Apple 鼠標設計師 Jim Yurchenco 談論工作生涯

Apple 的鼠標儘管看上去簡單，但背後的創作過程是需要經過多少次的嘗試於失敗才最終演變出來，然而這一切均離不開工程師先驅 Jim Yurchenco 的功勞。然而該為最新正式宣佈退休并擁有 80 多項專利的工程師接受了《WIRED》雜誌的訪問，想讀者們分享了他難忘的人生歷程。欣賞以上影片的同時也可以通過以下或前往這裡查看完整的訪問。

Building the Apple Mouse

Yurchenco was just a year or two out of school when he got a call from an old Stanford pal, David Kelley. Kelley had just started a new design firm and asked if Yurchenco might want to join as an engineer. That meant a proper salary—Yurchenco had been working at a medical tech start-up, being paid mostly in stock—so he agreed. The company was called Hovey-Kelley; Ideo was still a few years off at that point. But thanks to co-founder Dean Hovey’s relationship with Jobs, Apple became one of the young company’s first clients.

Becoming a Master of Making

The design process for the Apple mouse embodied a few things that continue to define Ideo. For one, it was very much a hands-on affair. “We were always making stuff,” Yurchenco remembers. “Prototyping as fast, as dirty, as rapidly as possible.” Ideo predates CAD, 3-D printing, and CNC, at least insofar as any of those technologies were cheap enough for a fledgling design studio to afford.

Yurchenco worked primarily with pencil and paper, and for years his most sophisticated tool was an HP calculator. Today’s powerful workflows, which let you build a fully-realized product in a piece of software and then command machines to materialize it in the same room, simply didn’t exist back then. You just had to build stuff yourself, piece by piece.

The Secret: Keep Asking the Same Questions

Yurchenco has had a ground-level view of the design industry from the start of the personal computer revolution. So what’s changed?

For one, he says, concerns like usability have become a major part of the design process from the beginning. That involves questions like: How do people react to a product? And how might they abuse it? What will they do wrong, and how can the product help prevent them from doing that? “If our design is allowing them to do something wrong, it’s not their fault. It’s our fault,” he says.