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The Architecture of Understanding

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Slides for Peter Morville's free O'Reilly webcast about the architecture of understanding.

Published in: Design

The Architecture of Understanding

  1. 1. The Architecture of Understanding Peter Morville, O’Reilly Webcast
  2. 2. Nature
  3. 3. Isle Royale National Park
  4. 4. Planning Inspiration
  5. 5. Playing Practicing Planning
  6. 6. “With respect to learning by failure, it’s all fun and games until someone gets a larval cyst in the brain.”
  7. 7. Everything should be made as simple as possible, but not simpler.
  8. 8. “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.”
  9. 9. Food Scarcity (overpopluation) T T T T Inflow (birth rate) Outflow (death rate) Stock (population) Disease (canine parvovirus) Immigration (via ice bridge) Parasites (moose tick) Weather (mild winter) Inflow (birth rate) Outflow (death rate) Stock (population)
  10. 10. The design and management of information systems. Understanding the nature of information in systems.
  11. 11. Categories
  12. 12. Categories are the cornerstones of cognition and culture.
  13. 13. We use radio buttons when checkboxes or sliders would reveal the truth.
  14. 14. Connections
  15. 15. Web Pages Hyperlinks I n f o r m a t i o n A r c h i t e c t u r e
  16. 16. Space Places Paths I n f o r m a t i o n A r c h i t e c t u r e
  17. 17. 29 Multi-Channel Cross-Channel SERVICE SERVICE Adapted from Cross-Platform Service User Experience portal.acm.org/citation.cfm?id=1851637 + +
  18. 18. Mind Categories Connections I n f o r m a t i o n A r c h i t e c t u r e
  19. 19. Time Actions Consequences I n f o r m a t i o n A r c h i t e c t u r e
  20. 20. 32
  21. 21. “The system always kicks back.”
  22. 22. “How can I know what I think until I see what I say?”
  23. 23. Culture
  24. 24. Artifacts Espoused Values Underlying Assumptions Visible 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
  25. 25. National values are fixed. Organizational practices are not.
  26. 26. Double-loop learning in organizations (and individuals) is rare.
  27. 27. The relationship between information and culture.
  28. 28. “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.”
  29. 29. “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.”
  30. 30. Limits
  31. 31. “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
  32. 32. “We shape our buildings. Thereafter, they shape us.” – Winston Churchill
  33. 33. “Tell me about a day in your life.”
  34. 34. “Willpower is the single most important keystone habit for individual success.”
  35. 35. “A culture of generosity.” Josie Parker, Ann Arbor District Library
  36. 36. Daylighting
  37. 37. Daylighting
  38. 38. “When we try to pick out anything by itself, we find it hitched to everything else in the universe.” John Muir
  39. 39. IA Therefore I Am Thank You!

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