Design sense
You might hear people saying, "What a wonderful design!" But what are they actually referring to? Are they talking about appearance or functionality? Or is it that the product is well-designed?
The term 'design' is often thrown around casually. But it feels good that at least everyone is talking about it.
When people comment on design, they might be appreciating the visual appeal, but a truly exceptional design goes beyond looks. It seamlessly integrates form and function, solving problems and enhancing user experience. So, the next time you hear someone exclaim, "What a design!" take a moment to ponder whether they're admiring the surface or recognizing the deeper brilliance of well-thought-out design.
I want to emphasize one of the famous quotes from Steve Jobs that can give you some clarity about design.
Design is not just what it looks like and feels like. Design is how it works.
True design goes beyond the surface. Let's try to understand how actually it works.
Referring to one of the definitions: Design is the process of imagining and planning the creation of objects, systems, buildings, vehicles, etc.
In my view, design is a process that allows us to solve problems and build something better. Whether it's a product, a service, or a system, good design aims to create value and solve real problems. It's a discipline that combines creativity with practicality, and its impact can be seen in every aspect of our daily lives.
Moreover, design is interdisciplinary, drawing from fields such as psychology, engineering, and business. It requires a deep understanding of human behaviour, technological possibilities, and market dynamics. This complexity is what makes design so powerful and can transform ideas into tangible solutions that can improve lives and drive innovation.
A good design involves technology, business, and people. It allows you to see the intricate connections between these elements and how they influence one another. But does understanding the design process solve the problem? Not entirely.
We would also require the right mindset to solve the problem. I am referring to a quote from Brian Reed, which could guide us to do that:
Everything is designed. Few things are designed well.
It is easy to guess ideas. I wonder where the best solutions come from. They are located in the territory of "Few things are designed well." We need to change our mindset from "Everything is designed" to "Few things are designed well." This implies that we need to make concerted efforts to find better solutions, which often involve continuous learning and adaptation.
However, it requires validation before you can translate them into your final solution. This validation process often involves testing, feedback, and iteration. The best strategy is to try to fail fast enough to avoid last-minute tragedy. Failing fast means you can quickly identify what doesn't work and make the necessary adjustments.
Anyone who thinks they can solve a problem should understand the design process before diving into the solution. This understanding will certainly help to build better outcomes (products and services) that can change the behavior of the people.
Moreover, it encourages a more thoughtful and deliberate approach to problem-solving, ensuring that the solutions we create are not only functional but also meaningful and impactful. By embracing this mindset, we can strive to elevate our work from merely designed to well-designed.
The piece unpacks what people really mean when they praise "good design," arguing that true design is about how something works, not just how it looks.
Beyond the surface
Casual praise for design usually targets visual appeal, but exceptional design integrates form and function to solve real problems. As Steve Jobs put it: "Design is not just what it looks like and feels like. Design is how it works."
Design as a process
Design is a problem-solving discipline that blends creativity with practicality to create value. It's interdisciplinary — drawing on psychology, engineering, and business — and demands a deep understanding of human behaviour, technology, and markets.
The right mindset
Understanding the process isn't enough. Citing Brian Reed's "Everything is designed. Few things are designed well," the author argues we must shift our mindset toward the rare territory of things designed well — through continuous learning and adaptation.
Validate and fail fast
Good solutions require testing, feedback, and iteration. The best strategy is to fail fast — quickly surfacing what doesn't work — so the final outcome is not just functional but meaningful and impactful.
Different experience hypothesis
One incident during my college days significantly changed my perspective on people's relationships with products. It was my spontaneous response to a question during a conversation when I said, "I want to create a different experience."
While "different experience" could mean many things, but it captured my attention and gradually it began to take shape in my mind.
What is a different experience?
I had no idea. It was like a missing link in a puzzle that needed to be explored. A restlessness grew within me, and this constant unease brought a belief in my mind that these words contained the possibility of something.
I noticed, whenever I tried to grasp their meaning, my thoughts would venture beyond the conventional boundaries. And I am assuming this situation could be a spark to innovation. In other words, it might be an approach to create something different.
It's been several years since I left my college, and I'm still searching for its right definition. In situations like this, we must look back and establish connections between previous events in order to derive insights.
Perhaps I have uncovered some evidence that supports my perspective.
Evidence 1
Let me tell you a bittersweet story. Years ago, there was a social network called Orkut. It offered people an entirely new way to experience the internet — they could express their feelings, connect, and chat with friends online. It was a great experience for people using it. As people grew more attached to Orkut, Facebook emerged as a new social networking site. It quickly captured both attention and users, leading to Orkut's gradual decline. What caused this shift? Why did people migrate to Facebook?
I think several factors contributed to this change. One key reason could be — friends began moving to the new platform, and others followed suit. After all, no one wants to be left behind.
Another significant factor could be people's inherent desire for novel experiences. Though we may not be able to define exactly what makes an experience "different," and might not even recognize we need it, but I assume we consistently seek it out.
This pursuit of novelty is fundamental to human behaviour. When Orkut stopped delivering fresh experiences, users naturally drifted away.
Evidence 2
As time went by, Facebook's popularity continued to grow. One day, Google Plus entered the market—a new social networking site with impressive features and a beautiful interface. Surprisingly, this didn't trigger a mass exodus. Many people simply maintained accounts on both platforms. So why did Facebook survive, and why does it continue to thrive?
The answer may lie in Facebook's strategy of frequently introducing new interactions and experiences. By consistently offering something fresh and different, Facebook satisfies users' appetite for novel experiences. They've created a dependency on these continuous innovations, which may explain why users remain loyal to the platform.
Different experience hypothesis
While this example focuses on Facebook, you can find similar patterns appear elsewhere.
Our minds are hungry for new experiences—like an appetite that's always searching for something. But what is that something that satisfies our minds?
Imagine that in my country, only Mangoes are available, and they have always been my favourite fruit. I can't think of any other fruit. However, there is another fruit called an Orange that exists somewhere, although I have never seen or tasted it. It could potentially become my new favourite once I try it. Of course, I will need to make an effort to try that orange, or someone will have to bring it to me.
We can only assume but we may not know what we'll love until we experience it. However, once we do experience something new and allow ourselves to engage with it, our desire for it can become strong and clear.
I propose this as a hypothesis that the concept of Different Experience remains largely unknown and unexplored until it is discovered. Despite this obscurity, people seem to possess an innate desire to seek out new experiences and insights.
When individuals finally encounter this experience, they are eager to engage with it. It could be an ultimate output of the experience produced. However, whether individuals choose to continue their engagement is significantly influenced by the quality and impact of that experience.
The piece traces the author's long-running fascination with a phrase he once said in college — "I want to create a different experience" — and turns it into a hypothesis about human behaviour.
Core idea
People have an innate, often unspoken appetite for novel experiences. We can't always define what a "different experience" is, and may not even realise we want one, yet we consistently seek it out.
Evidence
Orkut → Facebook: users migrated partly because friends moved, but also because Orkut stopped delivering fresh experiences. Facebook vs Google Plus: Facebook survived by continuously introducing new interactions, satisfying — and creating dependency on — that appetite for novelty.
The mango & orange
An analogy: you can't know you'll love an orange while only mangoes exist around you. We don't know what we'll love until we experience it — but once we do, the desire becomes strong and clear.
Takeaway
"Different experience" stays unknown until discovered. People are eager to engage once they encounter it, but whether they keep engaging depends entirely on the quality and impact of that experience.
