User Interface Quotes

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

It's like male geeks don't know how to deal with real live women, so they just assume it's a user interface problem. Not their fault. They'll just wait for the next version to come out- something more "user friendly.

The librarian isn't a clerk who happens to work in a library. A librarian is a data hound, a guide, a sherpa and a teacher. The librarian is the interface between reams of data and the untrained but motivated user.

There would be times when we'd rack our brains on a user interface problem, and think we'd considered every option, and he would go, " Did you think of this? " said Fadell. " And then we'd all go, " Holy Shit." He'd redefine the problem or approach, and our little problem would go away.

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

User interface is the process of shifting from chaotic complexity to elegant simplicity.

Effective gamification is a combination of game design, game dynamics, behavioral economics, motivational psychology, UX/UI (User Experience and User Interface), neurobiology, technology platforms, as well as ROI-driving business implementations.

The librarian is the interface between reams of data and the untrained but motivated user.

Testing the business logic inside the system under test (SUT) via the user interface is a bad idea. Even

the most important telltale factor is the development of a simple and elegant user interface—a gateway of effortless interaction that plucks a technology from the hands of the geeks and deposits it with the entrepreneurs. In fact, it was exactly this kind of interface that transformed the Internet.

It’s often the case that teams working in agile processes do not actually go back to improve the user interface of the software. But, as the saying goes, “it’s not iterative if you only do it once.” Teams need to make a commitment to continuous improvement, and that means not simply refactoring code and addressing technical debt but also reworking and improving user interfaces. Teams must embrace the concept of UX debt and make a commitment to continuous improvement of the user experience.

Remember, these things are designed for amateurs.” “Tell me about it,” Ivy snorted. “The user interface is so easy to use, I can’t do anything.

A user interface is like a joke. If you have to explain it, it’s not that good

graphical user interfaces make easy tasks easy, while command line interfaces make difficult tasks possible

A user interface (UI) developer named Dwayne Johnson recognized the value in delivering small changes frequently and began socializing the idea of making small improvements on a consistent schedule.

The approach to digital culture I abhor would indeed turn all the world's books into one book, just as Kevin (Kelly) suggested. It might start to happen in the next decade or so. Google and other companies are scanning library books into the cloud in a massive Manhattan Project of cultural digitization. What happens next is what's important. If the books in the cloud are accessed via user interfaces that encourage mashups of fragments that obscure the context and authorship of each fragment, there will be only one book. This is what happens today with a lot of content; often you don't know where a quoted fragment from a news story came from, who wrote a comment, or who shot a video. A continuation of the present trend will make us like various medieval religious empires, or like North Korea, a society with a single book. The Bible can serve as a prototypical example. Like Wikipedia, the Bible's authorship was shared, largely anonymous, and cumulative, and the obscurity of the individual authors served to create an oracle-like ambience for the document as "the literal word of God." If we take a non-metaphysical view of the Bible, it serves as a link to our ancestors, a window. The ethereal, digital replacement technology for the printing press happens to have come of age in a time when the unfortunate ideology I'm criticizing dominates technological culture. Authorship - the very idea of the individual point of view - is not a priority of the new ideology. The digital flattening of expression into a global mush is not presently enforced from the top down, as it is in the case of a North Korean printing press. Instead, the design of software builds the ideology into those actions that are the easiest to perform on the software designs that are becoming ubiquitous. It is true that by using these tools, individuals can author books or blogs or whatever, but people are encouraged by the economics of free content, crowd dynamics, and lord aggregators to serve up fragments instead of considered whole expressions or arguments. The efforts of authors are appreciated in a manner that erases the boundaries between them. The one collective book will absolutely not be the same thing as the library of books by individuals it is bankrupting. Some believe it will be better; others, including me, believe it will be disastrously worse. As the famous line goes from Inherit the Wind: 'The Bible is a book... but it is not the only book' Any singular, exclusive book, even the collective one accumulating in the cloud, will become a cruel book if it is the only one available.

Tracy’s dad was setting in motion the forces that would give rise to essentially all of modern computing: time-sharing, personal computing, the mouse, graphical user interfaces, the explosion of creativity at Xerox PARC, the Internet—all of it.

Tim was a yes-man who never leveled with Elizabeth about what was feasible and what wasn’t. For instance, he’d contradicted Justin and assured her they could write the Edison software’s user interface faster in Flash than in JavaScript. The very next morning, Justin had spotted a Learn Flash book on his desk.

Apple’s graphical user interface. Just as Jobs was being eased out of Apple in 1985, John Sculley had struck a surrender deal: Microsoft could license the Apple GUI for Windows 1.0, and in return it would make Excel exclusive to the Mac for up to two years. In 1988, after Microsoft came out with Windows 2.0, Apple sued. Sculley contended

AI is a fantasy, nothing but a story we tell about our code. It is also a cover for sloppy engineering. Making a supposed AI program that customizes a feed is less work than creating a great user interface that allows users to probe and improve what they see on their own terms—and that is so because AI has no objective criteria for success.

Apple’s chief technology officer, Ellen Hancock, argued for going with Sun’s UNIX-based Solaris operating system, even though it did not yet have a friendly user interface. Amelio began to favor using, of all things, Microsoft’s Windows NT, which he felt could be rejiggered on the surface to look and feel just like a Mac while being compatible

Disney and Apple/Microsoft are in the same business: short-circuiting laborious, explicit verbal communication with expensively designed interfaces. Disney is a sort of user interface unto itself—and more than just graphical. Let’s call it a Sensorial Interface. It can be applied to anything in the world, real or imagined, albeit at staggering expense.

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

Code is never neutral, and interfaces can signal all kinds of things to users.

Design is like a magic trick, it's all about creating the illusion of simplicity.

A bad UI is like an elephant in a room of blind people.

interface

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.

There is something new: A globe about the size of a grapefruit, a perfectly detailed rendition of Planet Earth, hanging in space at arm's length in front of his eyes. Hiro has heard about this but never seen it. It is a piece of CIC software called, simply, Earth. It is the user interface that CIC uses to keep track of every bit of spatial information that it owns—all the maps, weather data, architectural plans, and satellite surveillance stuff.

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.

thousand flowers bloom. Sometimes it’s nice to be in the hands of a control freak. • • • Jobs’s intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless. But if he did not want to deal with something—a legal annoyance, a business issue,

So why haven’t more Google users switched to Bing? Habits keep users loyal. If a user is familiar with the Google interface, switching to Bing requires cognitive effort. Although many aspects of Bing are similar to Google, even a slight change in pixel placement forces the would-be user to learn a new way of interacting with the site. Adapting to the differences in the Bing interface is what actually slows down regular Google users and makes Bing feel inferior, not the technology itself. 

One cannot not communicate. Because every behavior is a kind of communication, people who are aware of each other are constantly communicating. Any perceivable behavior, including the absence of action, has the potential to be interpreted by other people as having some meaning.

Over the past four decades, much evidence has accumulated suggesting that responsiveness — a software application’s ability to keep up with users and not make them wait — is the most important factor in determining user satisfaction. Not just one of the most important factors - the most important factor.

When you're designing for extremes with software, the three most important "extremes" to remember are: 1. Design for people who can't read. 2. Design for people who can't use a mouse. 3. Design for people who have such bad memories they would forget their own name if it weren't embossed on their American Express

According to Dr. Andrew Huberman, you can hack your dopamine reward system by reframing your work today as essential to the kind of future you want. That gives you a reason to be happy every day. I call it preferring systems over goals. If you are following a good system, the reward is that you followed the system.

As designers, we have a responsibility to remove inherent complexity from our interfaces, or else we ship that complexity to our users. This can result in confusion, frustration and a bad user experience. Where possible, designers and developers should handle complexity, while taking care not to over-simplify to the point of abstraction.

Noneditable data should never be displayed in a control that looks editable or operable. Checkboxes, radio buttons, menus, sliders, and the like should never be used for noneditable data because they look operable. Even if they are inactive (grayed), they look like they can somehow be made active, and users will waste time trying to do so.

Jobs’s intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless. But if he did not want to deal with something—a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options.

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Most modules have more users than developers, so it is better for the developers to suffer than the users. As a module developer, you should strive to make life as easy as possible for the users of your module, even if that means extra work for you. Another way of expressing this idea is that it is more important for a module to have a simple interface than a simple implementation.

A good designer should constantly be looking for opportunities to learn from others’ mistakes. Instead of blaming the protagonists, we should try to put ourselves in their shoes and honestly answer these questions: What would lead me to design the same interface they did? What decisions led to this product being approved and shipped? How can I avoid finding myself in a similar position in the future?

It is the world’s first fully functional noninvasive brain-computer interface. It allows an OASIS user to see, hear, smell, taste, and feel their avatar’s virtual environment, via signals transmitted directly into their cerebral cortex. The headset’s sensor array also monitors and interprets its wearer’s brain activity, allowing them to control their OASIS avatar just as they do their physical body—simply by thinking about it.

As World War II was ending, the great engineer and public official Vannevar Bush argued that America’s innovation engine would require a three-way partnership of government, business, and academia. He was uniquely qualified to envision that triangle, because he had a foot in all three camps. He had been dean of engineering at MIT, a founder of Raytheon, and the chief government science administrator overseeing, among other projects, the building of the atom bomb.4 Bush’s recommendation was that government should not build big research labs of its own, as it had done with the atomic bomb project, but instead should fund research at universities and corporate labs. This government-business-university partnership produced the great innovations that propelled the U.S. economy in the postwar period, including transistors, microchips, computers, graphical user interfaces, GPS, lasers, the internet, and search engines.

Software developers come mainly from engineering and don’t see how similar their industry has become to the one that produces magazines, newspapers, books, TV shows, and movies. Most software developers haven’t yet learned to develop and follow strict standards for layout and graphic design and to pay as much attention to detail as traditional publishers and media studios do. As a result, graphic design and layout bloopers often get a “Who cares? It looks OK to me!” reaction from developers.

In any case, even if a usability test resolves a dispute, it doesn't do it in any kind of a statistically valid way. Unless you test thousands of people from all walks of life under all kinds of conditions, something that not even Microsoft can afford to do, you are not actually getting statistically meaningful results. Remember, the real strength of usability tests is in finding truffles—finding the broken bits so you can fix them. Actually looking at the results as if they were statistics is just not justified.

By the architecture of a system, I mean the complete and detailed specification of the user interface. For a computer this is the programming manual. For a compiler it is the language manual. For a control program it is the manuals for the language or languages used to invoke its functions. For the entire system it is the union of the manuals the user must consult to do his entire job. The architect of a system, like the architect of a building, is the user's agent. It is his job to bring professional and technical knowledge to bear in the unalloyed interest of the user, as opposed to the interests of the salesman, the fabricator, etc.[2] Architecture must be carefully distinguished from implementation. As Blaauw has said, "Where architecture tells what happens, implementation tells how it is made to happen."[3] He gives as a simple example a clock, whose architecture consists of the face, the hands, and the winding knob. When a child has learned this architecture, he can tell time as easily from a wristwatch as from a church tower. The implementation, however, and its realization, describe what goes on inside the case—powering by any of many mechanisms and accuracy control by any of many.

Because AIs aren’t sentient, they can’t be truly empathetic. Empathy involves sensing and modeling other’s emotions and contexts in your own mind. They can, however, simulate empathy quite well. Even with just a chat interface, large language models can interact in ways that are hard to discern from a well-trained, caring therapist. Engineers are augmenting these models with listening, speech, and vision capabilities that can add to the AI’s “understanding” of where the user is emotionally. Perhaps we should introduce a new term, artificial empath, or AE, as a great tool in the fight against loneliness, depression, and anxiety.

On a smart contract platform, the possibilities rapidly expand beyond what developers desiring to integrate various applications can easily handle. This leads to the adoption of standard interfaces for different types of functionality. On Ethereum, these standards are called Ethereum Request for Comments (ERC). The best known of these define different types of tokens that have similar behavior. ERC-20 is the standard for fungible tokens and defines an interface for tokens whose units are identical in utility and functionality.2 It includes behavior such as transferring units and approving operators for using a certain portion of a user's balance.

0.1 second: This is the limit for perception of cause-and-effect between events. If software waits longer than 0.1 second to show a response to your action, cause-and-effect is broken: the software’s reaction will not seem to be a result of your action. Therefore, on-screen buttons have 0.1 second to show they’ve been clicked; otherwise users will click again. If an object the user is “dragging” lags more than 0.1 second behind the cursor, users will have trouble placing it. This 0.1-second deadline is what HCI researcher Stuart Card calls the perceptual “moment.” It is also close to the limit for perception of smooth animation: 0.063 second/frame (16 frames/second)

Often interfaces are assumed to be synonymous with media itself. But what would it mean to say that “interface” and “media” are two names for the same thing? The answer is found in the remediation or layer model of media, broached already in the introduction, wherein media are essentially nothing but formal containers housing other pieces of media. This is a claim most clearly elaborated on the opening pages of Marshall McLuhan’s Understanding Media. McLuhan liked to articulate this claim in terms of media history: a new medium is invented, and as such its role is as a container for a previous media format. So, film is invented at the tail end of the nineteenth century as a container for photography, music, and various theatrical formats like vaudeville. What is video but a container for film. What is the Web but a container for text, image, video clips, and so on. Like the layers of an onion, one format encircles another, and it is media all the way down. This definition is well-established today, and it is a very short leap from there to the idea of interface, for the interface becomes the point of transition between different mediatic layers within any nested system. The interface is an “agitation” or generative friction between different formats. In computer science, this happens very literally; an “interface” is the name given to the way in which one glob of code can interact with another. Since any given format finds its identity merely in the fact that it is a container for another format, the concept of interface and medium quickly collapse into one and the same thing.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

Here’s the second way a conversation with an MS employee ends. (MS—oh, God, they’ve got me doing it now!) Let’s say I’m at the playground with my daughter. I’m bleary-eyed, pushing her on the swings, and one swing over there’s an outdoorsy father—because fathers only come in one style here, and that’s outdoorsy. He has seen a diaper bag I’m carrying which isn’t a diaper bag at all, but one of the endless “ship gifts” with the Microsoft logo Elgie brings home. OUTDOORSY DAD: You work at Microsoft? ME: Oh, no, my husband does. (Heading off his next question at the pass) He’s in robotics. OUTDOORSY DAD: I’m at Microsoft, too. ME: (Feigning interest, because really, I could give a shit, but wow, is this guy chatty) Oh? What do you do? OUTDOORSY DAD: I work for Messenger. ME: What’s that? OUTDOORSY DAD: You know Windows Live? ME: Ummm… OUTDOORSY DAD: You know the MSN home page? ME: Kind of… OUTDOORSY DAD: (Losing patience) When you turn on your computer, what comes up? ME: The New York Times. OUTDOORSY DAD: Well, there’s a Windows home page that usually comes up. ME: You mean the thing that’s preloaded when you buy a PC? I’m sorry, I have a Mac. OUTDOORSY DAD: (Getting defensive because everyone there is lusting for an iPhone, but there’s a rumor that if Ballmer sees you with one, you’ll get shitcanned. Even though this hasn’t been proven, it hasn’t been disproven either.) I’m talking about Windows Live. It’s the most-visited home page in the world. ME: I believe you. OUTDOORSY DAD: What’s your search engine? ME: Google. OUTDOORSY DAD: Bing’s better. ME: No one said it wasn’t. OUTDOORSY DAD: If you ever, once, went to Hotmail, Windows Live, Bing, or MSN, you’d see a tab at the top of the page that says “Messenger.” That’s my team. ME: Cool! What do you do for Messenger? OUTDOORSY DAD: My team is working on an end-user, C Sharp interface for HTML5…

Like any place in Reality, the Street is subject to development. Developers can build their own small streets feeding off of the main one. They can build buildings, parks, signs, as well as things that do not exist in Reality, such as vast hovering overhead light shows, special neighborhoods where the rules of three-dimensional spacetime are ignored, and free-combat zones where people can go to hunt and kill each other. The only difference is that since the Street does not really exist -- it's just a computer-graphics protocol written down on a piece of paper somewhere -- none of these things is being physically built. They are, rather, pieces of software, made available to the public over the worldwide fiber-optics network. When Hiro goes into the Metaverse and looks down the Street and sees buildings and electric signs stretching off into the darkness, disappearing over the curve of the globe, he is actually staring at the graphic representations -- the user interfaces -- of a myriad different pieces of software that have been engineered by major corporations. In order to place these things on the Street, they have had to get approval from the Global Multimedia Protocol Group, have had to buy frontage on the Street, get zoning approval, obtain permits, bribe inspectors, the whole bit. The money these corporations pay to build things on the Street all goes into a trust fund owned and operated by the GMPG, which pays for developing and expanding the machinery that enables the Street to exist. Hiro has a house in a neighborhood just off the busiest part of the Street. it is a very old neighborhood by Street standards. About ten years ago, when the Street protocol was first written, Hiro and some of his buddies pooled their money and bought one of the first development licenses, created a little neighborhood of hackers. At the time, it was just a little patchwork of light amid a vast blackness. Back then, the Street was just a necklace of streetlights around a black ball in space. Since then, the neighborhood hasn't changed much, but the Street has. By getting in on it early, Hiro's buddies got a head start on the whole business. Some of them even got very rich off of it. That's why Hiro has a nice big house in the Metaverse but has to share a 20-by- 30 in Reality. Real estate acumen does not always extend across universes.

Structured Application Design with MVC MVC defines a clean separation between the critical components of our apps. Consistent with its name, MVC defines three parts of an application: • A model provides the underlying data and methods that offer information to the rest of the application. The model does not define how the application will look or how it will act. • One or more views make up the user interface. A view consists of the different onscreen widgets (buttons, fields, switches, and so forth) that a user can interact with. • A controller is typically paired with a view. The controller is responsible for receiving user input and acting accordingly. Controllers may access and update a view using information from the model and update the model using the results of user interactions in the view. In short, it bridges the MVC components.

The logical architecture diagram describes the key components of the system. A typical diagram takes a separation-of-concerns approach where there is a section relating to the user interface, a section for the core system capabilities (this is where most of the business rules exist), a section for the persistence layer (your data storage mechanism), and a section for any crosscutting concerns such as security, logging, reporting, and so on.

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RJ Mical began single-handedly coding a GUI for the Amiga. At the time, many computer companies were beginning to embrace the GUI paradigm originated at Xerox. “The Mac would have influenced the decision, but less so than some of the more sophisticated machines that we were using at the time,” says Mical. “We were using Sun Workstations and they had very powerful user interfaces that were much more powerful than what the Mac had.

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An important milestone in the history of web design has been the birth of MySpace and Facebook and the advent of social networks, at the beginning of the 21st century. The websites began to adapt to this new level of interactivity, and companies finally understood the importance of placing their users at the centre of the web experience. If, up until that moment, designers and coders used to create aesthetically pleasing interfaces based merely on their clients’ requests, they then started moving to a more user-centric approach. Web research began to focus more and more on the study of websites usability, navigation fluidity and on the easiness of interaction.

The natural mistake engineers make is to build from the bottom up. They leave the user interface last, assuming it is the least complex technology. This is wrong. Humans are much more complex than software, and since the interface has to interact with people, it's the most difficult to do well. By building from the bottom up, technologists paint themselves into a corner, resulting in ugly, hard-to-use things. By the time they finally got to the user interface work, so many constraints exist that even the best designers in the world couldn't salvage the project. The answer is simple: design the user interface first. This is a mandate at any organization that makes things people love to use.

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Use cases contain the rules that specify how and when the Critical Business Rules within the Entities are invoked. Use cases control the dance of the Entities. Notice also that the use case does not describe the user interface other than to informally specify the data coming in from that interface, and the data going back out through that interface. From the use case, it is impossible to tell whether the application is delivered on the web, or on a thick client, or on a console, or is a pure service.

VR is not as new as it seems: It germinated inside Alan Kay’s research lab at Atari. The lab collapsed when Atari did, scattering Kay’s people across the Valley, but a young, dreadlocked, programming prodigy, Jaron Lanier, continued the research on his own dime. His original goal was to revive an old dream. Like Doug Engelbart and Alan Kay, Lanier wanted to create a computing environment that was immersive, flexible, and empowering. The difference was the interface. Engelbart invented the mouse. Alan Kay added the desktop metaphor. And in Lanier’s iteration, one donned goggles and gloves and stepped into virtual reality. Lanier actually coined the phrase. And the whole point of this new, all-enveloping interface was to be able to program the computer from the inside. There was just one problem: Once people got inside the computer, virtually no one wanted to code. There was a whole world in there, a cyberdelic Disneyland just waiting to be explored. Lanier thought he was building a next-generation programming language with the corresponding next-generation graphical user interface, but what people experienced was something a lot more fun. VR was The Well’s cyberspace made real. Taking advantage of the ensuing limelight, Lanier swiftly assumed a more Jobs-like role and marketed the heck out of his virtual reality machine, but in the end, the cost of an E ticket was just too high.

Bruce Horn: I thought that computers would be hugely flexible and we could be able to do everything and it would be the most mind-blowing experience ever. And instead we froze all of our thinking. We froze all the software and made it kind of industrial and mass-marketed. Computing went in the wrong direction: Computing went to the direction of commercialism and cookie-cutter. Jaron Lanier: My whole field has created shit. And it’s like we’ve thrust all of humanity into this endless life of tedium, and it’s not how it was supposed to be. The way we’ve designed the tools requires that people comply totally with an infinite number of arbitrary actions. We really have turned humanity into lab rats that are trained to run mazes. I really think on just the most fundamental level we are approaching digital technology in the wrong way. Andy van Dam: Ask yourself, what have we got today? We’ve got Microsoft Word and we’ve got PowerPoint and we’ve got Illustrator and we’ve got Photoshop. There’s more functionality and, for my taste, an easier-to-understand user interface than what we had before. But they don’t work together. They don’t play nice together. And most of the time, what you’ve got is an import/export capability, based on bitmaps: the lowest common denominator—dead bits, in effect. What I’m still looking for is a reintegration of these various components so that we can go back to the future and have that broad vision at our fingertips. I don’t see how we are going to get there, frankly. Live bits—where everything interoperates—we’ve lost that. Bruce Horn: We’re waiting for the right thing to happen to have the same type of mind-blowing experience that we were able to show the Apple people at PARC. There’s some work being done, but it’s very tough. And, yeah, I feel somewhat responsible. On the other hand, if somebody like Alan Kay couldn’t make it happen, how can I make it happen?

describes as a “full stack startup.” Nest could certainly have pursued a less ambitious and lower risk strategy of developing its learning software and user interface, then license it to organizations with greater logistical and manufacturing capabilities but less competence within software. The problem with this approach is that, by sacrificing control of the stack, you introduce opportunities for partners and customers to negatively impact the overall offering.

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Rather than treating our psychology like the unquestioned operating system (or OS) of our entire lives, we can repurpose it to function more like a user interface (or UI)—that easy-to-use dashboard that sits atop all the other, more complex programs. By treating the mind like a dashboard, by treating different states of consciousness like apps to be judiciously deployed, we can bypass a lot of psychological storytelling and get results faster and, often, with less frustration.

The user interface is so easy to use, I can’t do anything.

the wider world’s reaction has often been disdainful. In 1984, the first Mac’s graphical user interface was widely derided as “a toy.” Bill Gates was mystified that people wanted colored computers. Critics initially called on Apple to open up the iPod. Without a strong belief in his vision, a passion for what he was doing, it would be much harder for Jobs to resist the critics.

NEW BIBLIOGRAPHIC FRAMEWORK To sustain broader partnerships—and to be seen in the non-library specific realm of the Internet—metadata in future library systems will undoubtedly take on new and varied forms. It is essential that future library metadata be understood and open to general formats and technology standards that are used universally. Libraries should still define what data is gathered and what is essential for resource use, keeping in mind the specific needs of information access and discovery. However, the means of storage and structure for this metadata must not be proprietary to library systems. Use of the MARC standard format has locked down library bibliographic information. The format was useful in stand-alone systems for retrieval of holdings in separate libraries, but future library systems will employ non-library-specific formats enabling the discovery of library information by any other system desiring to access the information. We can expect library systems to ingest non-MARC formats such as Dublin Core; likewise, we can expect library discovery interfaces to expose metadata in formats such as Microdata and other Semantic Web formats that can be indexed by search engines. Adoption of open cloud-based systems will allow library data and metadata to be accessible to non-library entities without special arrangements. Libraries spent decades creating and storing information that was only accessible, for the most part, to others within the same profession. Libraries have begun to make partnerships with other non-library entities to share metadata in formats that can be useful to those entities. OCLC has worked on partnerships with Google for programs such as Google Books, where provided library metadata can direct users back to libraries. ONIX for Books, the international standard for electronic distribution of publisher bibliographic data, has opened the exchange of metadata between publishers and libraries for the enhancements of records on both sides of the partnership. To have a presence in the web of information available on the Internet is the only means by which any data organization will survive in the future. Information access is increasingly done online, whether via computer, tablet, or mobile device. If library metadata does not exist where users are—on the Internet—then libraries do not exist to those users. Exchanging metadata with non-library entities on the Internet will allow libraries to be seen and used. In addition to adopting open systems, libraries will be able to collectively work on implementation of a planned new bibliographic framework when using library platforms. This new framework will be based on standards relevant to the web of linked data rather than standards proprietary to libraries

Requirements are not architecture. Requirements are not design, nor are they the user interface. Requirements are need.

10 Usability Heuristics for User Interface Design

minimise choices when response time is critical to decrease decision time

You can now create the user interface of your trading system. Determine which parameters you want to change in real time, and which ones only at start of the system.

For years I found it annoying to walk my dog. All she ever wanted to do was sniff the grass and trees upon which other dogs had left their scent. Neither of us got much exercise. It was like tug-of-war to get Snickers to move at all. One day, I saw an Instagram video in which a self-designated dog expert explained that dogs might need the sniffing more than the walking. Their brains light up when they sniff, and it can tire them out when they engage in vigorous sniffing. I had noticed how happy Snickers looked when sniffing, but my brain couldn’t connect the dots because sniffing dog urine sounds inherently unpleasant to my human brain. But to the dog, it was the equivalent of checking her social media. I started naming the trees and shrubs in the park accordingly: Muta (formerly known as Facebark), Twigger, LeafedIn, Instabush, and Treemail. Obviously, the garbage receptacle into which people flung their dog poop bags was TikTok.  Once I understood the importance of sniffing, I reframed my experience this way. Usual Frame: Taking the dog for a walk and failing. Reframe: Taking the dog for a sniff and succeeding. That reframe completely changed my subjective experience. Instead of failing at walking, I was succeeding at being a sniff-assistant. Snickers loved the new arrangement, and sure enough, twenty minutes of outdoor sniffing set her attitude right for the rest of the day.  But then I had a new problem. Standing around holding a leash is boring compared to walking. It’s boring compared to most things. But then I reframed my boredom this way. Usual Frame: I have nothing to do. I am just standing here. Reframe: Perfect time to practice proper breathing and posture. Now I spend twenty minutes a day enjoying the outdoors while breathing properly and practicing my posture. It feels good, which is enough to lock in the new habit. Now I am delighted to take my dog to the park. The only thing that changed was how I thought about the point of it all. If you’re like most people, you spend a lot of time standing in line or waiting for one thing or another. It feels like a gigantic waste of time. Maybe you check your phone, but that probably isn’t as useful as it is anxiety-making. As you can tell from the Snickers story, I found a way to turn all mindless waiting time into one of the most productive parts of my day using the good-time-to-breathe reframe.

Two or more things are orthogonal if changes in one do not affect any of the others. In a well-designed system, the database code will be orthogonal to the user interface: you can change the interface without affecting the database, and swap databases without changing the interface.

Many developers and usability professionals still approach interface design by asking what the tasks are. Although this may get the job done, it won’t produce much more than an incremental improvement: It won’t provide a solution that differentiates your product in the market, and very often it won’t really satisfy the user.

How do companies, producing little more than bits of code displayed on a screen, seemingly control users’ minds?” Nir Eyal, a prominent Valley product consultant, asked in his 2014 book, Hooked: How to Build Habit-Forming Products. “Our actions have been engineered,” he explained. Services like Twitter and YouTube “habitually alter our everyday behavior, just as their designers intended.” One of Eyal’s favorite models is the slot machine. It is designed to answer your every action with visual, auditory, and tactile feedback. A ping when you insert a coin. A ka-chunk when you pull the lever. A flash of colored light when you release it. This is known as Pavlovian conditioning, named after the Russian physiologist Ivan Pavlov, who rang a bell each time he fed his dog, until, eventually, the bell alone sent his dog’s stomach churning and saliva glands pulsing, as if it could no longer differentiate the chiming of a bell from the physical sensation of eating. Slot machines work the same way, training your mind to conflate the thrill of winning with its mechanical clangs and buzzes. The act of pulling the lever, once meaningless, becomes pleasurable in itself. The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

I don’t know anyone who enjoys studying. It’s boring and painful. The reframe that I found useful in my school days involved treating tests as competitive events. I didn’t mind doing work to win a competitive event. But I hated studying on the promise it would be useful someday in the future. That wasn’t motivating.

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designed for people. User Interface gurus consult for large sums of money to build HTML code that is easy to use and displays correctly

Windows User Interface Design Specifications and Guidelines

Here are a few of of the most important red flags discussed in this book. The presence of any of these symptoms in a system suggests that there is a problem with the system’s design: Shallow Module: the interface for a class or method isn’t much simpler than its implementation (see pp. 25, 110). Information Leakage: a design decision is reflected in multiple modules (see p. 31). Temporal Decomposition: the code structure is based on the order in which operations are executed, not on information hiding (see p. 32). Overexposure: An API forces callers to be aware of rarely used features in order to use commonly used features (see p. 36). Pass-Through Method: a method does almost nothing except pass its arguments to another method with a similar signature (see p. 52). Repetition: a nontrivial piece of code is repeated over and over (see p. 68). Special-General Mixture: special-purpose code is not cleanly separated from general purpose code (see p. 71). Conjoined Methods: two methods have so many dependencies that its hard to understand the implementation of one without understanding the implementation of the other (see p. 75). Comment Repeats Code: all of the information in a comment is immediately obvious from the code next to the comment (see p. 104). Implementation Documentation Contaminates Interface: an interface comment describes implementation details not needed by users of the thing being documented (see p. 114). Vague Name: the name of a variable or method is so imprecise that it doesn’t convey much useful information (see p. 123). Hard to Pick Name: it is difficult to come up with a precise and intuitive name for an entity (see p. 125). Hard to Describe: in order to be complete, the documentation for a variable or method must be long. (see p. 133). Nonobvious Code: the behavior or meaning of a piece of code cannot be understood easily. (see p. 150).

The PARC user interface, with its overlapping windows, mouse clicks, and pop-up menus, had entered computing history.

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

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