I really enjoyed Michele Catalano’s Grimes, Pop Music, and Cultural Elitism, which starts with this quote from Clare Boucher (better known as Grimes):

I don’t see why we have to hate something just because it’s successful, or assume that because it is successful it has no substance.

It’s an article about our tendency to look down on pop music (and the people who like pop music), but it points to a much broader cultural phenomenon:

The elitism one shows when they dismiss pop music as vapid and those who like it equally vapid is a detriment to any open conversation. The defenders of pop – myself included – are often put on the defensive, made to offer up excuses as to why we like what we do. No one should have to defend their musical choices. No artist who worked hard to get where they are should be roundly dismissed because their music doesn’t fit some elitist standard.

This kind of elitism is something we all have to watch out for. I will probably never switch away from my iPhone, but that doesn’t mean that Android users are undiscerning losers. The best phone is the phone you like the best. That’s all there is to it. As hard as it can be sometimes, we have to decouple the things people like and don’t like from their value as human beings.

In Yours vs. Mine Dustin Curtis explains his preference to use “Your stuff” as opposed to “My stuff” in interfaces. It might sound trivial, but whether we use “My” or “Your” reveals something about how we view technology:

After thinking about this stuff for a very long time, I’ve settled pretty firmly in the camp of thinking that interfaces should mimic social creatures, that they should have personalities, and that I should be communicating with the interface rather than the interface being an extension of myself. Tools have almost always been physical objects that are manipulated tactually. Interfaces are much more abstract, and much more intelligent; they far more closely resemble social interactions than physical tools.

The answer for me, then, is that you’re having a conversation with the interface. It’s “Your stuff.”

This echoes Yahoo!’s recommendations:

Labeling stuff with “Your” instead reinforces the conversational dialogue. It is how another human being might address you when talking about your stuff. Even with MySpace¹, people say things like “I saw what you put on your MySpace.”

So MTN at least got one out of four right on this page:

I’ve been seeing more and more scams like this one in my Facebook News Feed:

You only have to think about it for 4 seconds to realize that making a comment on a photo on the web will result in you watching and seeing absolutely diddly-squat (“P.S.: This is not Insane after all!”). And yet, in this particular case, 259,304 people thought about it for 3 seconds or less, commented, waited and saw nothing, and then moved on to the next thing.

The question is, why do Page admins do this? What’s the use of tricking people into commenting on photos, especially when they’ll realize right away that they’ve been made to look like a fool? Well, because there’s money in it, of course.

This is a pretty transparent scam to beat Facebook’s EdgeRank system — the algorithm that Facebook uses to determine what articles should be displayed in a user’s News Feed. When someone comments on a picture it makes it more likely that the picture will show up in their friends’ News Feeds, so it’s an easy way for a Page to gain more exposure very quickly.

Once these Pages have built up hundreds of thousands of “Likes” using the scam, they usually do one of two things. They either start punting things they want to sell, or they sell the Page itself to a business that changes some of the details and uses it as their instantly enormously popular brand Page.

This is obviously pretty dirty, and also nothing new — we’ve had black hat SEO and dark patterns since the dawn of the web. But what I can never understand about the people who use these tactics is why they don’t long for the satisfaction and personal growth that comes from doing real work and reaping the rewards of that. Why create a community of people who couldn’t figure out that you’re scamming them, as opposed to a real community that values your company and what you do? I’ve written about this before in my defense of doing things the hard way:

When we do things the hard way, we invest in ourselves in the best possible way. We kick off an endless cycle of learning and mastery that helps us grow and lead fulfilling lives of purpose. When we take shortcuts, we become mere pretenders. We learn how to play the part, but there is no substance or continued growth. The instant gratification makes us build the house of cards ever higher, which brings anxiety about the whole thing coming tumbling down. Why would we shortchange ourselves like that?

So what can we do about these scams? Well, for one, obviously don’t comment on it. But I also recommend clicking on the little arrow on the right and hiding the post. That will tell EdgeRank that the person who commented on the photo is not worth paying attention to, so in time you’ll see less and less of those kinds of posts. Who says we can’t all be EdgeRank Optimization specialists?

Francisco Inchauste did a great interview with MIT Technology Review about the user experience challenges of gestural interfaces. From Does Gestural Computing Break Fitts’ Law?:

I think there are a lot of usability/UX rules and laws that will come into question as we move forward into more of these experimental kinds of interfaces. I know many of them already have been retested/validated by other researchers.

A lot of newer interaction paradigms aren’t naturally intuitive as we like to think. Tapping and swiping at “pictures under glass” (or in this case, content) is always going to be a learned thing, like when we were introduced to the desktop metaphor or icons.

I think we’re in a period of generational transition when it comes to fully gestural interfaces¹. Despite living on the Internet, I still struggle to remember some of the newer gestures that are popping up in iOS apps. On the other hand, my 3½-year old daughter has zero problems figuring out (and remembering) gestures, because this is the world she’s growing up in. There is no major shift in mental model needed — to her, this is just how technology works. It reminds me of something Chuck Skoda said a while ago in The touchscreens are coming:

While I fully expect the future to have keyboards and mice (or some precision pointing device), touch is already precluding the ubiquity of both in the minds of children. When the upcoming generation is running the show, we will find another absurd idea, that a computer built for human interaction will have a screen that doesn’t respond to touch.

And when that generational transition is complete, what we once thought of as “newer interaction paradigms” will simply be “the way things are”.²

Rus Yusupov talks about the design process at Vine in Design at Vine: Everyone needs an editor. I love these kinds of posts because I always learn something — either confirmation that we’re not the only ones doing things a certain way, or that we’re doing something wrong and need to change.

One of Vine’s key design principles got me thinking about the “invisible design” debate again:

Strive for simplicity. An interface should get out of the way. People should be able to focus on being creative, not on how to use the app. In many ways, interface design is like film editing: if you notice it, it wasn’t done well.

This idea has been a common refrain over the years, especially since Dieter Rams formalized his 10 principles of good design and said that “Good design is as little design as possible.” Except that somewhere along the line, we started to believe that “as little design as possible” means “getting out of the way”. It doesn’t.

Rams didn’t say that good design disappears completely. “As little design as possible” is not about making things invisible, it’s about “not burdening products with non-essentials”. It’s about making the right choices about what should be there, and what shouldn’t. There is nothing wrong with making the things that are in the product visible, sometimes very much so. Let’s not forget that one of Rams’s other principles is that “Good design is aesthetic”:

The aesthetic quality of a product is integral to its usefulness because products we use every day affect our person and our well-being.

I would add that making the right interface elements appropriately visible is essential for a visual hierarchy that effectively guides users through an interface.

Nevertheless, at some point the design community collectively arrived at this conclusion that good design is invisible — or even better, not even there. And I think that’s a dangerous line of thought. In the case of Vine, they used this principle well to ensure simplicity in the app. But there is still a very strong visual identity in the app.

We need to remember not to conflate what should be two different arguments. “How it works” should be invisible, but “How it looks” certainly doesn’t have to be. I think Dieter Rams would agree with that.

I’ve written about this topic before in So, is good design invisible, or not?

Joaquin (no last name?) talks about ad banner blindness in The non-click generation:

See, the point is, I know this ad is always in that space, I know what it does, I know its intentions, and I know the methods. It’s invisible to me because I know so much about it.

That’s nothing new, of course, but the article did remind me of Mike Lacher’s extremely funny I Am the One Who Clicks Banner Ads:

While you check the weather, I find out why California dermatologists hate the one weird skin care secret discovered by a stay-at-home mom. While you read the New York Times, I rollover for more information about how to get my diabetes under control. While you search IMDB, I click for showtimes, tickets, and behind-the-scenes videos for Think Like a Man. Page after page, banner after banner, I click and I click.

Oh, and while you’re on McSweeney’s, you might as well check out I’m a Social Media Community Manager!:

What is a Social Media Community Manager? Oh sorry, I didn’t hear you over the sound of how hip my job is.

The Internet would be so much less weird and fun without McSweeney’s.

Richie Siegel in Facebook Isn’t Worth It:

With Facebook acting as the gauge of social worthiness in the twenty-first century, it’s time we realize that a lot of what we hoped Facebook could accomplish was unrealistic and impossible. Facebook is not going to keep your friendships going, no matter how much effort you put into it. Only humans, talking and being with other humans, can develop meaningful, lasting bonds. You can have all the friends in the world on the internet, but once you step away from your computer, only reality remains. 

That’s his conclusion following a long argument that’s well worth reading.

(link via Ben Brooks)

Arriving at a company as a new (or sometimes, the first) Product Manager can be daunting. Product Management is usually introduced in an organization once there is a such a high level of internal enthusiasm and chaos that the leaders aren’t sure how to handle it any more. And then everyone looks to the Product Manager — you — to “manage stuff”.

It’s easy to get overwhelmed by how much there is to do when you step into a stressful role like Product Management. So here are some recommendations on how to spend your first 3 months at a new company.

First 30 days: Understand the product, the market, and the company culture

The goal of the Product Manager is “to deliver measurable business results through product solutions that meet both market needs and company goals”. With that in mind, spend the first 30 days learning and understanding:

• The product. What does the company sell? What does the product do? How does it work? What is the value proposition? What problems does it solve for customers? What features does it have? What kind of bugs does it have? What are the main usability issues?
• The market. Who currently uses the product? What are they like? What are their characteristics? What do they like and not like about the product? Who is the target market? Are there personas for each different type of person in the target market? What are macro and micro market needs addressed by the product? Who are the competitors?
• The current product/market fit. Are you in a good market with a product that can satisfy the market? What are the gaps that you need to close between what the product does, and what the market needs, to ensure a better fit?
• The company culture. Talk to as many people as possible in the organization — from marketing to finance to design to engineering — to understand how things work. What do people like about the product development process? What do they hate? Do designers feel like they have enough time to do their work? Do developers have what they need to program effectively?
• Ensure the PM role is properly understood. For a Product Manager to be effective, the organization needs to understand that PMs should have autonomy over the products they manage. Executive buy-in is a prerequisite for success, so make sure that it’s well understood that even though everyone gets a voice, not everyone gets to decide. As Seth Godin once said, “Nothing is what happens when everyone has to agree.”

Next 30 days: Develop a strategic product plan

Based on what you learn in the first 30 days, start the product planning phase:

• Run a Product Discovery workshop to start identifying user needs, business needs, and technical needs, and to create a problem frame diagram.
• Develop personas and user journeys, and start brainstorming ideas for product development with the team.
• Work with the team to prioritise ideas and start building a roadmap for development. Consider methods like the KJ-technique or the Kano model as a way to formalize prioritization efforts.
• Identify success measures — define how you’ll know if what you’re doing is having the desired impact. The 3 A’s (Acquisition, Activation, Activity) are always a good start.
• Put the appropriate processes in place to ensure effective product development lifecycles. This means knowing what kind of requirements and specifications developers need to start working, how research and design fits into the process, where marketing becomes involved, how QA should work, etc. You can only do this once you understand the current culture, and what the strategic plan will be going forward.

All of the above goes into a document called the strategic product plan. Among other things, this plan includes statements about the product’s value proposition, who the market is (customer profiles), how you plan to achieve product/market fit (the business opportunity, pricing, distribution), what the priorities are, a first stab at the roadmap, and proposed success measures.

Next 30 days: Start executing on the strategic product plan

Now that the plan and the initial roadmap are in place, start the product execution phase:

• Start with a reasonably small requirement with clear and easily measurable success metrics. Work with the team to get it done right.
• Measure, and show the success of the process. Use this to build trust and continue to ship improvements (and even better products).
• Assess the situation, and use customer and business feedback to adjust priorities (and the roadmap) as needed. Flexibility is key.
• Keep going. Repeat any of the initial steps as needed.
• Have fun while you’re doing all of this.

The life of a Product Manager has an exhausting, exhilarating rhythm that is beyond the scope of this article. But spending your first 3 months systematically moving from product planning to product execution will not only give you a solid foundation from which to improve the product, but also ensure that you hit the ground running by shipping the right improvements as early as possible.

I posted an earlier version of this article as an answer on Quora.