As from the thread [1] :
http://www.typophile.com/cgibin/show.pl?30/51378
In Italian that was called 'Proto'-<tipografo>.
Proto.
I like this definition by Mr. Dmitry Kirsanov
very much : 'No other design discipline requires
so much learning and training as fontography,
and by no other aspect can amateurs be so easily
distinguished from professionals.� To be font
literate, a designer has to study the history
and the principles of font design.'
I also consider what Jean-Baptiste Piggin said :
'The distinction between micro- & macro-typography
was popularized by the book designer Jost Hochuli
and is now a commonplace in the German-speaking
countries. Whereas micro-typography involves
lettering� designing, choosing and mixing fonts,
spacing letters and punctuating words� macro-
typography is the business of laying out bodies
of text in logical and pleasing patterns :
distributing blank space, choosing colours
and conveying meaning by proper arrangement.'
Since :
Non c'� due senza tre
There is not two without three
No hay dos sin tres
Es gibt nicht zwei ohne drei
Il n'y a pas deux sans trois
Er is niet twee zonder drie
N�o h� duas sem tr�s
Det er ikke to uten tre
Gde dva tam i tri; Bez dvuh net treoh
Ei ole kahte ilma kolmeta
Nie ma dwoch bez trzech
Sann ga nakereba ni ha soko ni nai
Ei kahta ilman kolmatta
D�r �r ikke tv� ingen tredje
Ma fisc thnin duna thlata
Mr. Frank Lloyd Wright, on 1908 wrote : 'The
architect should strive continually to simplify ;
the ensemble of the rooms should then be carefully
considered that comfort and utility may go hand
in hand with beauty.'
This post can be cross-referenced to this one :
http://www.typophile.com/cgibin/show.pl?30/51340
Best,
AS
PS/
"Good visionaries are rare. Good managers are rare.
Good managers who are also visionaries are extremely
rare. Worse, unlike pro football quarterbacks,
there are no public statistics we can examine for
how well our own managers performed on past projects
(Though it�s fun to imagine what statistics we would
want to keep). Many visionaries believe they are good
managers, and vice versa, but the shortage of these
skills suggests that most of them are wrong (Sorry,
but this probably includes you). The irreverent rule
breaker, big thinker, and authority challenger is
rarely the best person to track schedules, write
specifications, or ensure that paychecks arrive on
time. The kinds of personalities that lead to
achievement in these things differ significantly.
There are a handful of people in every organization
that have enough personality traits and skills to
cover both well, but most people don�t. And even
those rare souls that are good at both still have
gaps : everyone has some things they are better at
than at others (or more cynically, everyone sucks
at something, if not many things)."
http://www.uiweb.com/issues/issue36.htm