The Architecture of Understanding
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Transcript of The Architecture of Understanding
The Architecture of Understanding
Peter Morville, NUX3
Nature
Isle Royale National Park
Planning
Inspiration
Planning
Playing Practicing
“With respect to learning by failure, it’s all fun and games until someone gets a larval cyst in the brain.”
Everything should be made as simple as possible, but not simpler.
“There is a problem in discussing systems only with words. Words and sentences must, by necessity, come only one at a time in linear, logical order. Systems happen all at once. They are connected not just in one direction, but in many directions simultaneously.”
Food Scarcity(overpopluation)
T T
Inflow(birth rate)
Outflow(death rate)
Stock(population)
T T
Disease(canine parvovirus)
Immigration(via ice bridge)
Parasites(moose tick)
Weather(mild winter)
Inflow(birth rate)
Outflow(death rate)
Stock(population)
The design and management of information systems.
Understanding the nature of information in systems.
Categories
Categories are the cornerstones of cognition and culture.
We use radio buttons when checkboxes or sliders would reveal the truth.
Connections
Hyperlinks Pages
I n f o r m a t i o n A r c h i t e c t u r e
Web
Paths Places
Space
I n f o r m a t i o n A r c h i t e c t u r e
29 Adapted from Cross-Platform Service User Experience
portal.acm.org/citation.cfm?id=1851637
SERVICE
Multi-Channel Cross-Channel
+ +
SERVICE
Connections Categories
Mind
I n f o r m a t i o n A r c h i t e c t u r e
Consequences Actions
Time
I n f o r m a t i o n A r c h i t e c t u r e
32
“The system always kicks back.”
“How can I know what I think until I see what I say?”
Culture
Underlying Assumptions
Espoused Values
ArtifactsVisible organizational structures and processes (hard to decipher)
Strategies, goals, philosophies, justifications
Unconscious, taken for granted beliefs, perceptions, thoughts, feelings (source of values, action)
Three Levels of Culture
National values are fixed. Organizational practices are not.
Double-loop learning in organizations (and individuals) is rare.
The relationship between information and culture.
“There’s a secret about MRIs and
back pain: the most common
problems physicians see on MRI and attribute to back pain – herniated, ruptured, and bulging discs – are seen almost as commonly on MRIs of healthy people without back pain.”
“If you want to accelerate someone’s death, give him a
personal doctor. I don’t mean provide him with a bad doctor.
Just pay for him to choose his own. Any doctor will do.”
Limits
“It is now my suggestion that many
people may not want information, and that they will avoid using a system precisely because it gives them information…If you have information,
you must first read it. You must then try to understand it. Understanding the information may show that your work was wrong, or may show that your work was needless. Thus not having and not using information can lead to less trouble and pain than having and using it.”
Calvin Mooers (1959)
The limits of information
“We shape our buildings. Thereafter, they shape us.” – Winston Churchill
“Tell me about a day in your life.”
“Willpower is the single most
important keystone habit for
individual success.”
“A culture of generosity.” Josie Parker, Ann Arbor District Library
Daylighting
Daylighting
“When we try to pick out anything by itself, we find it hitched to everything else in the universe.”
John Muir
Thank You! IA Therefore I Am