How to build a bad design system

Building a successful design system often falters due to a common oversight: too many cooks in the kitchen. Endless debates, particularly over seemingly minor details like button colors, can quickly derail progress. The crucial initial question isn't which colors to choose, but rather who gets to decide.

How many voices are shaping your design system? A small, focused team is ideal; a large, unwieldy group spells trouble. Excessive input leads to wasted energy and ultimately, mismanagement. The core of effective design system management isn't design itself, but rather efficient allocation of people's time and attention.

The difficult, yet necessary, step for large design teams is to limit participation in key decision-making meetings. While it may seem harsh, it's the most considerate approach. Unfettered opinions lead to inaction and resentment.

My experience on a large design systems project revealed a startling truth: the more people involved, the less productive the team became. The biggest hurdle wasn't technical (TypeScript, accessibility, audits), but the sheer volume of conflicting viewpoints.

It's impossible to accommodate every opinion on every minute UI detail. Clear roles and responsibilities are essential. Feedback is always welcome, but a design system's strength lies in its ability to centralize decision-making.

As Jason Fried and DHH aptly stated, seeking additional opinions often breeds more uncertainty. This resonates strongly with the experience of navigating countless debates over trivial elements. The feeling of paralysis, of being unable to make decisions due to the need to appease everyone, is all too familiar.

Paul Ford's insightful observation about the web's fundamental question, "Why wasn't I consulted?" (WWIC), highlights the inherent human need for involvement. This is amplified in large organizations, leading to excessive consultation and bureaucratic bottlenecks. Design systems struggle to thrive in such environments.

The solution? Establish clear boundaries. Limit meeting attendance to essential personnel. This isn't unkind; it's the most effective way to streamline the design system's development, reducing stress and accelerating progress.

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