There Can Never Be Enough White Space: Why is no one enraged about the New York Times redesign?

JAN. 8 2014 3:36 PM

There Can Never Be Enough White Space

Why is no one enraged about the New York Times redesign?

By Adrian Chen

In July 2011, the designer Andy Rutledge posted to his blog an unsolicitedredesign of the New York Times’ website and blew up the Internet. Scores ofheated rebuttals appeared on Twitter and media and tech websites; Rutledge’s design was said to reveal a “depressing view of humanity,” while Rutledge in turn accused critics of “libelous journalism.” Granted, Rutledge framed his slick mock-ups with ludicrously provocative claims like “News itself is broken.” But the furor that Rutledge sparked left me puzzled. I’d always seen the stakes of Web design to be … how a website looks. Rutledge-gate impressed on me that some people take Web design very personally, especially when it comes to the Times.

The redesign of a major website is an event akin to a new skyscraper going up on the Internet. Something painstakingly designed by a small team of professionals is subjected to the most democratic form of scrutiny: Anyone with eyes can see what’s wrong with the thing. But a Web design sparks debate at a level that a new, controversial building never does. Proposals and criticisms are charged with the urgency of the idea that they could actually be implemented. Web design is less permanent and more responsive than architecture or even print design. From the user’s point of view, a redesign seems like someone flipped a switch, and now a beloved website looks like unreadable trash. It shouldn’t be that hard, then, to flip another switch and fix it.

This is compounded by the fact that our relationship with a favorite website is more intimate than with any print magazine. There is so much content, and it changes so quickly, that learning how to use a website is much more central to the experience of reading online than parsing the layout of a magazine is to reading offline. In a way, becoming familiar with a website is the act of overcoming its design, resisting the tricks and temptations embedded by page-view-hungry owners in order to find your own way to the best stuff. Whenever Gawker, where I used to work, underwent another one of its frequent redesigns, we got emails from users so personally affronted you would have thought we killed their cats. A redesign scrambles hard-won strategies, violently reminding readers that even though the Internet offers them infinite possibilities, those options are always mediated by people whose interests and values might be different than their own.

The most beautiful website, according to contemporary Web design, would be a completely blank page.

So this morning, as the New York Timesunveiled its first real website redesign in eight years, I expected to find the Internet laid waste by rival factions of design nerds and media bloggers. In fact, scanning the few obligatory blog posts and tweets, it seems the Internet has already reached a consensus: “Yeah, looks pretty nice.”

No doubt a large reason for the collective shrug at the Times redesign is the fact that little has changed that affects our strategies of consumption. The Times’ editors still signal what they judge most important through the front page, which remains three columns of text with a big picture. Gone, finally, are the blue-hued headlines, which at this point were so outdated they’d nearly traveled past obsolete to retro-chic, a living monument to the Web of Yore, when primitive browsers would not click anything that wasn’t blue. Now, headlines look as they do in the Times’ print edition. I appreciate this symbolic gesture at the continuity between the Internet and real life, as the distinction has increasingly become meaningless, if it ever meant anything.

There is white space. There can never be enough white space. The most beautiful website, according to contemporary Web design, would be a completely blank page. To foster white space, the sidebar and toolbar for navigating among sections have been folded into a pull-down menu accessed by clicking one of those increasingly omnipresent triple-barred navigation icons in the corner. I have recently learned this icon is called, adorably, a “hamburger,” or, less adorably, a “basement”—as in “stuff all the shit in the basement.” Where the previous Times site replicated the blandly utilitarian file-and-folder structure of a desktop operating system, the new site operates according to the hide-and-seek logic of an iPhone app.

Individual article pages are the most noticeably revamped. Page breaks are gone, thank God. This would be a welcome development for any website. Page breaks are a great example of Web design that users are forced to overcome. But it’s particularly welcome for the Times, whose pagination I always found guided by inexplicable logic. The first page would be eight paragraphs long, the second 12, and the third 28. It was the Zeno’s paradox of Web publishing: You felt like you were making progress without ever getting closer to the end. Goodbye page breaks, forever. May you someday be seen as quaint as the CyberTimes Navigator.

Everything else about individual articles is pared down as well: Text is centered in a clean white space, making the font seem larger and giving the articles more heft. This new gravitas can sometimes backfire. With “Snowfall” and its ilk, the Times trained readers that white space plus centered text equals A Very Important Article. Now, even when you click on a 250-word briefing, it floats, lonely, in a sea of white space, seeming weirdly both more and less important than before.

Overall, the Times redesign doesn’t seems much more than a refresh, so it’s apparent why users aren’t angry about it: It allows you to read the Times the way you have for years. It’s just a little prettier. There is one new jarring aspect, though: the distracting “dynamic” navigation bar that now peeks out from the top of articles. These “related article” panes are probably the single most grating development in Web design since the pop-up ad. It is now impossible to finish an article online without one sidling out from the margin like a flasher from a darkened alley. I’ve heard a rumor that someone once clicked a related article toolbar on purpose, but I have no proof. In a redesign that refreshingly opens up space for a reader, these toolbars are little pokes in the eye to remind you of who’s really in control.

Unknown's avatarAbout bambooinnovator
Kee Koon Boon (“KB”) is the co-founder and director of HERO Investment Management which provides specialized fund management and investment advisory services to the ARCHEA Asia HERO Innovators Fund (www.heroinnovator.com), the only Asian SMID-cap tech-focused fund in the industry. KB is an internationally featured investor rooted in the principles of value investing for over a decade as a fund manager and analyst in the Asian capital markets who started his career at a boutique hedge fund in Singapore where he was with the firm since 2002 and was also part of the core investment committee in significantly outperforming the index in the 10-year-plus-old flagship Asian fund. He was also the portfolio manager for Asia-Pacific equities at Korea’s largest mutual fund company. Prior to setting up the H.E.R.O. Innovators Fund, KB was the Chief Investment Officer & CEO of a Singapore Registered Fund Management Company (RFMC) where he is responsible for listed Asian equity investments. KB had taught accounting at the Singapore Management University (SMU) as a faculty member and also pioneered the 15-week course on Accounting Fraud in Asia as an official module at SMU. KB remains grateful and honored to be invited by Singapore’s financial regulator Monetary Authority of Singapore (MAS) to present to their top management team about implementing a world’s first fact-based forward-looking fraud detection framework to bring about benefits for the capital markets in Singapore and for the public and investment community. KB also served the community in sharing his insights in writing articles about value investing and corporate governance in the media that include Business Times, Straits Times, Jakarta Post, Manual of Ideas, Investopedia, TedXWallStreet. He had also presented in top investment, banking and finance conferences in America, Italy, Sydney, Cape Town, HK, China. He has trained CEOs, entrepreneurs, CFOs, management executives in business strategy & business model innovation in Singapore, HK and China.

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