to-face and left orders on sidewalks, there was still too much interaction to break the chain of infection. The virus was too efficient, too explosive, too good at what it did. In the end the virus did its will around the world.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades. Only time would tell.

Past successes may be inspirational and encouraging, but they are not by themselves reliable indicators of or guides to future success. The most efficacious changes in any system are informed not by successes but by failures. The surest way for the designer of any system to achieve success is to recognize and correct the flaws of predecessor systems, whether they be in building codes or in banking policies or in bridges.25 The history of civilization itself has been one of rises and falls, of successes and failures. Some of these have been of empires, dynasties, families; others have been of nations, states, and cities. Common to all of them has been the human element, embodied in the ruler and the ruled alike. Given that the ultimate unit of civilization is the individual, we need look no further than within ourselves to gain insight into the world and its ways, including the failure of its institutions and its systems. And, just as those institutions and systems are made up of individual people and things, so ultimately must we look to ourselves and to how we interact with the world, both given and made, whenever something goes wrong.

In 2003, a Dutch clinical psychologist named Christof van Nimwegen began a fascinating study of computer-aided learning that a BBC writer would later call “one of the most interesting examinations of current computer use and the potential downsides of our increasing reliance on screen-based interaction with information systems.”26 Van Nimwegen had two groups of volunteers work through a tricky logic puzzle on a computer. The puzzle involved transferring colored balls between two boxes in accordance with a set of rules governing which balls could be moved at which time. One of the groups used software that had been designed to be as helpful as possible. It offered on-screen assistance during the course of solving the puzzle, providing visual cues, for instance, to highlight permitted moves. The other group used a bare-bones program, which provided no hints or other guidance. In the early stages of solving the puzzle, the group using the helpful software made correct moves more quickly than the other group, as would be expected. But as the test proceeded, the proficiency of the members of the group using the bare-bones software increased more rapidly. In the end, those using the unhelpful program were able to solve the puzzle more quickly and with fewer wrong moves. They also reached fewer impasses—states in which no further moves were possible—than did the people using the helpful software. The findings indicated, as van Nimwegen reported, that those using the unhelpful software were better able to plan ahead and plot strategy, while those using the helpful software tended to rely on simple trial and error. Often, in fact, those with the helpful software were found “to aimlessly click around” as they tried to crack the puzzle.

Imagine you have just moved to a new city, one that has extensive urban sprawl and lacks good mass transit. Getting around requires a car. The opportunities for random social interaction are few, because of the design of the transport system. Being in a car militates against easy face-to-face interaction and chanced-upon conversation; every sight of another human being is mediated through glass. By contrast, in a densely packed neighbourhood, where people randomly intersect easily at corners, at cafés, in local shops, people can build a social network quicker and easier. Besides

I’d finally gained enough distance from my addiction to realize something. Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century.

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

I have been sent many images by a Morgellons sufferer of extraordinary phenomena found in the bodies of those with the syndrome. Among them are hollow filaments, fibers, crystals, silica (often in hexagram form), even insect-like synthetic 'creature' remarkably similar to the one inserted into Neo's belly by agents in the Matrix movie.... Those tested who do not have visible symptoms of Morgellons have been found to be infested with fiber cultures grown from their saliva, body tissue, and urine.... Morgellons is proliferating because the takeover is proliferating and you will see this massive increase with the introduction of 5G which this body-invasion technology is designed to interact with.

Everyone has had the experience of suddenly feeling intense physiological and psychological shifts internally at trading glances with another person; such shifts can be exquisitely pleasurable or unpleasant. How one person gazes at another can alter the other’s electrical brain patterns, as registered by EEGS, and may also cause physiological changes in the body. The newborn is highly susceptible to such influences, with a direct effect on the maturation of brain structures. The effects of maternal moods on the electrical circuitry of the infant’s brain were demonstrated by a study at the University of Washington, Seattle. Positive emotions are associated with increased electrical activity in the left hemisphere. It is known that depression in adults is associated with decreased electrical activity in the circuitry of the left hemisphere. With this in mind, the Seattle study compared the EEGS of two groups of infants: one group whose mothers had symptoms of postpartum depression, the other whose mothers did not. “During playful interactions with the mothers designed to elicit positive emotion,” the researchers reported, “infants of non-depressed mothers showed greater left than right frontal brain activation.” The infants of depressed mothers “failed to show differential hemispheric activation,” meaning that the left-side brain activity one would anticipate from positive, joyful infant-mother exchanges did not occur — despite the mothers’ best efforts. Significantly, these effects were noted only in the frontal areas of the brain, where the centers for the self-regulation of emotion are located. In addition to EEG changes, infants of depressed mothers exhibit decreased activity levels, gaze aversion, less positive emotion and greater irritability. Maternal depression is associated with diminished infant attention spans. Summarizing a number of British studies, Dale F. Hay, a researcher at the University of Cambridge, suggests “that the experience of the mother’s depression in the first months of life may disrupt naturally occurring social processes that entrain and regulate the infant’s developing capacities for attention.

There is no “grand designer” who orchestrates infections, plagues, or pandemics or engineered our defenses to them. All these mechanisms that we attribute to a battle between good and evil are in actuality biological traits that we have inherited from preexisting populations. Therefore the interactions we are witnessing (infection, inflammation, phagocytosis) are based on previously established conditions of coexistence, and we should not expect to find any sort of unique perfection in our immune system. After all, these systems are not at some end point of evolution; they are still evolving. Rather we should expect to find ancient cellular systems from distant ancestors that have come together to work synergistically.

So, if you are predominantly a producer of intangible assets (writing software, doing design, producing research) you probably want to build an organization that allows information to flow, help serendipitous interactions, and keeps the key talent. That probably means allowing more autonomy, fewer targets, and more access to the boss, even if that is at the cost of influence activities. This seems to describe the types of autonomous organizations that the earlier writers, like Charles Leadbeater, had in mind. And it also seems to describe the increasing importance of systemic innovators. Such innovators are not inventors of single, isolated inventions. Rather, their role is to coordinate the synergies that successfully bring such an innovation to market.

...задача дизайнеров заключается в том, чтобы создавать интерфейсы, которые не позволяют привычкам вызывать проблемы у пользователей. Мы должны создавать интерфейсы, которые, во-первых, целенаправленно опираются на человеческую способность формировать привычки и, во-вторых, развивают у пользователей такие привычки, которые позволяют упростить ход работы. В случае идеального человекоориентированного интерфейса доля участия самого интерфейса в работе пользователя должна сводиться к формированию полезных привычек. Многие проблемы, которые делают программные продукты сложными и неудобными в использовании, происходят из-за того, что в используемом интерфейсе «человек-машина» не учитываются полезные и вредные свойства человеческой способности формировать привычки.

human designers, being farsighted but blinkered, tend to find their designs thwarted by unforeseen side effects and interactions, so they try to guard against them by giving each element in the system a single function, and insulating it from all the other elements. In contrast, Mother Nature (the process of natural selection) is famously myopic and lacking in goals. Since she doesn’t foresee at all, she has no way of worrying about unforeseen side effects. Not “trying” to avoid them, she tries out designs in which many such side effects occur; most such designs are terrible (ask any engineer), but every now and then there is a serendipitous side effect: two or more unrelated functional systems interact to produce a bonus: multiple functions for single elements.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

The day we visited, mothers were chatting comfortably on one of the benches while their children ran around happily exploring and playing games. The beauty of natural playgrounds is that they tap directly into children’s passions. In traditional playspaces constructed of metal and plastic, decisions about what to play are made by the designers. First you swing. Then you go down the slide. Too often, the result is competition, with kids arguing over who gets to do what, followed by frustration and tears. Conversely, in natural play areas, the child is boss. Imaginations are fired up as kids invent games with the available loose parts. Studies show that interactions tend to be more cooperative as well. Bullying is greatly decreased, and both vandalism and aggressive behavior also go down if there is a tree canopy. And with greater engagement comes longer play intervals, about three times longer compared with old-style play equipment.

Shorter prayers in which we make requests to God—the kind many of us are most familiar with—go undetected by a brain scan. This doesn’t mean they don’t work or they are not valuable. But it may encourage you toward deeper, longer prayer when you learn that twelve minutes of attentive and focused prayer every day for eight weeks changes the brain significantly enough to be measured in a brain scan.1 Not only that, but it strengthens areas of the brain involved in social interaction, increasing our sense of compassion and making us more sensitive to other people. It also reduces stress, bringing another measurable physical effect—lower blood pressure. Prayer in this deeper, more attentive way also strengthens the part of the brain that helps us override our emotional and irrational urges. Prayer that seeks communion with God actually makes us more thoughtful and rational, enhances our sense of peace and well-being, and makes us more compassionate and responsive to the needs of other people.

We have been removed from the environment within which we evolved and with which we are uniquely designed to interact. Now we interact and coevolve with only the grosser, more monolithic, human-made commercial forms which remain available within our new laboratory-space station. Because we live inside the new environment, we are not aware that any tradeoff has been made. We have had to sacrifice the billions of small, detailed, multispectral experiences—emotional, physical, instinctive, sensual, intuitive and mental—that were appropriate and necessary for humans interacting with natural environments. Like the Micronesian islander in Chapter Four trapped between two modes of experience, we have found that functioning on an earlier multidimensional level has become not only useless but counterproductive. If we remained so attuned to the varieties of snowflakes that we could find fifty-six varieties as the Eskimo can; or to dreams so that we could find hundreds of distinct patterns as the Senoi Indians can; or to the minute altitude strata, inch by inch above the ground, occupied by entirely different species of flying insects as the California Indians once could; all this sensitivity would cripple any attempt to get along in the modern world. None of it would get us jobs, which gets us money, which in turn gets us food, housing, transportation, products, or entertainment, which are the fulfillments presently available in our new world. We have had to re-create ourselves to fit. We have had to reshape our very personalities to be competitive, aggressive, mentally fast, charming and manipulative. These qualities succeed in today’s world and offer survival and some measure of satisfaction within the cycle of work-consume, work-consume, work-consume. As for any dormant anxieties or unreconstructed internal wilderness, these may be smoothed over by compulsive working, compulsive eating, compulsive buying, compulsive sex, and then our brands of soma: alcohol, Librium, Valium, Thorazine, marijuana and television.

Services are a series of interactions between customers and the service system through many different touchpoints during the customer journey. As the sole way that customers relate to your services, you would think that interactions would be centre stage for all service providers. So, why are so many services so bad? When Demos, a UK think tank, talk of a fundamental disconnection between services and people, one of the main reasons they give is the poor consideration of the interactions between the service provider and the customer – the interaction design. To value your customer, you need to spend some time understanding the interactions they have with your service, and that means two things. Firstly, viewing your service through the customers’ eyes, and secondly, designing in such a way that customers receive consistent experiences over time which they consider valuable. It’s strange, but repeatedly we see companies ignoring both of these aspects, with the consequence that customers feel ignored and value is lost. One

How do you get into making video games anyway? Sadie hated answering this question, especially after a person told her he hadn't heard of Ichigo. "Well, I learned to program computers in middle school, I got an 800 on my math SAT, won a Westinghouse and a Leipzig, and then I went to MIT, which, by the way, is highly competitive, even for a lowly female like myself, and studied computer science. At MIT, I learned four or five more programming languages and studied psychology with an emphasis on ludic techniques and persuasive designs, and English, including narrative structures, the classics, and the history of interactive storytelling. Got myself a great mentor. Regrettably made him my boyfriend. Suffice it to say, I was young. And then I dropped out of school for a time to make a game because my best frenemy wanted me to. That game became the game you never heard of. But yeah, it sold around two and a half million copies, just in the U.S., so...." Instead, she said, "I like to play games a lot, so I thought I'd see if I could make them.

What is most dystopian about all of the digital houses designed for customized consumption is the implication that the entire landscape could be covered with new houses lacking any social or economic neighborhood context. Designers minimize the need for family or neighborhood interaction if they plan for digital surveillance as a route to ordering mass-produced commodities as well as handling work and civic life. If many external activities, such as paid work, exercise, shopping, seeking entertainment, and voting, are able to be done in-house through the various electronic communications systems, reasons for going outside decrease. The residents become isolated, although the house continues to function as a container for mass-produced goods and electronic media. In a landscape bristling with tens of thousands of digital houses and cell towers, where the ground is laced with hundreds of thousands of miles of fiber-optic cable, neighborhoods may not exist. Car journeys involving traffic problems may disappear, although the roads will be clogged with delivery vans.

Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

As good architects know, seemingly arbitrary decisions, such as where to locate the bathrooms, will have subtle influences on how the people who use the building interact. Every trip to the bathroom creates an opportunity to run into colleagues, for better or for worse. A good building is not merely attractive, it also works. As we shall see, small and apparently insignificant details can have major impacts on people's behaviour. A good rule of thumb is to assume that everything matters. In many cases, the power of these small details come from focusing the attention of users in a particular direction. A wonderful example of this principle comes from, of all places, the men's rooms at Schiphol airport in Amsterdam. There, the authorities etched the image of a black housefly into each urinal. It seems that men usually do not pay much attention to where they aim, which can create a bit of a mess. But if they see a target, attention, and therefore accuracy, are much increased. According to the man who came up with the idea, it works wonders... Etchings reduced spillage by 80%. The insight that everything matters can be both paralysing and empowering.

I’d finally gained enough distance from my addiction to realize something. Human beings were never meant to participate in a worldwide social network comprised of billions of people. We were designed by evolution to be hunter-gatherers, with the mental capacity to interact and socialize with the other members of our tribe—a tribe made up of a few hundred other people at most. Interacting with thousands or even millions of other people on a daily basis was way too much for our ape-descended melons to handle. That was why social media had been gradually driving the entire population of the world insane since it emerged back around the turn of the century. I was even beginning to wonder if the invention of a worldwide social network was actually the “Great Filter” that theoretically caused all technological civilizations to go extinct, instead of nuclear weapons or climate change. Maybe every time an intelligent species grew advanced enough to invent a global computer network, they would then develop some form of social media, which would immediately fill these beings with such an intense hatred for one another that they ended up wiping themselves out within four or five decades.

Beyond a fence, they came to the swimming pool, which spilled over into a series of waterfalls and smaller rocky pools. The area was planted with huge ferns. “Isn’t this extraordinary?” Ed Regis said. “Especially on a misty day, these plants really contribute to the prehistoric atmosphere. These are authentic Jurassic ferns, of course.” Ellie paused to look more closely at the ferns. Yes, it was just as he said: Serenna veriformans, a plant found abundantly in fossils more than two hundred million years old, now common only in the wetlands of Brazil and Colombia. But whoever had decided to place this particular fern at poolside obviously didn’t know that the spores of veriformans contained a deadly beta-carboline alkaloid. Even touching the attractive green fronds could make you sick, and if a child were to take a mouthful, he would almost certainly die—the toxin was fifty times more poisonous than oleander. People were so naïve about plants, Ellie thought. They just chose plants for appearance, as they would choose a picture for the wall. It never occurred to them that plants were actually living things, busily performing all the living functions of respiration, ingestion, excretion, reproduction—and defense. But Ellie knew that, in the earth’s history, plants had evolved as competitively as animals, and in some ways more fiercely. The poison in Serenna veriformans was a minor example of the elaborate chemical arsenal of weapons that plants had evolved. There were terpenes, which plants spread to poison the soil around them and inhibit competitors; alkaloids, which made them unpalatable to insects and predators (and children); and pheromones, used for communication. When a Douglas fir tree was attacked by beetles, it produced an anti-feedant chemical—and so did other Douglas firs in distant parts of the forest. It happened in response to a warning alleochemical secreted by the trees that were under attack. People who imagined that life on earth consisted of animals moving against a green background seriously misunderstood what they were seeing. That green background was busily alive. Plants grew, moved, twisted, and turned, fighting for the sun; and they interacted continuously with animals—discouraging some with bark and thorns; poisoning others; and feeding still others to advance their own reproduction, to spread their pollen and seeds. It was a complex, dynamic process which she never ceased to find fascinating. And which she knew most people simply didn’t understand. But if planting deadly ferns at poolside was any indication, then it was clear that the designers of Jurassic Park had not been as careful as they should have been.

The black hole solution of Einstein's equations is also a work of art. The black hole is not as majestic as Godel's proof, but it has the essential features of a work of art: uniqueness, beauty, and unexpectedness. Oppenheimer and Snyder built out of Einstein's equations a structure that Einstein had never imagined. The idea of matter in permanent free fall was hidden in the equations, but nobody saw it until it was revealed in the Oppenheimer-Snyder solution. On a much more humble level, my own activities as a theoretical physicist have a similar quality. When I am working, I feel myself to be practicing a craft rather than following a method. When I did my most important piece of work as a young man, putting together the ideas of Sin-Itiro Tomonaga, Julian Schwinger, and Richard Feynman to obtain a simplified version of quantum electrodynamics, I had consciously in mind a metaphor to describe what I was doing. The metaphor was bridge-building. Tomonaga and Schwinger had built solid foundations on the other side, and my job was to design and build the cantilevers reaching out over the water until they met in the middle. The metaphor was a good one. The bridge that I built is still serviceable and still carrying traffic forty years later. The same metaphor describes well the greater work of unification achieved by Stephen Weinberg and Abdus Salam when they bridged the gap between electrodynamics and the weak interactions. In each case, after the work of unification is done, the whole stands higher than the parts.

Just how important a close moment-to-moment connection between mother and infant can be was illustrated by a cleverly designed study, known as the “double TV experiment,” in which infants and mothers interacted via a closed-circuit television system. In separate rooms, infant and mother observed each other and, on “live feed,” communicated by means of the universal infant-mother language: gestures, sounds, smiles, facial expressions. The infants were happy during this phase of the experiment. “When the infants were unknowingly replayed the ‘happy responses’ from the mother recorded from the prior minute,” writes the UCLA child psychiatrist Daniel J. Siegel, “they still became as profoundly distressed as infants do in the classic ‘flat face’ experiments in which mothers-in-person gave no facial emotional response to their infant’s bid for attunement.” Why were the infants distressed despite the sight of their mothers’ happy and friendly faces? Because happy and friendly are not enough. What they needed were signals that the mother is aligned with, responsive to and participating in their mental states from moment to moment. All that was lacking in the instant video replay, during which infants saw their mother’s face unresponsive to the messages they, the infants, were sending out. This sharing of emotional spaces is called attunement. Emotional stress on the mother interferes with infant brain development because it tends to interfere with the attunement contact. Attunement is necessary for the normal development of the brain pathways and neurochemical apparatus of attention and emotional selfregulation. It is a finely calibrated process requiring that the parent remain herself in a relatively nonstressed, non-anxious, nondepressed state of mind. Its clearest expression is the rapturous mutual gaze infant and mother direct at each other, locked in a private and special emotional realm, from which, at that moment, the rest of the world is as completely excluded as from the womb. Attunement does not mean mechanically imitating the infant. It cannot be simulated, even with the best of goodwill. As we all know, there are differences between a real smile and a staged smile. The muscles of smiling are exactly the same in each case, but the signals that set the smile muscles to work do not come from the same centers in the brain. As a consequence, those muscles respond differently to the signals, depending on their origin. This is why only very good actors can mimic a genuine, heartfelt smile. The attunement process is far too subtle to be maintained by a simple act of will on the part of the parent. Infants, particularly sensitive infants, intuit the difference between a parent’s real psychological states and her attempts to soothe and protect the infant by means of feigned emotional expressions. A loving parent who is feeling depressed or anxious may try to hide that fact from the infant, but the effort is futile. In fact, it is much easier to fool an adult with forced emotion than a baby. The emotional sensory radar of the infant has not yet been scrambled. It reads feelings clearly. They cannot be hidden from the infant behind a screen of words, or camouflaged by well-meant but forced gestures. It is unfortunate but true that we grow far more stupid than that by the time we reach adulthood.

It's not that we're dumb. On the contrary, many millions of people have exerted great intelligence and creativity in building the modern world. It's more that we're being swept into unknown and dangerous waters by accelerating economic growth. On just one single day of the days I have spent writing this book, as much world trade was carried out as in the whole of 1949; as much scientific research was published as in the whole of 1960; as many telephone calls were made as in all of 1983; as many e-mails were sent as in 1990.11 Our natural, human, and industrial systems, which evolve slowly, are struggling to adapt. Laws and institutions that we might expect to regulate these flows have not been able to keep up. A good example is what is inaccurately described as mindless sprawl in our physical environment. We deplore the relentless spread of low-density suburbs over millions of acres of formerly virgin land. We worry about its environmental impact, about the obesity in people that it fosters, and about the other social problems that come in its wake. But nobody seems to have designed urban sprawl, it just happens-or so it appears. On closer inspection, however, urban sprawl is not mindless at all. There is nothing inevitable about its development. Sprawl is the result of zoning laws designed by legislators, low-density buildings designed by developers, marketing strategies designed by ad agencies, tax breaks designed by economists, credit lines designed by banks, geomatics designed by retailers, data-mining software designed by hamburger chains, and automobiles designed by car designers. The interactions between all these systems and human behavior are complicated and hard to understand-but the policies themselves are not the result of chance. "Out of control" is an ideology, not a fact.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

The free market system of capitalism enhances freedom in three ways. Traditionally freedom of exchange has been seen as a basic form of individual freedom, with which it would be wrong to interfere, and in this sense is a basic, negative freedom like the freedom of speech, assembly, the press, or conscience. Gerald Gaus, a liberal defender of the morality of markets, summarizes the liberal case for freedom in capitalism: “classical liberalism embraces market relations because (but not, of course, only because) they (1) are essentially free, (2) respect the actual choices of individuals, and (3) legitimately express different individuals’ rational decisions about the proper choice between competing ends, goods, and values.”98 Market freedom is necessary to respect individuals as free choosers and designers of their own “experiments in living,” as Mill famously puts it.99 Free markets also have positive aspects, however, in providing opportunities by increasing persons’ material wealth in order to choose things that they value. Another aspect of the positive freedom that markets promote is the freedom of persons to develop their autonomy as decision makers, and to find opportunities to escape from oppressive traditional roles. Markets also promote a third, more controversial, sense of freedom in that they allow persons to interact in mutually beneficial ways even when they do not know each other or have any other traditional reason to care about the other. I call this sense of freedom “social freedom.” In each of these ways – negative, positive, and social – markets have much, and in some cases even more, to offer to women, as women have been more confined by traditional roles to a constrained family life, deprived of a fair distribution of benefits and burdens of family life, and treated as second-class citizens in their communities. While capitalism has already, as we have seen, brought great advances in the realm of negative and positive liberties, capitalism’s ability to destruct the old and create new forms of community offer a vision of freedom that is yet to be fulfilled.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

PATTERNS OF THE “SHY” What else is common among people who identify themselves as “shy?” Below are the results of a survey that was administered to 150 of my program’s participants. The results of this informal survey reveal certain facts and attitudes common among the socially anxious. Let me point out that these are the subjective answers of the clients themselves—not the professional opinions of the therapists. The average length of time in the program for all who responded was eight months. The average age was twenty-eight. (Some of the answers are based on a scale of 1 to 5, 1 being the lowest.) -Most clients considered shyness to be a serious problem at some point in their lives. Almost everyone rated the seriousness of their problem at level 5, which makes sense, considering that all who responded were seeking help for their problem. -60 percent of the respondents said that “shyness” first became enough of a problem that it held them back from things they wanted during adolescence; 35 percent reported the problem began in childhood; and 5 percent said not until adulthood. This answer reveals when clients were first aware of social anxiety as an inhibiting force. -The respondents perceived the average degree of “sociability” of their parents was a 2.7, which translates to “fair”; 60 percent of the respondents reported that no other member of the family had a problem with “shyness”; and 40 percent said there was at least one other family member who had a problem with “shyness.” -50 percent were aware of rejection by their peers during childhood. -66 percent had physical symptoms of discomfort during social interaction that they believed were related to social anxiety. -55 percent reported that they had experienced panic attacks. -85 percent do not use any medication for anxiety; 15 percent do. -90 percent said they avoid opportunities to meet new people; 75 percent acknowledged that they often stay home because of social fears, rather than going out. -80 percent identified feelings of depression that they connected to social fears. -70 percent said they had difficulty with social skills. -75 percent felt that before they started the program it was impossible to control their social fears; 80 percent said they now believed it was possible to control their fears. -50 percent said they believed they might have a learning disability. -70 percent felt that they were “too dependent on their parents”; 75 percent felt their parents were overprotective; 50 percent reported that they would not have sought professional help if not for their parents’ urging. -10 percent of respondents were the only child in their families; 40 percent had one sibling; 30 percent had two siblings; 10 percent had three; and 10 percent had four or more. Experts can play many games with statistics. Of importance here are the general attitudes and patterns of a population of socially anxious individuals who were in a therapy program designed to combat their problem. Of primary significance is the high percentage of people who first thought that “shyness” was uncontrollable, but then later changed their minds, once they realized that anxiety is a habit that can be broken—without medication. Also significant is that 50 percent of the participants recognized that their parents were the catalyst for their seeking help. Consider these statistics and think about where you fit into them. Do you identify with this profile? Look back on it in the coming months and examine the ways in which your sociability changes. Give yourself credit for successful breakthroughs, and keep in mind that you are not alone!