‘Less But Better’: Dieter Rams Thinking Inside Out

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‘What is good design? Product design is the total configuration of a product: its form, colour, material, and construction. The product must serve its intended purpose efficiently.’
Dieter Rams

I recently saw a compelling BBC documentary about the product designer Dieter Rams (‘Rams: Principles of Good Design’).

In a long career Rams, who is 87, has overseen the creation of a phenomenal range of beautiful functionalist products for the consumer goods company Braun, and for the furniture brand Vitsœ. He has also lectured extensively on the nature of good design and its role in society. His work and principles have animated generations of designers, including Jonathan Ive at Apple.

'Good design is making something intelligible and memorable. Great design is making something memorable and meaningful.’

Dieter Rams was born in Wiesbaden, Germany in 1932. Inspired with a passion to make things by his carpenter grandfather, he studied architecture and interior decoration at Wiesbaden School of Art. In 1953 he got a job at an architecture practice in Frankfurt, and in 1955 he was recruited to Braun. He became the chief design officer in 1961, a role he retained until 1995.

'One of the most significant design principles is to omit the unimportant in order to emphasize the important.’

Dieter Rams, Braun T 41 long, midwave, and shortwave transistor radio, 1962

Dieter Rams, Braun T 41 long, midwave, and shortwave transistor radio, 1962

The Braun aesthetic was simple, minimal, elegant and unobtrusive. Rams and his colleagues designed products whose form was driven by their function - classics like the SK4 music center with its plexiglass lid (nicknamed ‘Snow White’s coffin’), the T41 radio with its speaker of circular dots, the T3 radio with its touch control dial, the T1000 portable radio with its built-in instruction manual. There were handsome blenders, graceful juicers and tasteful dryers; weighing scales, speakers and shavers; televisions, timepieces and table lighters; coffee machines, calculators, and camera flash units. Every product was honest, robust and durable; efficient, practical and responsible. Rams also worked in parallel at Vitsœ. In 1960 he designed the 606 Universal Shelving System, a track-based, wall-mounted storage scheme still in use today, and in 1962 he created the iconic 620 lounge chair.

Dieter Rams, Hans Gugelot Radio-Phonograph (model SK 4/10)1956

Dieter Rams, Hans Gugelot Radio-Phonograph (model SK 4/10)1956

Rams’ design philosophy was rooted in people.

‘You cannot understand good design if you do not understand people; design is made for people.’

His products were simple to understand and easy to use. There were clean lines and rounded edges; faces you could read and dials you wanted to touch. No element was too ostentatious, or too subtle. Everything was balanced and in proportion.

‘For design to be understood by everyone, it should be as simple as possible.’

Accordingly Rams was not keen on loud branding.

‘When you’re new some place and have to introduce yourself, or you enter a room and say ‘I’m so-and-so’, you don’t shout. Please, you should do it quietly.’

The man himself is modest and understated. He’s lived in the same house for 50 years and his only screen is a Braun TV from the ‘80s. In black tee shirt, bleached jeans and no socks, he prunes the trees in his Japanese garden. With white hair, tortoise shell glasses and thin lips, he sits at his desk typing.

'Question everything generally thought to be obvious.'

Dieter Rams, Dietrich LubsCalculator (model ET 55)1980

Dieter Rams, Dietrich LubsCalculator (model ET 55)1980

There’s a rigour about Rams’ thinking from which we can all learn. He began every process with the fundamentals of function and utility; of materials and process. He designed from the inside out.

‘I want to start from the inside. Always from the inside to outside. And I have to do this with my thinking as well. From inside to outside.’

As much as Rams knew what he wanted, he knew what he didn’t want. He stripped away the superfluous, edited out the redundant. He disliked fuss, frills and flamboyance; design jokes and artful affectations.

‘I hate the term ‘beautification.’ We never just wanted to make something beautiful. We wanted to make things better.’

Although Rams was hugely influential, his way of working was not by any means the norm. Over the years he became frustrated at the way design was abused by commerce and misunderstood by popular culture.

‘Design has become a synonym for a backdrop, for beautiful appearance, for the stylish.’

Rams thought deeply about his profession and defined what he regarded as the 10 Principles of Good Design.

1. Good design is innovative
2. Good design makes a product useful
3. Good design is aesthetic
4. Good design makes a product understandable
5. Good design is unobtrusive
6. Good design is honest
7. Good design is long-lasting
8. Good design is thorough down to the last detail
9. Good design is environmentally-friendly
10. Good design is as little design as possible

Dieter Rams 620 Chair Programme manufactured by Vitsoe

Dieter Rams 620 Chair Programme manufactured by Vitsoe

You’ll notice that there’s a strong ethical tone to these Principles. Rams was serious about his craft and its place in the world. As far back as the 1970s he railed against built-in obsolescence and introduced the idea of sustainable development.

‘We have to get away from the ‘un-culture’ of abundance. Because there is no future with so many redundant things.’

Rams sometimes worried that he was part of the problem, but he always looked to produce products that had enduring utility.

606 Universal Shelving System - Designed by Dieter Rams in 1960 and made by Vitsœ ever since.

606 Universal Shelving System - Designed by Dieter Rams in 1960 and made by Vitsœ ever since.

‘I find it better to improve things than to be constantly forced to come up with something new.’

These sentiments should give everyone working in the marketing and communication industries pause for thought. Are we responsible for creating desires and exciting appetites; for proliferating product launches and accelerating life cycles? Are we in part to blame for ‘the ’un-culture’ of abundance’?

‘The times of thoughtless design for thoughtless consumption are over.’

Rams summed up his design philosophy as ‘less but better.’ Perhaps these words could provide guidance for us all. Modern strategists need more focus and precision in the way we approach resources and materials, time and talent. We need to be more mindful of waste and more rigorous about objectives. 

Like Rams we need to think things through from the inside out. 
 

'When you're sitting on your own
And you feel the city life surround you.
And she's always on the phone,
But you just don't think that you can fight it.
Don't give up, don't give up, darling, on what you dream.
'Cause like the words here in this song,
We'll go on and on and on with our love.
Inside out, oh darling.
I want it to be so deep that you'll be turning me,
Inside out.’

Odyssey, ‘Inside Out’ (J Rae)

 No. 252

NOTES FROM THE HINTERLAND 11

What Price Genius?

Steve Wozniak: ‘What do you do? You’re not an engineer. You’re not a designer. You can’t put a hammer to a nail...’
Steve Jobs: ‘Musicians play their instruments. I play the orchestra.’

Steve Jobs

The film Steve Jobs is more than a conventional biopic. It boasts the taut dialogue of Aaron Sorkin, the assured direction of Danny Boyle and an acting tour de force from Michael Fassbender. It also has a distinctive theatrical three-act structure, concentrating the action on three pivotal product launches.

The movie uses the behind-the-scenes drama before these launches to explore the psychology of the man at their centre: his relationships with his colleagues, his ex-girlfriend and his daughter; and his own sense of self. Jobs was clearly a genius, but he was also troubled and had flawed relationships. In the film he says of himself, rather poignantly: ‘I’m poorly made.’

For anyone in the corporate world it’s hard to watch the Jobs movie without asking questions about the nature of leadership and commercial success. So many of Apple’s phenomenal accomplishments were directly attributable to Jobs’ extraordinary vision; but clearly they were also precipitated by his drive, his obsession for detail and his exacting standards.

What is an acceptable price to pay for success? What level of collateral damage, to colleagues and culture, should we accommodate in the quest for greatness? When does the end not justify the means?

Steve Wozniak: ‘It’s not binary. You can be decent and gifted at the same time.’

Steve Jobs

 

How Do We Accommodate Corporate Autism?

The same weekend that I saw Steve Jobs, I also read about an award-winning book concerning autism, Neurotribes by Steve Silberman. (Reviewed by James McConnachie, The Sunday Times, 22/11/15)

Autism is a condition characterised by inability to relate, self-isolation and obsession with sameness. In the 1930s the Viennese paediatrician Hans Asperger thought that autism was a relatively common trait, ‘an extreme variant of male intelligence.’ He also observed a link between autism and genius: ‘For success in science and art a dash of autism is essential.’

In the 1940s the view became established that autism was a rare and extreme condition. The book relates how it was only in the 1980s that the psychiatrist Lorna Wing identified autism as a broad continuum. Nowadays we expect 1 in 68 children to be ‘on the spectrum’, whereas in the past only 1 in 2000 was thought to have the condition.

Given that so much of a company’s personality and values is tied up in the personality and values of its leadership, we should perhaps give more thought to the psychology of our leaders. Should we be surprised if entrepreneurs and industry visionaries are often somewhat isolated, obsessed and have a reduced ability to relate to others? To some extent these have been the characteristics that qualified them for a leadership role. Or, ‘passionate, goal oriented and independent,’ as the leader’s job spec would have it.

We need to better understand the science behind this corporate autism and to give our leaders more support. It’s no longer appropriate to shrug and say that genius has its price.

Silberman’s own conviction is that autism should be accommodated within a broad conception of ‘neurodiversity’; that we should think not of disorders, but of different ‘human operating systems.’ We can start, he suggests, by embracing different perspectives on ‘normality’.

‘By autistic standards the normal brain is easily distractible, is obsessively social and suffers from a deficit of attention to detail and routine.’

Ultimately we need to broaden our expectations of leaders, embracing more psychological types and more neurodiversity. We need a new class of 'leadership operating system' fit for an age of partnership, empowerment and change. Because you can't change your behaviour if you don't change your mind.

Are You Nostalgic for the Future?

I confess the Steve Jobs film prompted a certain amount of nostalgia in me: nostalgia for a time when advertising played a central role in the grand corporate narrative (there are quite a few references to Lee Clow and Chiat Day); and also nostalgia for the future.

The movie begins with a compelling piece of archive film. We see the science and science-fiction writer Arthur C Clarke interviewed in 1974 by an Australian journalist. Asked what kind of future he envisages for the journalist’s son, Clarke sketches a world of in-home computing, global connectivity, online shopping and flexible working. In short he predicts the internet age.

One is reminded how exciting the future used to be. I grew up with the space race, NASA, Apollo landings and The Clangers. We dreamed of astronauts, aliens, asteroids and tin foil. I made a lunar landscape out of papier mache.

More recently we’ve witnessed the most dramatic technological transformation since the Industrial Revolution. We’ve seen extraordinary levels of personal, political and commercial upheaval. It’s been a thrilling, inspiring, challenging ride.

But has the future lost some of its lustre? We have become aware that the same technology that spreads knowledge and understanding can also intensify hate and bigotry; that progress brings new challenges in the areas of privacy, security, inequality and corporate oligarchy; that the freedoms of empowerment also carry the responsibilities of self control.

Whereas we used to look forward with wide-eyed anticipation, we are now engaged with the practical challenges of realising tomorrow today. Inevitably we can suffer change fatigue. A certain amount of circumspection is natural.

Nonetheless I’m a firm believer that hope and optimism are the first steps to progress. We should perhaps rededicate ourselves to imagining a future beyond our present, however complex and challenging that present may be. We should not deny ourselves the chance to dream.

‘Space is the place.
Space is the place.
There is no limit to the things that you can do.’

Sun Ra/Space Is The Place

No. 58