注:这是一个非常好的题材,但我没办法一次性写好,先开个头,我会慢慢完善这篇文章。Btw,之前写的两篇,后来也都修改了十多回,有兴趣的可以回访一下。

今天想聊一下三个日本人:
Hiroshi Ishii
Joi Ito
John Maeda

他们有个共同的特点,都是曾经或者现在在Media lab工作。

Hiroshi_Ishii_cropped_2_Hiroshi_Ishii_20130406_1

Hiroshi Ishii

Hiroshi Ishii之前有提到,是被Nicholas Negroponte挖来的,现在是Media lab的副总管,之前有说,他培养了无数杰出的交互设计师。

Hiroshi Ishii, The last farewell
石井 裕,最后的告别

他在结尾的地方说:

If you are creators or visionaries,
how do you want to be remembered by people?
Your idea, not name.
What do you leave for them?
That’s a question I’ve been asking to myself,
my students and my collegues.
Memento Mori.
After the lights,
infinite eternal future is waiting for us.

1024px-Joichi_Ito_Headshot_2007

Joi Ito

Joi Ito也是被Nicholas挖来,现在在Media lab做总管(director),Joi也是Creative Common(创作共用)的联合创始人,比如2001年就开始做的MIT开放课程就属于CC。

下面这个是Joi在TED的演讲,从为2011年的日本大地震做放射检测仪讲起,提到互联网,开源,众包,3D打印,个人FAB(还记得前一节的Neil吗),生物工程等等这些新技术,新理念为这个社会带来的新的革命,是一场从下至上,公民发起,混乱无秩序的革命。我们正处在革命的边缘,一些传统的教育理念或许不再适用。(我的理解是,你不需要是个PhD才可以做high-tech start-up,一个最近的例子就是Oculus VR,一个高中没读完的学生办的公司,制造虚拟现实头盔,最近刚刚被facebook花了20亿美金买了,嗯,我还去投了简历,然后被无视了,说多都是泪。哦,我突然想起来,《硅谷海盗》里地一个场景,一个IBM出身的工程师去苹果应聘,被乔布斯光着脚丫放办公桌上说)。

virgin

Joi Ito – Want to innovate? Become a “Now-ist”
伊藤 穰一,想创新?做个现实主义者吧

我很喜欢结尾的三段话:

Compass over maps. So this one, the idea is that the cost of writing a plan or mapping something is getting so expensive and it’s not very accurate or useful. So in the Safecast story, we knew we needed to collect data, we knew we wanted to publish the data, and instead of trying to come up with the exact plan, we first said, oh, let’s get Geiger counters. Oh, they’ve run out. Let’s build them. There aren’t enough sensors. Okay, then we can make a mobile Geiger counter. We can drive around. We can get volunteers. We don’t have enough money. Let’s Kickstarter it. We could not have planned this whole thing, but by having a very strong compass, we eventually got to where we were going, and to me it’s very similar to agile software development, but this idea of compasses is very important.

So I think the good news is that even though the world is extremely complex, what you need to do is very simple. I think it’s about stopping this notion that you need to plan everything, you need to stock everything, and you need to be so prepared, and focus on being connected, always learning, fully aware, and super present.

So I don’t like the word “futurist.” I think we should be now-ists, like we are right now.

不要想着尽善尽美了才去做,而是与时俱进,不断学习,接地气。

John_maeda-Headshot

John Maeda

昨天去听了John Maeda的讲座,这也是今天想开个篇的原因。Maeda的讲座很有趣,先是让大家提问,写了一黑板的问题,然后他挨个解答,顺便回顾了他整个的人生历程,最开始屏幕上显示的幻灯片一直都没用到,回答完问题,讲座结束。

Maeda是讲到从MIT读计算机的本科硕士,再去日本读设计的博士(我在网上看到他曾经的访谈是说他觉得当时的media lab不懂艺术,教授也不行,所以跑掉的),后来回到Media lab教书育人,中间写了几本书,做了一些项目,手下的学生开发出了大名鼎鼎的Processing,他还同时读了个MBA,填表的时候,有一栏是志向,他开玩笑的写道:be president of MIT。08年的时候,去了罗德岛设计学院做校长(号称全美第一的艺术学校,本科最强),一些学生家长看他在校园里蹦来蹦去像个本科生一样,简直不能相信这货就是校长(大概40岁)。去年(13年)的时候又被KPCB挖走,跑去做投资顾问。总之,是个精力丰富也经历丰富的人。他以在RISD的经验谈论领导:1. Build From Foundations: 2. Craft The Team: 3. Sense Actively: 4. Take Leaps: 5. Fail Productively: 6. Grow From Critique。对于设计,他的观点就是简单法则,还和锐步一起设计过几款

这是他在TED的讲座

John Maeda, How art, technology and design inform creative leaders
约翰 前田,艺术科技和设计如何塑造创新领袖

What can we learn from artists and designers for how to lead? Because in many senses, a regular leader loves to avoid mistakes. Someone who’s creative actually loves to learn from mistakes. A traditional leader is always wanting to be right, whereas a creative leader hopes to be right. And this frame is important today, in this complex, ambiguous space, and artists and designers have a lot to teach us, I believe.