Elegance and Encapsulation

elegance, encapsulation, subtraction, simplicityHiding unnecessary information from a customer is good business. Have you ever had an interaction with a business, where your goal was to get served, but instead the business shares their problems with you? Were you left thinking “I’ve got problems of my own, I don’t need or care to know yours. Just give me my hamburger already.” Encapsulation is an elegant and simple principle to ease the burden on your customer by subtracting or covering the unnecessary and adding the meaningful.

Consider the image below:

encapsulation

The picture to the left is what I saw recently.  I was drawn to it: the image of 3 bushes appearing to be protecting something was seductive and curious to me.  So, I investigated further.  To my surprise, the 3 bushes were hiding and electrical box.

This is an example of encapsulation — information hiding, or not exposing unnecessary information, material, or anything your customer might not consider value-add.

Encapsulation is a principle that supports Mathew May’s argument that the best ideas have something missing.  Indeed, Encapsulation supports the principles of Symetry, Subtraction, Seduction, and Sustainability.

Subtract the junk if you can; If you can’t, then cover it.  That’s encapsulation.


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Comments

Elegance and Encapsulation, by @shmula. http://is.gd/16xw5

This comment was originally posted on Twitter

blog post: Elegance and Encapsulation http://tr.im/p5KU

This comment was originally posted on Twitter

blog post: Elegance and Encapsulation http://tr.im/p5KU

This comment was originally posted on Twitter

[...] Elegance and Encapsulation by Pete Abilla – “Encapsulation is an elegant and simple principle to ease the burden on your customer by subtracting or covering the unnecessary and adding the meaningful.” [...]

Good rule of thumb: Subtract the junk if you can; If you can’t, then cover it. That’s encapsulation. http://bit.ly/kB5wT

This comment was originally posted on Twitter

I could not agree more with these points Peter. I have just blogged on a related subject

http://blog.capablepeople.co.u.....volvement/

This was prompted by a suggestion by a contributor in a discussion forum that the customer should be involved in process re-design. Now, there may be complex supply-chain situations where this could be practical (and so the exception may prove the rule), but as a rule I find this a completely crazy thing to suggest

The wider problem is, as I see it, a tendency for of some practitioners with superficial knowledge and experience to develop an unhealthy fondness of platitudes like “customer involvement” and trot them out at the drop of a hat as though they are nuggets of distilled wisdom that require no further explanation or justification

The point I make in my article is that provided we get the “whats” right (and we may well consult the customer as to what the “whats” should be) the “hows” will be of little interest to most customers – they expect you to sort that out

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