Forms, templates, patterns and principles ...maybe it is a good idea

I've put the concept of forms up to a vote in several of my lectures. The stats are quite clear: nobody likes forms. Nevertheless, we insist on using them. Why? Can't we just give them up instead of wrestling for public opinion?

The subject must be examined more accurately, beyond our strong emotional reaction. There are four terms placed on a common spectrum: forms, templates, patterns and principles. These four definitions are so similar (hence the "Spectrum" metaphor) people constantly mix them up.

Let's start from the end: each of these four terms helps us organize the data in our head. They are like drawers in a closet. Drawers are great for searchers as well as organizers.

Forms are the easiest to understand. They are well defined and hardly allow flexibility. In some cases, we are even presented with options to select. We hate this. Everything is so confined. On the other hand, this process requires minimal cognitive effort. This should be considered an advantage (smart, consequential-thinking oriented forms will be discussed some other time).

Then there are templates. Templates, in short, are headers for the document being written or the page beign sketched. The level of flexibility differs according to the tool used; Wiki, for example, has a template for writing entries regarding countries yet a chapter can be omitted in favor of another. A good template is suitable for many needs and situations yet is precise and directs the writer; over-generalization can leave us hanging with no direction at all.

Patterns are more abstract. They can be displayed as rules that define methodical repetition. The term "thought pattern" describes a fixed thought methodology for varying situations. Identifying and analyzing thought patterns can lead to a well defined pattern, writing principles (without any pattern at all); yet patterns can also result in a sketch or explanation of a phenomenon. The computerization world has an entire doctrine that deals with Design Patterns. This doctrine deals with reusable addresses to reoccurring problems in a specific context. These patterns cannot be duplicated, they are simply guidelines.

Last on the spectrum are the principles. We are used to meeting them in strategies, yet they can play a prominent role in the world of operation doctrines and process implementations. They are complementary to processes; processes are explicit and precise, principles are "optimal manners of conduct". This can mean the living spirit behind the practical work plan, or guidelines accompanying the instructions. Implementing these principles ensures us that the spirit, and not the technicalities alone, are retained. Principles are our traffic signs: they might suffer unflattering public opinion yet everyone begrudgingly admits they are critical for successfully reaching our destination.

At the end of the day, forms, templates, patterns and principles are not only part of our domestic organizing and organizational data sorting. They are the central spine that simplifies implementation while ensuring it is executed optimally. You got to love them.