Hey there! Brian Dys here — I’m a visual and visceral person at heart. Ever since my mom lent me her old film camera, I fell in love with photography. All of my creative musings were exemplified by my second brain, the computer. This journey is a topsy-turvy ride of creative pursuits — from electronic music to UX design.
I enjoy every dull and wild moments of it — yes, this life of mine that I share with a woman named Jaycelle and a boy named Bryce. Take a peek into my kaleidoscope!
It’s only by concentrating, sticking to the question, being patient, letting all the parts of my mind come into play, that I arrive at an original idea. By giving my brain a chance to make associations, draw connections, take me by surprise.
But actually, our nervous system is incapable of processing more than about 110 bits of information per second. And in order to hear me and understand what I’m saying, you need to process about 60 bits per second. That’s why you can’t hear more than two people. You can’t understand more than two people talking to you.
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In a turbulent world, success depends not just on cognitive horsepower but also on cognitive flexibility. When leaders lack the wisdom to question their convictions, followers need the courage to persuade them to change their minds.
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How many mistakes do you make when you understand something? You don’t make any mistakes. Where do mistakes come from? They come from blind spots, a lack of understanding. Why do you need to be multidisciplinary in your thinking? Because as the Japanese proverb says, “The frog in the well knows nothing of the mighty ocean.”
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The tangible work done as a designer—the screens and flows, the interaction patterns and project strategies, the ability to create vision and align a team behind it—has the ability to influence and create impact just as much as that of organizational design.
This concept was introduced to me by a manager of people development from my previous organization. She opened my mind by saying we should support the growth of people who are great being individual contributors.
And from that point forward, I realized that both roles (senior IC and manager) are equally important, strategically. Thus, having parallel growth in both tracks will benefit the organization, both its business and the people.
We need to build devices that won’t force us to choose between people and our devices. These future devices will let us look up and stay in the world so that we can do more of what we are built to do as humans — to connect and collaborate.
