Deep Stupidity Syndrome

Deep Stupidity Syndrome (DSS – pronounced “diss”)


How could they be so stupid? (HCTBSS)

I realized the concept in the Autumn of 2012 when Microsoft was three months away from releasing Win 8 to the public. MS had called their new interface “Metro”. But, unbeknownst to MS, a German company held the rights to the name, and MS was left without a name for their newest GUI. How many lawyers work for MS? HCTBSS?

Today Volkswagen is in DSS.  HCTBSS?

The problem is far worse than these most egregious examples as DSS now permeates every aspect of human existence. The corp world, the political world, the military world, the religious world, et al.



Former Apple designers say the company has lost ‘the fundamental principles of good design’

How Apple Is Giving Design A Bad Name

This is not a rant re Apple vs MS.


Designing with Contrast
Mark Mitchell

13 December 2015

When an appetite for aesthetics over usability becomes the bellwether of user interface design, it’s time to reconsider who we’re designing for.

Over the last few years, we have questioned the signifiers that gave obvious meaning to the function of interface elements. Strong textures, deep shadows, gradients — imitations of physical objects — were discarded. And many, rightfully so. Our audiences are now more comfortable with an experience that feels native to the technology, so we should respond in kind.

Yet not all of the changes have benefitted users. Our efforts to simplify brought with them a trend of ultra-minimalism where aesthetics have taken priority over legibility, accessibility and discoverability. The trend shows no sign of losing popularity — and it is harming our experience of digital content.





Normalization of Deviance

“Social normalization of deviance means that people within the organization become so much accustomed to a deviant behavior that they don’t consider it as deviant, despite the fact that they far exceed their own rules for the elementary safety. People grow more accustomed to the deviant behavior the more it occurs. To people outside of the organization, the activities seem deviant; however, people within the organization do not recognize the deviance because it is seen as a normal occurrence. In hindsight, people within the organization realize that their seemingly normal behavior was deviant.




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