Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Architecture of Understanding

3,936 views

Published on

Slides from Peter Morville's talk at Enterprise UX 2015 in San Antonio.

Published in: Design
  • Hey guys! Who wants to chat with me? More photos with me here 👉 http://www.bit.ly/katekoxx
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

The Architecture of Understanding

  1. 1. The Architecture of Understanding Peter Morville, Enterprise UX 2015
  2. 2. 6 The Library of Congress “To further the progress of knowledge and creativity.”
  3. 3. Fragmentation Fragmentation into multiple sites, domains, and identities is a major problem. Users don’t know which site to visit for which purpose. Findability Users can’t find what they need from the home page, but most users don’t come through the front door. They enter via a web search or a deep link, and are confused by what they find. Even worse, most never use the Library, because its resources aren’t easily findable.
  4. 4. 8 Web Governance Board
  5. 5. Goodness Complexity
  6. 6. Simple Complex Simple
  7. 7. Nature
  8. 8. Isle Royale National Park
  9. 9. Planning Inspiration
  10. 10. Planning Playing Practicing
  11. 11. “With respect to learning by failure, it’s all fun and games until someone gets a larval cyst in the brain.”
  12. 12. “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.”
  13. 13. 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)
  14. 14. “It is the responsibility of the architect to know and concentrate on the critical few details and interfaces that really matter.”
  15. 15. The design and management of information systems. Understanding the nature of information in systems.
  16. 16. Categories
  17. 17. Categories are the cornerstones of cognition and culture.
  18. 18. We use radio buttons when checkboxes or sliders would reveal the truth.
  19. 19. Connections
  20. 20. HyperlinksPages Web
  21. 21. PathsPlaces Space
  22. 22. ConnectionsCategories Mind
  23. 23. ConsequencesActions Time
  24. 24. “The system always kicks back.”
  25. 25. If you think information architecture hasn’t changed since the polar bear, you’re simply not paying attention.
  26. 26. 38 C o n t e x t Users Creators
  27. 27. “Tell me about a day in your life.”
  28. 28. “How can I know what I think until I see what I say?”
  29. 29. Culture
  30. 30. Underlying Assumptions Espoused Values Artifacts 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
  31. 31. The outcome is the goal (or problem) you want to work on. If a problem (Current state, change is needed): - What is the outcome we are seeing? - How do we know it’s a problem? If a goal (Desired state): - What is the outcome we want? - How would we know we succeeded?? Behaviors are activities that are observable. - Ask people to share stories about good (or bad) experiences they have had with the culture. - Look for concrete, tangible examples. Stated levers are explicit. They include how people are rewarded and punished, rules, resources and budgets, policies, processes, physical office layout or distribution, and organizational structure. Unstated levers are implicit. They include unwritten rules, “the way we do things around here,” routines and habits, values, beliefs, and politics that may be unconscious or hidden. They are not usually discussed openly, although they may be “open secrets” that everyone knows and discusses in private. Use the Culture Map to explore and understand your organization’s readiness for change or growth. You can also use the Culture Map to design new incentives and structures that will increase your initiative’s chances of success.
  32. 32. Double-loop learning in organizations (and individuals) is rare.
  33. 33. The relationship between information and culture.
  34. 34. “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.”
  35. 35. “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.”
  36. 36. 48
  37. 37. Limits
  38. 38. Daylighting
  39. 39. Daylighting
  40. 40. Map the System Map the Context Share the Map
  41. 41. “Where architects use forms and spaces to design environments for inhabitation, information architects use nodes and links to create environments for understanding.” Jorge Arango, Architectures (2011)
  42. 42. morville@semanticstudios.com 58 The library is an act of inspiration architecture and a keystone of culture.
  43. 43. Thank You!IA Therefore I Am

×