2. This movement to hire designers was led by the automotive industry - Alfred Sloan's recognized GM that needed to be designed by designers.
In the late 1920s cars looked similiar w/ similiar features.
GM competed by improving styling, features and engines, by design.
3. This was also the rise of streamlining as as style (not just in cars, but in everything).
It was a way to make the emotional appeal through style of a product, something engineers and businessmen couldn't conceive of on their own.
(1934 Chrysler Airflow)
4. Designers didn't only contribute style but the spirit of constant improvement in functionality came with them.
The first automatic transmissions, power steering systems were part of a soon to be constant wave of design improvements, novel at first but soon near standards.
5. Of course some "style 4 style" choices went too far. Famously in the 1950s tail-fins arrived.
Designer Harley Earl pioneered them. They served no functional purpose (and were dangerous). They didn't last long.
"Tailfinning" is still design slang for 'superficial gloss'.
6. Absurd "aerodynamics" went into other products too.
Raymond Lowry's pencil sharpener, never produced, is a staple in design museums.
But since the sharpener doesn't move it's absurd to shape it this way. It's a kind of postmodernism - the form and function are juxtaposed!
7. Papanek famously, and comically, railed against this:
"In any reasonably conducted home, alarm clocks seldom travel through the air at speeds approaching five hundred miles per hour - streamlining clocks is out of place."
8. But who can say?
Design for function and design for aesthetic pleasure are both important, just for different reasons.
If the clock works well, and has a shape you enjoy regardless of how absurd, who's to argue? Style preference is part of human nature.
9. The way products are marketed today, from high style phone bezels to "Hyrda-mattic" like feature additions, has its roots back in the Great Depression and with Sloan at GM.
If you're a designer of most kinds, this is the history that explains your profession today.
10. If you liked this thread, most of if it comes from my new book, How Design Makes The World.
You can read the first chapters here - check it out. Thx.
Study decisions, not just ideas. It's decisions and the people who make them that define how ideas are evaluated.
If you only care about ideas you'll stay mystified and angry about why "the best" idea never gets chosen.
Study decisions. Learn how to influence them.
I've read many books on decision making but this one had the most powerful impact on me.
For the approach he takes alone, studying front line workers making life and death decisions, it's a worthy read.
Sources of Power, Gary Klein
Have you ever kept a decision journal? Here's how it works.
When you have a big decision:
1. Write down your thoughts about your options. 2. And your rationale for deciding. 3. Then decide. 4. Experience the outcome. 5. Review 1 & 2 - what can you learn now? write it down
1. We have 5 basic senses - then why don't designers and experiences use all of them?
It's always fun to step back and ask this question, which often leads down the path to SMELL-O-VISION.
2. It sounds like a joke but Smell-O-Vision was one of many attempted innovations to improve the movie theater experience.
Like many attempted innovations, many approaches were tried. Some tried to pump in scents into the theaters, but the timing was a problem.
3. Others tried a simpler approach, using "scratch and sniff" cards - Instructions would appear on the screen telling you when to use which one. Clever.
1. All of the ideas in How Design Makes The World are encapsulated in these four questions every product team should ask regularly. #design#ux#designmtw
2. Many projects have requirements, schedules and cool ideas, but forget to focus on improving something specific for real people. Or get lost along the way.
Good teams refresh the real goals often, like a lighthouse.
3. We're all prone to forgetting our biases and designing for ourselves.
If we don't go out of our way to study our customer's real needs, and how they differ from our own, we will fail them and possibly not even know until it's too late.