vineri, 26 august 2016

Seth's Blog : Demand guardrails

Demand guardrails

It's tempting to believe that left to our own devices, we'll all maximize our health, make smart investment decisions and generally follow our instincts on the road to happiness.

But it turns out that cigarettes are addictive, that financial distress causes people to make short-term decisions that are damaging, and that we even have trouble doing smart and easy things with a 401(k). 

Culture is powerful. Marketing is makes it more powerful. Financial interests are powerful, too.

If peer pressure and short-term urgencies set us up to do things we regret, we come out ahead when we support cultural changes that remove that peer pressure and lessen those short-term urgencies.

We know that wearing a bicycle helmet can save us from years in the hospital, but some people feel awkward being the only one in a group to do so. A helmet law, then, takes away that problem and we come out ahead. Same for seat belts. One less decision to make.

One of the biggest contributors to decreased cigarette usage is a tax. A tax on sugary drinks has a huge impact on people's health. Is this the encroachment of the dreaded nanny state? It's better than being sick, or dead. It's hard to imagine being a parent and being opposed to these boundaries and disincentives.

Banks have a ton of policies designed to remove the temptation of their officers to engage in any sort of graft or corruption. The policies reduce the cognitive load, eliminate temptation and let people get back to work.

Guard rails always seem like an unwanted intrusion on personal freedom. Until we get used to them. Then we wonder how we lived without them.

Economics was built on a flawed assumption: That we are rational, profit-seeking, long-term players, with access to information and the time and inclination to process it. If all that were true, we'd be living in a very different world.

Instead, the humans among us can benefit from realizing that in fact, we're deeply incompetent at making certain kinds of decisions, that well-funded marketers are working overtime to confuse and deceive us, and that cultural guardrails not only help us avoid pitfalls, but give us the reinforcements we need to get back to productive work and healthy lives.

       

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joi, 25 august 2016

Seth's Blog : In pursuit of cheap

In pursuit of cheap

The race to the bottom is unforgiving and relentless.

I ordered some straw hats for a small party. The shipper sent them in a plastic bag, with no box, because it was cheaper. Of course, they were crushed and worthless.

I wrote a note to the company's customer service address, but they merely sent an autoreply, because it was cheaper.

And they don't answer the phone... you guessed it, because it's cheaper.

Of course, you have competition. But the big companies that are winning the price war aren't winning because they've eliminated customer service and common sense. They're winning because of significant advances in scale and process, advances that aren't available to you.

Organizations panic in the face of the floor falling out from under their price foundation, and they often respond by becoming a shell of their former selves. Once you decide to become a cheap commodity, all of the choices you made to be a non-commodity fall victim to your pursuit of cheap.

Cheap is the last refuge for the marketer who can't figure out how to be better.

The alternative is to choose to be worth it, remarkable, reliable, a good neighbor, a worthy citizen, leading edge, comfortable, trusted, funny, easy, cutting edge or just about anything except, "the cheapest at any cost."

       

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miercuri, 24 august 2016

Seth's Blog : Graceful degradation

Graceful degradation

Stuff's going to break.

Then what?

Air conditioners, for example, gradually lose their charge. When they do, icing can occur. When that happens, the drain pans overflow and water seeps away.

The smart builder, then, anticipates all this and has the pan connected to some sort of drain, as opposed to having it rot the beams or collapse a ceiling. 

Most failures aren't shocking surprises. The law of large numbers is too strong for that. Instead, they are predictable events that smart designers plan for, instead of wishing them away as rare unpredictable accidents.

Lastpass is a popular password manager. (You should have a password manager. And tenants' insurance. And you should backup your data, too. You'll thank me one day for the reminder.)

It's inevitable that people will forget their master password. It's inevitable that a network glitch or other unforeseen event will cause the software to forget. Sooner or later. Then what? 

Blaming a significant hassle and frustrating data loss on an unlikely accident is bad design. Instead, Lastpass built in a 'revert' feature will allows them to roll back a password without ever compromising security.

When the glitch happens, does your design fail?

The most hackneyed line in design is, "first, do no harm." A more useful adage is, "when weird stuff happens, make sure it doesn't cause harm you didn't expect or plan for."

For work where the outcome matters, consider the immortal words of the Smith System, "Always leave yourself an out."

       

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