| HN Mirror

You said you couldn't see how the result could be unintended. I showed you how it could be unintended. You replied with sarcasm. So now I'm assuming you're not seriously interested in the answer to your second question. But I could be wrong, so here you go:

1. Experience: I've worked on design teams that did not suffer from incoherent, committee driven management, and others that did. This attuned me to the signature patterns that both approaches inevitably imprint on their products.

2. Direct Observation: Like everyone else, I can see the work for myself. If you know what to look for, it's not hard to recognize the tell-tale signs of a badly directed, poorly managed process.

3. Judgement: Being familiar with the work and reputation of the publication, I consider them a reasonably reliable source of sound reporting. The fact that their account dovetails with my own experience lends credence to the story. I can also see that that account they're providing could be easily falsified if it were untrue (making this an unlikely place to stretch the truth).

4. General Knowledge: I am aware that Ive is new to this kind of design, and relatively inexperienced. I am also aware that having good taste isn't enough. Only the combination of good taste and long practice will produce desirable results. In his defense, he's having to develop expertise quickly, under a spotlight. I sympathise with his struggles. At the same time, knowing that the company is going through a major transition means that missteps like these aren't unexpected. Indeed, it would be astonishing if they nailed it on the first try.