"when people use something, they face two gulfs: the Gulf of Execution, where they try to figure out how it operates, and the Gulf of Evaluation, where they try to figure out what happened... the role of the designer is to help people bridge the two gulfs."
(the design of everyday things)
"Design is the intentional solution to a problem within a set of constraints. To know whether you are properly solving those problems you need to meet the people who are having them. If you are part of a team, your team should strive to reflect those people. The more a team includes the audience it is problem-solving for, the more thoroughly it can solve those problems. That team can come at a problem from different points-of-view, from different backgrounds, from different sets of needs and experiences. A team with a single point of view will never understand the constraints they need to design for as well as a team with multiple points of view."
"Hill climbing: this method is the secret to incremental innovation. this is the heard of the human-centered design process... but does hill climbing always work? although it guarantees that the design will reach the top of the hill, what if the design is not on the best possible hill? hill climbing cannot find highrer hills: it can only find the peak of the hill it started from. want to try a different hill? try radical innovation, although that is as likely to find a worse hill than a better one."
"before you are a designer, you are a human being. like every other human being on that planet, you are part of a social contract. by choosing to be a designer you are choosing to impact the people who come in contact with your work, you can either help them or hurt them with your actions. the effect of what you put into the fabric of society should always be a key consideration in your work."
Lack of evidence, authority, and follow-through are the three categorical shortcomings in journeys:
Journeys are frequently created solely by internal stakeholder inputs, rather than being informed by primary research with users or customers
Teams that create journeys may not have the ability to implement changes they identify because they cannot influence the processes or systems that need improvement
Journey mapping is seen as a once-and-done activity versus continuously researched and maintained to adapt to changes in customers, systems, processes, and markets.