I’ve had Esther Dyson’s article Technology’s Mental Frontier on my mind for a few days now. She raises some great points about education and technological advancement:

Indeed, perhaps the biggest culture/value challenge of all is short-term thinking. Around the entire planet, we are approaching some kind of singularity, with the market pandering to our fundamental short-term natures by offering us instant gratification and long-term destruction.

Education does the opposite. It enables us to improve our lot by building things — using first fire and wood, and now computers and machines — to overcome our physical limitations and to create technology to extend and enhance our lives. Will technology and learning prevail, or will our susceptible, long-evolved weaknesses overcome us?

I think she raises a question that is more important than we might think. One of the things I worry about is that the instant gratification Esther talks about is making us less likely to be curious about increasingly difficult problems. I’m not arguing that Google is making us stupid. Instead I’m arguing that the ability to get answers to almost any question we can dream up has consequences. By filling our brains with easy answers we become less likely to go after those wicked problems — problems that are “difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize”.

To combat this issue we need to cultivate curiosity in our schools and workplaces. Cap Watkins recently mentioned how curiosity is one of his hiring requirements:

If you’re intensely curious, I tend to worry less about other skills. Over and over I watch great designers acquire new skills and push the boundaries of what can be done through sheer curiosity and force of will. Curiosity forces us to stay up all night teaching ourselves a new Photoshop technique. It wakes us up in the middle of the night because it can’t let go of the interaction problem we haven’t nailed yet. I honestly think it’s the single most important trait a designer (or, hell, anyone working in tech) can possess.

Sara Wachter-Boettcher also talks about this in her article On Content and Curiosity:

Curiosity keeps us hungry. It leads us to tackle new challenges when the easy questions have all been answered. It makes us wonder how things could be better — even when they are, if we’d just pause to admit it, pretty damn good already.

If answers come to us too quickly too often, we lose that essential sense of curiosity that drives us to solve difficult problems. If you don’t believe me, just spend some time with a 3-year old. Sometimes when I build puzzles with my daughter I get carried away and help a little bit too much. My daughter always responds by slowing down her own efforts, eventually declaring that she can’t do it. But when I hold back, and give her just enough guidance instead of solving the problem myself, her curiosity — the need to see that final picture — takes over until she forces herself to figure it out.

We need to cultivate this on two levels. First, we need to guard ourselves against a loss of curiosity. Skip Google and think instead. Don’t use an app to help you with Words with Friends (it’s ok, we’ve all done it). Solve the problem the long, hard, stupid way every once in a while.

Second, we need to do everything we can to grow curiosity in those we have influence over — employees, co-workers, kids, etc. And how do we do that? I think Antoine de Saint-Exupéry said it best in his French poem Dessine-moi un bateau1:

If you want to build a ship, don’t drum up people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.

I’ll let your curiosity drive you to figure out what the “endless immensity of the sea” looks like for your situation.

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1. Link via Kevin Kelly ↩

I wasn’t going to say anything else about the Apple v Samsung patent case, but Dmitri Fadeyev’s article The Cult of Progress is just too good to ignore. Dmitri discusses the case through the broad lens of progress in consumer technology, and what that means. Along the way he talks about the dangers of copying a design without knowing why those design decisions were made:

Copying the surface level implementation without the regard for the constraints of your own project is bad because good design in the context of consumer tech products is an optimal reflection of the underlying constraints. Taking the results and applying them to your own product doesn’t work so well because your own case is slightly different. It’s like trying to fit tailored clothes on someone else — there is a chance they will fit OK, but more likely they won’t, or at least won’t be very comfortable to wear.

He goes on to explain how this is the problem with what Samsung did with the Galaxy S phone:

They didn’t succeed in extracting the essence and making it better so what they ended up with is another me-too product. Probably good for sales, but not a product the public would see as being innovative.

But what makes this piece really interesting is that it’s not just another defense of Apple. Dmitri takes a very balanced view and makes the point that it’s hard to pick a “winner” in this case, because we don’t have a good definition of what we mean by progress.

Even if you’re as tired of this topic as I am, you should read Dmitri’s essay. It’s a great addition to the discussion.

Today’s verdict should not be viewed as a win for Apple, but as a loss for the American consumer. It will lead to fewer choices, less innovation, and potentially higher prices. It is unfortunate that patent law can be manipulated to give one company a monopoly over rectangles with rounded corners, or technology that is being improved every day by Samsung and other companies.

— Samsung’s statement in response to their patent case loss

Conflation is the practice of “treating two distinct concepts as if they were one, which produces errors or misunderstandings, as a fusion of distinct subjects tends to obscure analysis of relationships which are emphasized by contrasts.” This is one of the things that’s happening with the Apple v Samsung patent case. Saying that Apple won the case against Samsung because OMG PATENTS ARE BROKEN is conflating two separate arguments.

No one in their right mind is arguing that the current patent system promotes innovation (as it was originally intended). If, for some reason, you are still trying to make this argument, just have a listen to the This American Life episode When Patents Attack! It’s sure to change your mind.

So, we agree that the patent system is broken. But this begs the question: How should Apple (and any other company) go about protecting their intellectual property? Is there another way except through the (yes, broken!) patent system?

Let’s say you have to be somewhere, and the only way to get there is on a crappy gravel road full of potholes. What do you do? Do you say “ah, screw it” and turn around, or do you rent a Land Rover and grit your teeth through the wobbles? “This road is horrible” and “I got to my destination” are not mutually exclusive truths in that scenario. Likewise, it’s completely legitimate to say “The patent system is broken”, and in the same breath, “We were able to stop Samsung from copying us”.

Please, let’s stop conflating these arguments. We have to work to reform the patent system, while we simultaneously work to stop blatant copying. Like F. Scott Fitzgerald said: “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.”

I’m trying very hard to understand Samsung’s argument that losing the patent case with Apple is “a loss for the American consumer” and “will lead to fewer choices, less innovation, and potentially higher prices”. It just doesn’t make sense. Jim Dalrymple states the obvious fallacy of this line of thinking in The innovation argument:

If Samsung is forced to stop copying Apple, there is only one option left — innovate. Instead of sitting back and making their phones and tablets look exactly like the iPhone and iPad, Samsung will now have to do some work. The hardware and software will have to be different, unique and innovative.

Marco Arment phrased it slightly differently:

What’s really going to disrupt the iPhone is going to be something completely different, not something that tries so hard to clone the iPhone that it hits Apple’s patents.

Unoriginal manufacturers will need to pay for their unoriginality. The most reasonable course of action, therefore, is to truly innovate and design products that aren’t such close copies.

Apple’s patent victory is a good thing for consumers. We don’t need companies that try to be Apple. But we do need more companies that solve difficult problems in elegant ways.

Farhad Manjoo discusses what he believes is “a terrible problem for the Web marketing business” in The uncanny valley of Internet advertising:

Today’s Web ads don’t know enough about you to avoid pitching you stuff that you’d never, ever buy. They do know just enough about you, though, to clue you in on the fact that they’re watching everything you do.

Farhas also shares some very interesting examples of the issue. Great article.

(link via @karenmcgrane)

I recently tweeted that I’m fairly convinced that the most valuable (and most difficult) metric to grow in online publishing is RSS subscribers. I’d like to explore that idea a bit further.

The RSS publishing experience

Over the past few days I’ve done quite a bit of investigation to see if my hunch about the value of RSS subscribers is correct — at least on my own site. Apart from just typing in the URL, there are currently three ways to subscribe to updates on my blog: Twitter, a weekly email, and RSS. I’d like to share some metrics on each of those methods.

Since Twitter doesn’t have analytics on t.co links yet, I had to look at the bitly links on my main Twitter account as a proxy. On average, the clickthrough rate on links I post on bitly is between 2% and 3%. That’s really low. It’s also worth noting that bitly did some analysis that showed that the mean half life of a link on Twitter is 2.8 hours. That is an extremely short time before whatever you tweet pretty much disappears forever.

The weekly email performs a bit better. The open rate on that email hovers just under 20%, on average. That’s pretty decent, I think — certainly much better than posting links on Twitter.

On the RSS feed, the average reach (the total number of people who have viewed or clicked on the content in the feed) is 28%. This is by far the most engaged group of the three methods I provide to get updates on the site’s content.

From a publishing perspective, RSS subscribers are like magazine subscribers. When they invite you into their reader it means that they place some value on the content you create. They are also the people who share your content, and care enough to give constructive feedback when you suck. So if you have to look at metrics for your site or online publication, that’s where I think you should look for a reflection of its quality.

The RSS reading experience

I also want to make a few points about the RSS reading experience, and why I think it’s superior to other methods. There’s no way to keep up with all the links that come across my Twitter feed every day. But whenever I read something I like, I always go to the site’s home page to read some other posts. If I like the general theme I subscribe to the RSS feed and relax, because I don’t have to worry about accidentally missing a new post. RSS is a very “Slow Web” way of keeping up with content you don’t want to miss.

The other reason I’m such a fan of RSS is that it is a completely open platform (not Android “open” — real open). There are a multitude of ways to publish and consume feeds, and there is no lock-in whatsoever. This is why RSS has remained so strong. Dave Winer sums it up best, of course, in Protocols don’t mean much:

RSS won not because of its great design, but because there was a significant amount of valuable content flowing through it. Formats and protocols by themselves are meaningless. That’s what I say about specs. Show me content I can get at through the protocol, and I’ll say something.

Towards on open social network

I do see one big problem with RSS: there is no way to build a community around the people who subscribe to your feed. Feedburner tells me how many people are subscribed, and there is some basic aggregated demographic information, but that’s it. I’d love for RSS to give users the option to reveal their names and/or email addresses when they subscribe to a feed. This might sound creepy, but if it’s an optional setting (with an ethical default as private), I think this could be really powerful.

There are many sites that I subscribe to that I won’t mind if they know who I am. Publishers could use this information to kick off forums or email discussions around certain topics, organise local meetups, or any number of community interaction initiatives. For all this talk about “open” social networks, the idea of loose connections around an open protocol seems pretty appealing to me.

Or am I crazy?

Anil Dash discusses App.net in You Can’t Start the Revolution from the Country Club:

In today’s world, where the social web is mainstream, innovating on the core values of tools and technology while ignoring the value of inclusiveness is tantamount to building a gated community. Even with the promise that the less privileged might get a chance to show up later, you’re making a fundamentally unfair system.

I am genuinely confused. If you take this argument to its logical conclusion, is he saying that everything we make should be free so that it doesn’t exclude anyone? Isn’t that how we arrived at the current situation where advertisers call the shots on major social networks?

I didn’t back App.net because I hate Twitter and want to move somewhere else. I love Twitter, and I have no problem with anyone who uses it because I get to choose whose tweets I see. I backed App.net because I want to see what innovation comes out of it. To illustrate my point, in 1970 a NASA director attempted to make the case for space travel to a Nun who asked how he could suggest spending billions of dollars on space projects at a time when so many children are starving on Earth. From Why Explore Space?:

I believe, like many of my friends, that travelling to the Moon and eventually to Mars and to other planets is a venture which we should undertake now, and I even believe that this project, in the long run, will contribute more to the solution of these grave problems we are facing here on Earth than many other potential projects of help which are debated and discussed year after year, and which are so extremely slow in yielding tangible results.

I understand that comparing an app to space travel is silly, but if you read the whole letter you’ll understand the sentiment that prompted me to back App.net. I believe that a community of passionate developers can use the platform to develop ideas that not only solve existing problems with web publishing, but also meet some as-of-yet unknown web user needs.

For me, it’s not about excluding people, or sticking it to The Man. It’s about funding a playground for innovation1.

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1. Wow, did I really just use that tired phrase? Sorry. I actually do mean it, though. ↩

Jim Dalrymple in Apple’s motivation for suing Samsung:

I’m not going to say that Apple doesn’t care at all about keeping its secrets, but this is a case of dealing with the lesser of two evils. Sue Samsung now and show some old prototype photos, but stop them from copying future products; or let them continue copying. […]

Although none us know for sure what [Apple’s future] products are, if they are truly disruptive, like the iPhone and iPad, it’s in Apple’s best interests to stop Samsung now. This will effectively cut off the worst offender of companies copying its products in their tracks.

Jim clearly has a bee in his bonnet about the Apple v Samsung case, and it makes for some excellent writing and analysis. In fact, I think The Loop is by far the best site to stay up to date on what’s happening in this case.

Michael Mulvey points out an interesting distinction between Microsoft and Apple in Very Soft, his response to the news of Microsoft’s first ever quarterly loss:

The thing is, Microsoft has never been a consumer-focused company to begin with. Windows was designed for businesses, not people. Microsoft got in good early in the enterprise market in the 80’s and 90’s and that trickled down to peoples’ home computers. “I have Windows at the office, I might as well get it for home.” That left Apple out in the cold until Steve Jobs came back in 1998.

Contrast that with:

Windows PC spread from the office to the home. In the past 10 years we’ve seen the opposite: Apple products are going from the home to the office.

This is true. As BYOD (Bring Your Own Device) policies become more prevalent, corporate IT departments are finding that many of those devices are iPhones and iPads, and they just have to find a way to deal with that. It goes even further, because these devices are “gateway drugs” that end in employees dumping Windows PCs in favor of Macs (see How the Editor of Windows Magazine Became an Apple Fanboy for a good example). And before you know it you have a groundswell revolt against Microsoft Office for Mac, and a loud push to switch everything to iWork and Google Docs.

It’s a difficult situation for Microsoft, because the shift is mostly driven by masses of individual contributors — not executives. And it’s a situation that Windows 8 is not guaranteed to fix.

When the news hit that Sparrow has been acquired by Google, you could almost hear the collective sigh from those who use and love this wonderful iOS and Mac OS X email client. Many people (myself included) took to Twitter to voice our disappointment with this move, especially about the fact there there will be no additional development on the app:

We will continue to make available our existing products, and we will provide support and critical updates to our users. However, as w’ll be busy with new projects at Google, we do not plan to release new features for the Sparrow apps.

The response from many others was that we should just get over ourselves:

Sparrow doesn’t owe you anything. You paid, you got software. They can sell and/or kill it if they want. No right to complain. Sad, true.

— Matt Gemmell (@mattgemmell) July 20, 2012

Matt is right, of course — Sparrow doesn’t owe us anything. The Sparrow team did everything right: they had a great idea, they worked hard on it, and they executed well. That’s why Sparrow is a great app that serves a real need, and why it’s so successful. This is how software development should work: make a great product, and sell it to people for money. The Sparrow team deserves enormous credit for doing that.

But the issue is not that we think Sparrow “sold out.” I don’t think any of us would have turned down Google’s offer if we were in their shoes. The Sparrow team deserve their success, and it’s their software — they can do with it whatever they want. It’s also a great strategic move by Google. If the Sparrow team end up making Gmail better, Google wins. If they don’t — well, at least they’ve eliminated a competitor, and they still win.

We need to reframe this argument. The real issue is much deeper than this specific acquisition. The real issue is the sudden vulnerability we feel now that one of our theories about independent app development has failed.

You see, for a long time we’ve chanted this refrain wherever we could: If you’re not paying for it, you’re not the customer; you’re the product being sold. We point to Facebook and Delicious and ad-supported sites and lament the fact that we’re all just a set of eyeballs being sold to advertisers. So we came up with a solution. We decided that we don’t want to be free users any more. We decided that we want to pay independent developers directly so that they can have sustainable businesses and happy lives.

The philosophy is perfectly summed up in Don’t Be A Free User, a great post on the Pinboard blog:

What if a little site you love doesn’t have a business model? Yell at the developers! Explain that you are tired of good projects folding and are willing to pay cash American dollar to prevent that from happening. It doesn’t take prohibitive per-user revenue to put a project in the black. It just requires a number greater than zero. [”¦]

So stop getting caught off guard when your favorite project sells out! “They were getting so popular, why did they have to shut it down?” Because it’s hard to resist a big payday when you are rapidly heading into debt. And because it’s culturally acceptable to leave your user base high and dry if you get a good offer, citing self-inflicted financial hardship.

This is why I am a paid subscriber to services like Pinboard and Instapaper. It’s also why I paid for the both the Mac OS X and iOS versions of Sparrow. I believe in this philosophy. I believe we should pay people for the things they make, so that they can make it even more awesome.

But with Sparrow’s acquisition the cracks in the philosophy starts to appear. Marco Arment (creator of Instapaper) posted his response to the deal in Talent acquisitions:

If you want to keep the software and services around that you enjoy, do what you can to make their businesses successful enough that it’s more attractive to keep running them than to be hired by a big tech company.

But… that’s what I did. I paid full price for every version of the Sparrow app I could find. I told everyone who would listen to buy it. I couldn’t have given them more money even if I wanted to. So, as a customer, what more could I have done to keep them running independently?

This is the core of the disappointment that many of us feel with the Sparrow acquisition. It’s not about the $15 or less we spent on the apps. It’s not about the team’s well-deserved payout. It’s about the loss of faith in a philosophy that we thought was a sustainable way to ensure a healthy future for independent software development, where most innovation happens.