The Guardian asks, "are our appliances getting too complicated?" No, they’re not

So-called "function inflation" can actually make our lives simpler.

There was a funny old piece in the Guardian yesterday that was of the opinion that household appliances like toasters and washing machines are getting far too complicated, leaving us baffled, bamboozled and befuddled as to how to use them. This is clearly errant nonsense, in my most humble of opinions.

Unlike the author of the piece, I have far more faith in the average consumer’s ability to comprehend that, for example, the Breville VTT377 4 Slice Toaster’s “high lift” feature is just that – the fact that when you want to get your toast out it lifts it slightly higher, so that you don’t have to burn your fingers trying to retrieve a smaller piece of toast.

“Variable browning” is scoffed at as if it’s some marketing mumbo jumbo, when in fact it just means you can alter how brown you want your toast. Get out of here – the brownness of your toast is variable? How over-complicated! As for the ‘reheat’ and ‘defrost’ functions, how dare anyone want to toast some frozen bread, or warm up but not burn some toast they made earlier? Heresy!

Much is made of the complexity of washing machines, which now have a supposedly bewildering array of programs. The author bemoans the fact that machines now have, “duvet", "sports", "bed and bath", "reduced creases", "allergy" and "freshen up" cycles. If this is terribly complicated for the average punter, I’m clearly missing something. The duvet cycle is for when you need to wash a duvet. Sports would be for sports gear, bed and bath is for bedding and towels, reduced creases is for stuff that’ll need an iron, and "freshen up" uses steam instead of water to take creases out of clean or very lightly-soiled items (depending on the exact model, natch).

None of this is exactly rocket science. It doesn’t take a genius to think to turn the dial to "duvet" if they have just stuffed a duvet in it. Or to turn it to "Cottons 30 degrees" if they want to wash some cottons at 30 degrees, for that matter.

Many of those who left comments are unconvinced. Some bemoaned the fact that washing machines used to have only three dials, for temperature, load and spin speed. “When this needed replacing the range of wash options available on the new machines was mind boggling,” according to a commenter called Thegecko. But let’s just think about that. Let’s say there were nine temperature options on one dial, two load settings on another, and five spin speeds on the third. How many possible combinations are there? 90, by my (I admit pretty rusty) maths. Makes the number of programs on a modern machine look positively sparse. Also, if I know little about laundry, where do I set each of those three dials to wash all my woolly cardies? On a modern machine, I would simply turn the dial to ‘woolens’. Which is really the simpler system?

Similarly, while an old toaster only had one knob, that one knob would get a lot of use. You’d forever be fiddling about with it depending on the thickness of the bread, whether it was frozen or not, whether you were reheating toast and so on. Would you remember where on the one dial is best for all of these? Or would it be easier to hit a ‘frozen’ or ‘reheat’ button and let the toaster do the rest?

The Bosch TWK8631GB Styline Kettle is in trouble too, for its ability to, “Heat water to your choice of 70°C (white tea), 80°C (green tea), 90°C (hot chocolate or coffee) or a familiar 100°C (boiling).” That’s right, there are four water temperature settings. How terribly, er, over-complicated. If you only ever want it boiling then – get this – you have to press ‘boil’ each and every time. Almost like, you know, having to press a single switch on a ‘traditional’ kettle.

Is it wrong for appliances to get more sophisticated, rather than less so? If you look at this kettle, it’s got a number of features many people might find useful. It has a large 1.5L capacity. The heating element is concealed, which reduces limescale build-up. It has a rapid-boil function for when you’re in a rush. A keep-warm function can keep the water at the desired temperature for up to 30 minutes. There is a limescale filter so the spout pours cleanly. In fact, I quite want one of these kettles (Bosch, I hope you are reading this). At £40 it’s practically a steal.

Also accused of being over-complicated is the humble vacuum cleaner. Take the Vax Zoom Family and Pet Bagless Cylinder Vacuum Cleaner, about which the article decries: “The ridiculous name aside, this £150 monument to excessive disposable income includes a "crevice tool", "dusting brush", "turbo tool", "stretch hose" and "flexi crevice tool". You know, for cleaning your flexi-crevices. Which, obviously, aren't a thing [sic].” I personally wouldn’t spend £150 on a vacuum cleaner either. But to say that the various flexible hoses and attachments are terribly complicated seems a bit of a stretch. It doesn’t require someone with a massive brain to put a small brush on the end of a plastic hose when they want to vacuum a narrow gap, whether Vax chooses to call it a crevice tool or not.

Various experts are drawn on to talk about ‘function inflation’ and ‘setting creep’. The iPod is held up as a shining example of making complicated things simple, and yet early iPod menu systems, as well as early versions of iTunes, were actually rather complicated. According to Amplicate, 60 per cent of a sample of over 75,000 consumers hate iTunes to this day. Even now, negotiating iTunes and its integration with the cloud and your various devices is not always a simple task – certainly not as simple as turning a dial to "duvet" when you load a sodding duvet into a washing machine.

The thing is, some appliances, gadgets and electronics are really badly designed. The issue isn’t the number of functions, it’s how well complexity is hidden from the user. Most people only use a fraction of the features and functions of Microsoft Word, but my five year-old can still create and save a basic document. You can bemoan the fact that you can no longer repair your "overly-complex" car all you like, but do you really want to go back to the reliability of a Hillman Imp, and hand back your air conditioning, ABS, traction control, engine management systems and a whole range of safety features? I wouldn’t. Want a toaster with only one button? Fine, you can still buy one. But don’t presume that the rest of us are too stupid to know the difference between frozen bread and toast.

Are we really baffled, bamboozled and befuddled? Photograph: Getty Images

Jason Stamper is editor of Computer Business Review

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Arsène Wenger: how can an intelligent manager preside over such a hollowed-out team?

The Arsenal manager faces a frustrating legacy.

Sport is obviously not all about winning, but it is about justified hope. That ­distinction has provided, until recently, a serious defence of Arsène Wenger’s Act II – the losing part. Arsenal haven’t won anything big for 13 years. But they have been close enough (and this is a personal view) to sustain the experience of investing emotionally in the story. Hope turning to disappointment is fine. It’s when the hope goes, that’s the problem.

Defeat takes many forms. In both 2010 and 2011, Arsenal lost over two legs to Barcelona in the Champions League. Yet these were rich and rewarding sporting experiences. In the two London fixtures of those ties, Arsenal drew 2-2 and won 2-1 against the most dazzling team in the world. Those nights reinvigorated my pride in sport. The Emirates Stadium had the best show in town. Defeat, when it arrived in Barcelona, was softened by gratitude. We’d been entertained, more than entertained.

Arsenal’s 5-1 surrender to Bayern Munich on 15 February was very different. In this capitulation by instalments, the fascination was macabre rather than dramatic. Having long given up on discerning signs of life, we began the post-mortem mid-match. As we pored over the entrails, the curiosity lay in the extent of the malady that had brought down the body. The same question, over and over: how could such an intelligent, deep-thinking manager preside over a hollowed-out team? How could failings so obvious to outsiders, the absence of steel and resilience, evade the judgement of the boss?

There is a saying in rugby union that forwards (the hard men) determine who wins, and the backs (the glamour boys) decide by how much. Here is a footballing equivalent: midfielders define matches, attacking players adorn them and defenders get the blame. Yet Arsenal’s players as good as vacated the midfield. It is hard to judge how well Bayern’s playmakers performed because they were operating in a vacuum; it looked like a morale-boosting training-ground drill, free from the annoying presence of opponents.

I have always been suspicious of the ­default English critique which posits that mentally fragile teams can be turned around by licensed on-field violence – a good kicking, basically. Sporting “character” takes many forms; physical assertiveness is only one dimension.

Still, it remains baffling, Wenger’s blind spot. He indulges artistry, especially the mercurial Mesut Özil, beyond the point where it serves the player. Yet he won’t protect the magicians by surrounding them with effective but down-to-earth talents. It has become a diet of collapsing soufflés.

What held back Wenger from buying the linchpin midfielder he has lacked for many years? Money is only part of the explanation. All added up, Arsenal do spend: their collective wage bill is the fourth-highest in the League. But Wenger has always been reluctant to lavish cash on a single star player, let alone a steely one. Rather two nice players than one great one.

The power of habit has become debilitating. Like a wealthy but conservative shopper who keeps going back to the same clothes shop, Wenger habituates the same strata of the transfer market. When he can’t get what he needs, he’s happy to come back home with something he’s already got, ­usually an elegant midfielder, tidy passer, gets bounced in big games, prone to going missing. Another button-down blue shirt for a drawer that is well stuffed.

It is almost universally accepted that, as a business, Arsenal are England’s leading club. Where their rivals rely on bailouts from oligarchs or highly leveraged debt, Arsenal took tough choices early and now appear financially secure – helped by their manager’s ability to engineer qualification for the Champions League every season while avoiding excessive transfer costs. Does that count for anything?

After the financial crisis, I had a revealing conversation with the owner of a private bank that had sailed through the turmoil. Being cautious and Swiss, he explained, he had always kept more capital reserves than the norm. As a result, the bank had made less money in boom years. “If I’d been a normal chief executive, I’d have been fired by the board,” he said. Instead, when the economic winds turned, he was much better placed than more bullish rivals. As a competitive strategy, his winning hand was only laid bare by the arrival of harder times.

In football, however, the crash never came. We all wrote that football’s insane spending couldn’t go on but the pace has only quickened. Even the Premier League’s bosses confessed to being surprised by the last extravagant round of television deals – the cash that eventually flows into the hands of managers and then the pockets of players and their agents.

By refusing to splash out on the players he needed, whatever the cost, Wenger was hedged for a downturn that never arrived.

What an irony it would be if football’s bust comes after he has departed. Imagine the scenario. The oligarchs move on, finding fresh ways of achieving fame, respectability and the protection achieved by entering the English establishment. The clubs loaded with debt are forced to cut their spending. Arsenal, benefiting from their solid business model, sail into an outright lead, mopping up star talent and trophies all round.

It’s often said that Wenger – early to invest in data analytics and worldwide scouts; a pioneer of player fitness and lifestyle – was overtaken by imitators. There is a second dimension to the question of time and circumstance. He helped to create and build Arsenal’s off-field robustness, even though football’s crazy economics haven’t yet proved its underlying value.

If the wind turns, Arsène Wenger may face a frustrating legacy: yesterday’s man and yet twice ahead of his time. 

Ed Smith is a journalist and author, most recently of Luck. He is a former professional cricketer and played for both Middlesex and England.

This article first appeared in the 24 February 2017 issue of the New Statesman, The world after Brexit