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“He who lives to see two or three generations is like a man who sits some time in the conjurer’s booth at a fair and witnesses the performance twice or thrice in succession. The tricks were meant to be seen only once; and when they are no longer a novelty and cease to deceive, their effect is gone.” — Arthur Schopenhauer 近 30 年戴镜史，分享我的配镜方法和粗浅经验   https://sspai.com/post/79573 Leslie Berlin   https://leslieberlinauthor.com/ 硅谷历史学家，对硅谷发展做出表述 曾撰写诺伊斯的传记，也是乔布斯Make Something Wonderful的编辑之一 Pre to postmortem: the inside story of the death of Palm and webOS   https://www.theverge.com/2012/6/5/3062611/palm-webos-hp-inside-story-pre-postmortem Palm的荣光 Loren Pope, former education editor for The New York Times, writes about Reed in Colleges That Change Lives, saying, "If you're a genuine intellectual, love the life of the mind, and want to learn for the sake of learning, the place most likely to empower you is not Harvard, Yale, Princeton, Chicago, or Stanford. It is the most intelle...

  Steve Jobs, who died October 5 after resigning in August as CEO of Apple, the company he co-founded, had many talents. But what set him apart from other computer wizards was his artistic sense. He continually used the word “taste” in explaining what was ready to be manufactured at Apple, and what wasn’t ready yet—what he had to reject. The Apple computer, the iPhone, the iPad and the iPod are all strikingly beautiful objects; the clarity of their visual design matches the way they function. It’s clear that Steve Jobs was an artist and that his artistry worked at many levels: it was a visual sensitivity that extended outward to a way of thinking about how things worked and how different variables could interact with each other in a pleasing harmony. Where did this ability come from? Jobs gave some credit for his success to a seemingly unlikely source—a course on calligraphy that he took as an undergraduate at Reed College, a course established by a maverick profes...

“We must be both rational and intellectual, both analytic and imaginative, utilizing both statistics and insight.” ——Lloyd Reynolds, Reed professor & calligraphy instructor I wish everyone could taste the excitement, the intensity that lies at the heart of true education, whether it takes place reading Plato’s Republic on the Great Lawn or wrestling with Zen koans on a TriMet bus. I wish everyone could have the time and space to kindle the spark of inspiration into a fire. And when it comes to reading—and writing—job applications, I wish everyone could remember that we, too, are unfinished projects, first drafts, rough cuts, works in progress. The main difference is that some of us have been going at it longer than others. The Experimental Polymath   https://www.reed.edu/reed_magazine/march2013/articles/web_special/crandall.html Professor Richard E. Crandall的纪念文章 “Never be so busy as not to think of others.” ——Mother Teresa “I want to learn more and more to see as beautiful wha...

Interview During the iPod's development process did you get a sense of how big it would become? The way you can tell that you're onto something interesting is if everybody who knows about the project wants one themselves, if they can't wait to go out and open up their own wallets to buy one. That was clearly the case with the iPod. Everybody on the team wanted one. Other companies had already tried to make a hard disk drive music player. Why did Apple get it right? We had the hardware expertise, the industrial design expertise and the software expertise, including iTunes. One of the biggest insights we have was that we decided not to try to manage your music library on the iPod, but to manage it in iTunes. Other companies tried to do everything on the device itself and made it so complicated that it was useless. What was the design lesson of the iPod? Look at the design of a lot of consumer products—they're really complicated surfaces. We tried mak...

  When Steve Jobs cruises into the airy reception area on the Apple Computer campus in Cupertino, California, on a recent morning, nobody pays much attention to him, even though he’s the company’s CEO. He’s wearing shorts, a black T-shirt and running shoes. Tall and a little gawky, Jobs has a fast, loping walk, like a wolf in a hurry. These days Jobs seems eager to distance himself from his barefoot youth – who was that crazy kid who once called the computer “a bicycle for the mind”? – and driven to prove himself as a clear-thinking Silicon Valley capitalist. Jobs punches the elevator button to the fourth floor, where his small office is located. For a man who is as responsible as anyone for the wonder and chaos of Silicon Valley, Jobs’ view of it all is surprisingly modest: shrubby treetops extending out toward San Francisco Bay, the distant whoosh of the freeway below. There is nothing modest, however, about Apple’s recent accomplishments. In the past few months,...

A candid talk with Apple's CEO on a landmark day in its history. By Laura Locke  |  Wednesday, December 7, 2011 at 1:15 am Steve Jobs announces the iTunes Music Store. On April 28th, 2003, moments before I was about to interview Steve Jobs at San Francisco’s Moscone Center, I was jittery. Anticipation? Nerves? Excitement? You bet. All of those visceral emotions were firing. Knowing Jobs’ storied reputation as an irascible and exacting Silicon Valley CEO had me on edge. But I had prepared a tight set of questions. Secretly, I was hoping he might enjoy the line of inquiry. In turn, I would have a lively and candid report for my editors at TIME. What I didn’t know was that the interview was taking place on what would turn out to be one of the most important days in Apple’s history: The launch of the iTunes Music Store. Once again, Ste...

(FORTUNE Magazine) – Now that Steve Jobs has showed his hand on Apple's Internet and system software strategies and dropped the "interim" from his title, other questions loom. He's always denied it, but isn't it true that his old company, Next, did wind up taking over Apple? Will there ever be an encore to the 15-year-old Macintosh? Short of that, does Apple have any plans to jump into the "Internet appliance" fray? Will Apple ever build computers for business people again? And what, pray tell, does Steve think of all these young Internet zillionaires? Let's ask. Practically every technology that your old company, Next, possessed when Apple acquired it in 1997 is now being used by Apple in some strategic way. This must seem like sweet vindication.  The thing about Next was that we produced something that was truly brilliant for an audience that our heart really wasn't into selling to--namely, the enterprise. I suppose if you were wr...