In The Dawn of the Age of Artificial Intelligence Erik Brynjolfsson and Andrew McAfee talk about some of the good things that are coming out of the Artificial Intelligence community:

A user of the OrCam system, which was introduced in 2013, clips onto her glasses a combination of a tiny digital camera and speaker that works by conducting sound waves through the bones of the head. If she points her finger at a source of text such as a billboard, package of food, or newspaper article, the computer immediately analyzes the images the camera sends to it, then reads the text to her via the speaker.

There are a few more interesting, feel-good examples in the article.

Jeremy Keith writes about the challenges of turning large, established desktop-centric sites into responsive sites in Climbing Mount Responsive. This method remains my favorite:

Rebuild the mobile site, using it as a seed from which to grow a new responsive site. On the face of it, having a separate mobile subdomain might seem like a millstone around your neck if your trying to push for a responsive design. In practice though, it can be enormously useful. Mostly it’s a political issue: whereas ripping out the desktop site and starting from scratch is a huge task that would require everyone’s buy-in, nobody gives a shit about the mobile subdomain. Both the BBC news team and The Guardian are having great success with this approach, building mobile-first responsive sites bit-by-bit on the m. subdomain, with the plan to one day flip the switch and make the subdomain the main site.

I also really like Brad Frost’s illustrations of this approach in Planting the Seed for a Responsive Future.

Designing emails that look beautiful, render perfectly and drive strong response is increasingly difficult. That’s why Campaign Monitor compiled the top 100 emails of 2013 into a free eBook, alongside tips on design and content. The Top 100 Email Marketing Campaigns eBook features brands like Fitbit, SmugMug, Panic and includes:

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John Foreman digs into Disney’s MagicBands in his article You don’t want your privacy — Disney and the meat space data race:

Disney World is like a petri dish for advanced analytic techniques because the hotels and parks are all tied together in one large, heavily controlled environment. If you ever wanted to star in The Truman Show, a trip to Disney is the next best thing — it feels like a centrally planned North Korea only with more fun, less torture and the same amount of artifice.

From the mundane to the magical, the fact is there’s probably an engineer behind the scenes at Disney who has thought through it. Disney has industrial engineers that work on everything from optimal food-and-beverage pricing and laundry facility optimization, to attraction performance and wait-time minimization (the vaunted FASTPASS system).

The article is largely a negative look at (legitimate) privacy issues with programs like these, but in Disney’s case, I just think it sounds awesome.

Great article by Zach Holman on startup growth, hiring, and culture:

I think a number of startups end up reaching some type of blindness as they grow and reach success. They are the same companies whose founders are college dropouts, but now that they’re a hundred employees they decide to follow Google’s model and recruit exclusively from top five-ranked schools. They are the same companies that hire a monoculture, not realizing that their success stemmed in part from the oddball founding crew that came together in the initial years. They are the same companies that miss out on the clever-but-unknown hacker because they’ve been in the spotlight themselves for so long.

Flappy Bird — that insufferable iOS game — has been in the news quite a bit recently. One of the more incensed “reviews” comes from Paul Tassi’s Winged Fury:

Flappy Bird is not a game. It’s an addictive collection of pixels you don’t win, you simply play until you’re frustrated enough to delete it. And yet, it’s tapped into some primal sense of accomplishment for this, the attention-deficit world we live in. Have nothing to do for more than a few moments? Whip out your phone and flap your way through some pipes. You’ll be dead in seconds with each attempt, and therefore the game can kill any span of time from half a minute to hours. […]

The time spent there is lost forever. The skill required to achieve high scores is wasted potential with no benefit whatsoever to the player. To brag about a score here is to boast to a friend how many times you managed to punch a brick wall before stopping.

Ian Bogost’s The Squalid Grace of Flappy Bird starts like this:

Games are grotesque.

And it he only gets angrier from there:

Flappy Bird is a perversely, oppressively difficult game. […] Flappy Bird is not difficult to challenge you, nor even to teach the institution of videogames a thing or two. Rather, Flappy Bird is difficult because that’s how it is. It is a game that is indifferent, like an iron gate rusted shut, like the ice that shuts down a city. It’s not hard for the sake of your experience; it’s just hard because that’s the way it is. Where masocore games want nothing more than to please their players with pain and humiliation (thus their appropriation of the term “masochism”), Flappy Bird just exists. It wants nothing and expects even less.

Look, way too much time has been wasted discussing how much time people are wasting on Flappy Bird. Still, it’s just so exactly like the internet to latch onto a phenomenon like this and then blow it completely out of proportion — and in the case of Forbes and The Atlantic, turn it into some highbrow existential reflection. It’s why I hate the internet, and it’s why I love the internet, all wrapped up into one silly little game.

But perhaps the last word should go to Bogost:

For no matter how stupid it is to be a game, it is no less stupid to be a man who plays one.

I’ve been thinking about this whole “being online” thing quite a bit over the past week or so, so James Shelley’s The Overinflated Currency of Personal Brands struck quite a chord:

What happens when the fame contagion infects an entire society? [American historian Daniel Boorstin] speculated that “The quest for celebrity, the pressure for well-knownness, everywhere makes the worker overshadow the work.” Increasingly we will go about our lives and work not actually concerned with the living and working itself, but with being known for our lives and work. Our lives and work become nothing but source material for the promotion of our personalities. Ultimately, achievement and accomplishment come to mean nothing, if they are not mechanisms for propagating our individual cult stories.

I see this more and more online, and it’s a worrisome trend — this tendency to measure the value of our work by the number of people who see it and comment on it. Our search for meaningful work should always outweigh our search for recognition. This idea of individual stories and meaning remind me of Donald Miller’s words in one of my favorite books, A Million Miles in a Thousand Years:

If [it’s true about] a good story being a condensed version of life — that is, if story is just life without the meaningless scenes — I wondered if life could be lived more like a good story in the first place. I wondered if a person could plan a story for his life and live it intentionally.

Planning a good story for our lives has nothing to do with “well-knownness” and everything to do with the amount of meaning we pack into each day. I know I’m being a bit sentimental today, but it’s because our family is on the verge of a very big change, and much of it is driven by a renewed appreciation for living life with greater intention. Over the past few years I’ve seen my decisions increasingly being influenced by a desire for my daughters to one day say to their friends, “My Dad wasn’t afraid to take risks.” So that’s what we’re doing…

Anthony Colangelo explains how he uses a technique called Switch Programming to help solve coding problems:

We gave each other 30 seconds to explain our intended results, and nothing else. Then, we traded computers and got to work.

I was working on a fairly new project with a codebase that Mark really hadn’t been in, and Mark was working on an old project that I hadn’t touched for over a year and a half (long story). Point is, neither of us were intimately familiar with the project we were debugging. It didn’t matter—we knew what had to happen, and we dug in.

Within five minutes, our issues were solved. We explained to each other what we did to fix the problems, we learned a little something, and we got back to work.

This sounds like a great approach to solve design challenges as well. If you’re not sure how to get past a particular design problem, explain the intended result to someone, and give them 5 minutes to try to sketch a few solutions. It will probably not be perfect, but it’s a great way to get some fresh thinking to bump you back on track.