We have to get comfortable explaining the purpose and value of the IA approach. We are more than our deliverables. We have to sell our process. We have to defend our ability to do proper discovery – stakeholder interviews, content audits, user interviews, modeling... We are the gatekeepers that hold off the solutions, the how, until we know the what and who and why. And explaining that can be really difficult! This talk aims to help us all become more comfortable with, and confident in, explaining our value proposition.
4. What I mean when I say
“information architect”
Photo credit: https://coronalabs.com/dilbert/
Engineer is an identity,
a way of approaching the world,
an affinity your friends and
neighbors won’t let you forget.
5.
6. I am an IA.
I am confident and clear
about my purpose and worth.
7. I am an IA.
I am confident and clear
about my purpose and worth.
Why can’t you just build it?
Why don’t you just know the right answer?
How many solutions could there possibly be?
8. I am an IA.
I am confident and clear
about my purpose and worth.
Why can’t you just build it?
Why don’t you just know the right answer?
How many solutions could there possibly be?
IA isn’t about having the right answers;
it’s about having the right approach that
gets you to the right answers.
9. I am an IA.
I am confident and clear
about my purpose and worth.
Figure out the WHAT
Before determining HOW
30. 1 mention = 12
2 mention = 16
3 mention = 18
4 =
5 =
6 mentions = 24
7 mentions = 27
UMD Value & Purpose
In Community
Industry & Business
Institutional
Efficiency Institutional
Requirements
Content Structure,
Types & Rules
Fresh
Get Involved in
UMD & SE Michigan
Getting Enrolled,
Taking Courses & Matriculating
Prospective
Student
Grads
Current Students
Connect Current Students
with SE Michigan
Library
Faculty
Make it easy for students to find the
information they need to
- choose UMD,
- sign up for events,
- request information,
- find out about affordability,
scholarships & aid,
- apply,
- enroll,
- and Get situated at UMD
This project will be successful if it gets done! and the
UMD site becomes the resource it needs to be to the
students (We've been promised new functionality & we
want it)
Prominent display of the UM-
Dearborn brand with a modern
look, feel and performance with
excellence in voice and tone
Prospective Grad: Clarify the online experience
Help students easily find out if UMD has the
program they are interested in, demonstrate
what the degree can do for them, cost/funding,
logistics (prerequisites, schedule, required
credits, what is required to apply)
Site structure needs to provide clarity between
Grad Services and individual units, who
handles what, where students can go to get
more information, etc
Website currently feels faculty-centric and
needs to switch to being student-centric
Separate prospective & current student
audiences
There are calls to action and easy places for
graduate students to let us know of their
interest
Engage students once they are admitted,
initiating a sense of having arrived & become a
part of UMD, (Faculty & Staff engagement is a
side effect of what is done for students),
Enhance the identity of UMD
Make it easy to tell
good stories and
events Need ability to
make web content
more alluring,
engaging, dynamic and
visual
Support easily publishing
events & stories to any
appropriate location on the
web platform, regardless of
which section created the
story (Making the best use of
limited resources & allowing
students to see news &
events from outside their
schools)
Eventually want students created
content to be part of the story / site
(with limited access)
Website should help establish a university-wide
culture of sustainable processes & procedures
for administration of curriculum, degrees, etc
by providing faculty & administrative staff w
easy access to process & policy standards,
existing committee information (mission,
current agenda, past work, etc), steps to
modify or deactivate an existing program, and
other campus wide administrative activities
Promote faculty profiles, contact information,
research & grant approvals, recent activities,
and generally stories of how the work they do
has contributed to the university
Promote student success (placement &
completion) & availability of help when needed
& how to get it.
Reduce duplication inconsistency
by pulling info from authoritative
sources (scholarship info from
Financial Aid, donation info from
UMD Development, donation
button from UM OUD, etc)
Separate “Admissions” and “Aid” in site
navigation
Make forms be true online forms If
for some reason that isn't possible
or necessary, provide writable PDFs
Make processes more clear to students
Provide user-friendly instructions (videos &
infographics), not just text instructions
Would like site improvements to allow
student self-service & reduce the need for
people to contact the Financial Aid office
(phone or in-person)
Retain history of UMD activities & ties to the
community via accessible and clear archive of
newsletters, Legacy, Reporter, etc/ on website
RSVP system easier
for staff to use
Find an easier way provide access to Legacy
Magazine than PDF and Flipbook, include
being searchable, browsable by story, not just
by issue
Make the Library action focused
(by audience type)
Library site should expose events
& information on Campus Life
(non-library services, including
finding a computer, group-study
room, etc)
Library is becoming a Student academic
support hub and needs to surface the
writing center and tutoring
Expose Library services of assisting faculty
with designing student research assignments
to directly impact learning outcome goals &
student success
Expose Library service of teaching
information literacy & research skills
they need to accomplish assignments
Expose to the Library's ability to assist faculty
research interests
Clear explanation of all the ways to make a
difference with UMD, and clear calls to action
Make it clear to both community & strategic
partners where to go on the website to find
information they need or to get connected
to people who can help
Bring together the tools and information
they need to find co-op/work study or
internship candidates, engage in research
or get something tested, use facilities,
volunteer as mentors, etc
Make a a 1-stop-shop for telling what UMD is
doing and what impact they have had on the
community, and for getting involved in SE
Michigan (for all people in SE Mich, through
the lens of UMD)
Reflection of current happenings
on website
"Feeling of University isn’t doing this for you,
but with you - Avoid separation"
Degree process (eg undergraduates start in
CASL, continuing on to MA after certificate) -
(future, location clarity around Social Work at
UMF vsUMD)
For graduate information, include what degrees
offered, what they can expect to be able to do
when they get out (how will they use it), how
long it will take to finish, and how will they pay
for it, what is the job market like, what are the
exit options if my life needs change?
School homepages should be fresh
and market their identity
School homepages should be able
to highlight their curriculum and
promote programs as needed
For each school website, show images of
students working, classroom teaching & project
shots Make it personal with “people like me” -
video, or could hear them talking, or just a
quotation
For each school website, surface the vibrancy
in the Student Organizations & tie to events/
current happenings
Want people to think of UMD when they think
of business, innovation in business, or
education in business
Be able to capture prospective student contact
information on marketing landing pages
Prospective faculty should be able to easily
find curriculum, degree programs, who the
other faculty are
Surface information needed to
stay accredited and show
transparency & accountability
Be compliant with standards
Show that UMD is tuned into the problems of
the region, and the impact UMD has when
engaged with those problems (breakthroughs,
etc)
Show how well it works to engage UMD on
Translational Research Let local industry see
the way UMD understands and is addressing
their problems
Encourage students to get involved with
research
Demonstrate the connection and
interdependence between UMD & SE Michigan,
and let this be a difference from other university
websites, putting it up front with the teaching,
scholarship & integrated learning messages
Content & Communication Goals
Platform & Operational Goals
Alumni
Clear “Stay connected” buttons on
site (update contact information)
Reflection of UMD's philanthropic
culture throughout the website
through storytelling around student
and faculty experiences
Demonstrate how people make a
difference by giving a gift -
Affordability and accessibility of
UMD education, Producing the
talent base for SE Michigan, Lots
of great things happening on & off
campus - others are involved and
you can be too
Searchable database for Community Impact opportunities, events, etc
Content Strategy
Process & Governance
Display content online as webpages when
possible (vs content displayed in PDF form)
Need trained & assigned content
owners to govern and manage
content on the site, in a culture of
open communication
Need training on how to write better web
content
Get regular web traffic analytic
reports to better understand what
is/is not working
Help for faculty putting more information on the
website - more proactive in getting their
research up
Promote student volunteerism, internships
and achievements, such as involvement in
breakthrough technology
Area
Schools
Expose the possibility of high schools
taking courses early to ease the
transition – crossing the boundaries
Provide a frame around local industry
for K-12; introducing it to students Tell
a little story about it for students who
are trying to figure out the whole world
After providing the procedural functionality needed, the website should
enable students to encounter and explore interesting and engaging
information about opportunities and possibilities of what their future may
hold. This is especially important in arts & science, given that a large % of
students are undecided. They should be able to stumble on things that
are interesting and make them curious. They should be exposed to
examples of what they can become after they graduate from UMD,
perhaps through a showcase of success stories (where they go, what they
do, and what contributions they make) so they can understand what success
can look like.
Wants a user-friendly system, allowing some
people in units to make certain changes vs.
having to ask the Digital Team for every
change/addition. But also find a balance with
constraints, so the content is kept consistent
and high-quality.
Determining the System: Digital Example
32. Advocacy (Generates Awareness)
Initiative 3
Volunteers
Initiatives
Initiative 4
is a
Grant
is a
is a
is a
is of type
Initiative 1
Initiative 2
for
is aimed
at
is a
is a
prepare
agenda
for the
have
Government
ZMags (publications,
products, catalogs)
Online System
Unit 6
State &
Federal
Organization*
make
aware
Law
Violators
make
Congress
Board of
Delegates
is an
feed content and the
best practices in
is primarily aimed at
help in
driving
the
organizes EHS focused
Award
Dinner
has
is an
DB for
Volunteers
DB
are
placed in
Initiative 5
Division
Delegates
two are
delegates
to the
get
appointed
to
form
two are
part of
Members*
(Organizations)
five
together
form a
feed best best
practice, policy
recommendations
Commercial
Direct
Support
Unit 6
are acquired
by
Territory
Chapters
Locations
Companies
Training
Centers
Members
(Organizations)
Have Participation
Record
Trade
Associations
Organizatio
n*
▪ Direct Email
Campaigns
▪ Sales Teams
(Field and
Internal)
▪ Direct Marketing
(SEM, Organic
Searches)
can be
participants
in
LMS
DB
Classroom
Training
Onsite
Training
Online
Training
Librarians
have
Knowledge
Management
and Creation
KMS
DB
take care of
Course-books, Classes, Videos,
Work-books, Training Materials
Reference
Librarian
Services
(alerts, emails)
use
Inventory
Products
deliveres
supplied
to
Sales Team
are also
sold by
International
Council
is a
subsidiary of
Companies
Outside US
owns VAR Distributor Partner Engaged
Chapters
are labeled into
Internal Team
(Subject Matter Experts)
External
Team
Content Vision Creative Packaging
and Products
Modules and Training
Material
handles
handle
Contact
(primary,
training center)
Person
is a
belongs
to
belongs
to
Intranet
Employees of
Organization
Online
Interface
search, do
research on
has a limited
functionality
call, email
Archived content
(brochures, magazines,
articles etc.) dating back to
Organization inception
contains
Sponsorship
is a
is of type
for
Business Units
Unit 2
Unit 1
Unit 4
Unit 5
Unit 3
Unit 6
Unit 8
Unit 7
Products
Product 7Product 2
Product 4
Product 5
Product 3
Product 1
Product 8
Product 9
Product 6
get assisted
by
offer
drives
is aimed
at
for other
offer
is offered
on
delivered
by
delivered
by
delivered
by
Members
Non
Members
Safety and
Health
ePublications
Colleges
CD Version Monthly
Emails
is also
available
in
is of
types
are
available
as
is of type
are
purchased
primarily
by
are subscribed to by
have
Channels
Distributors
Direct (Inside, Field
Sales)
Chapters
Public Instructors
Service Aggregators
are are being sold
using
assist in creation of
has
has
connect to
have
links to
assist in creation of
are acquired
by
are acquired
by
solve
queries of
CRM
DB
are
placed in
are
placed in
are of type
assist in
creation of
take
give services
to
offers
offers
gain access
to/ can
modify
based on
permissions
CMS
(Wordpress,
Sharepoint)
DB
Shopping
Cart
Online System
is build using
Shared Services
Lead Generation
Awards
Packaged Training
Research & StatisticsMarketing
Communication
Publications
are of
types
are of
types
offers
Purchasers
is a
purchase
through
are sold via
are sold via
purchase
through
archives Magazines Books Facts NewsletterWebinars
Pay-wall
Free
Members
only
provide
Compu-System
(data and
campaign
management)
Online System
Organizatio
n*
are are being sold
using
Exhibitors
pay
to present
on
provide
take
Campaigns
Campaign 1 Campaign 2
Awesome
Award
are
published
on
are of type
is a
is a
Great Plains
- Accounting
System
DB
Email
Campaigns
Tool export
emails to
Marketing
used for
sales data
are accessed viahandle
advertising
data is
stored in
sales data
Course
Course 1
Course 5
Course 4
Course 3
Course 2
Court Corporate State
give
Determining the System: Digital Example
33.
34. Sorting Things Out: Classification and Its Consequences
By Geoffrey C. Bowker, Susan Leigh Star
“Each category valorizes
some point of view and
silences another.”
45. I am an IA.
I am confident and clear
about my purpose and worth.
46. I am an IA.
I am confident and clear
about my purpose and worth
Friends!
You value clarity.
Come learn about IA.
I am an IA.
I am confident and clear
about my purpose and worth.
47. Thank you for listening!
Kaarin Hoff
IA, The Understanding Group
@kaarinh @undrstndng
48. When is this Toolkit needed?
Snow fort: http://www.stonehurstmanor.com/wp-content/uploads/2014/12/snow-fort.jpg
Business fort: http://www.childrensdiscoverymuseum.net/exhibits/photo-gallery/luckey-climber/
49. Clifford Geertz
American Symbolic Anthropologist
“Man is an animal suspended in webs
of significance he himself has spun. I
take culture to be those webs and the
analysis of it to be not an experimental
science in search of law but an
interpretive one in search of meaning.”
Editor's Notes
The theme of world ia day this year is “Information Everywhere, Architects Everywhere.” The email I got described the theme further – it said, “Because of the ubiquitous nature of information, information architecture is not just practiced by specialists. Instead, we see information being architected by people holding all sorts of titles, coming from all walks of life.”
This got me thinking about what makes an IA. Everyone does Information ArchitectING – you don’t even need a computer to do that! Far fewer people do Information ArchitectER
And I’d argue that there is a toolkit difference, a mentality difference, a difference in the way of approaching the world
And when I say Information Architect, I don’t mean it like a job title. Your job title may be UX Designer or Event Planner or Administrator or Product Owner - but the way you approach your world might be as an Information Architect.
I mean Information Architect in the way people mean Engineer. When people say “Engineer” everyone has a stereotype of what that is, they think they understand the value of an Engineer. Dilbert is a great example of that stereotype. Engineer is an identity, a way of approaching the world, an affinity your friends and neighbors won’t let you forget.
Last year at about this time of year my husband and I were sitting in the ultrasound room at the hospital excited to see our baby for the first time. Then the technician said – there are 2 in here! You’re having twins! I was speechless, lost for words like all the air went out of the room. But my husband knew just how he felt – he said “Well that’s efficient!”
And every time I tell that story, perfect strangers will say, “He must be an engineer!” And he is!!!!
At least, that is what his degree is in. He doesn’t describe himself as an Engineer. It is not his job title. His day to day activities aren’t what you or I would consider Engineering. Yet anyone who met him would guess he is an engineer.
There is something we associate with an approach that leads us to think of someone as an Engineer. What exactly that is would be difficult to describe.
The best summary would be that an Engineer approaches the world in a certain way. That they have a certain mindset. And that mindset is highly valued in our society. Of course you need an engineer on the project! No question.
We here in this room are in a new-ish field that isn’t well understood by the world. It would be a relief to have our own stereotype – for people to say – “He must be an IA!”
What might that definition, that approach that defines us look like?
We have to sell our skill set all the time. We are more than our deliverables. We have to sell our process. We have to defend our ability to do proper discovery – stakeholder interviews, content audits, user interviews, modeling.
Many of you in this room work in companies where your tasks are rigidly defined and your time is closely watched. I’ve given a few talks on the value of conceptual modeling – of working out the problem space thoroughly before designing solutions – and after each talk people tell me how difficult it is to make the case for conceptual work in their workplaces. The truth is, the activities that lead to deeper understanding and better solutions are also more difficult to explain, and more difficult to sell, than other more brass tax activities like wireframes and specifications.
Many of you in this room are students at the start of your careers. You have a lot of knowledge gained through your courses, and that can make you feel like you should know the right answers.
You hear questions like - What do you mean defining the problem? Why can’t you just build it? How many solutions could there possibly be? Why don’t you just know the right answer? It’s just a simple website, or app, or console, or on and on and on.
IA isn’t about having the right answers, it’s about having the right approach that gets you to the right answers. And I hope this talk helps you defend the right to have that approach.
We are the ones who care about figuring out why we would build something before building it. We are the gatekeepers that hold off the solutions, the how, until we know the what and who and why.
And explaining that can be really difficult.
Many of you are probably all familiar with pace layers. It is a way of expressing rate of change. Everything changes, but at very different speeds. Here in Brand’s diagram we see nature at the center. Nature changes slowly. Culture changes a little faster. And Fashion on the outermost circle changes quite quickly.
What would an IA’s pace layers look like?
I think the Desire to make the complex clear is our center circle. Clarity wins. For me that means clarity of meaning. We are building digital places – places people go to and interact with. The only building material we have is information, and the meaning of that information changes that building material. You can build a wall out of bricks and suddenly the meaning shifts and one of those bricks is a pony! Well that’s no longer a very good wall!
In this room there is a feeling of togetherness, comradery – that we all agree that making clear things, good things, matters. That’s clarity wins
What I want to discuss in Approach - Toolkit / Mentality / Orientation
The difference between us and the Engineer or the physical architect is that our approach doesn’t result in something physical. Where there is a bathroom in the garage and none in the house everyone knows something is wrong! And everyone can see why an architect would model before building – building a house costs a lot of money, takes physical resources and space!
I would argue that our Approach is even more crucial because we are dealing with the meaning, defining the meaning of things. That meaning changes when it is related to other parts of the world. There is a physics to meaning and structure and it is very, very possible to do it wrong – to mess up. A door is always a door to an architect – a door is not always a door to us. We can spend an hour with a room full of stakeholder making sure we all mean the same thing when we say the word door – and that time would be very well spent! A project has spun off course many a time because no one had the IA approach of exposing the parts, making sure we know what we mean when we say what we say, determining a system, ensuring the integrity of meaning is still intact.
But this skill we have, this Approach, is very difficult to talk about. So let’s try.
Imagine someone shows you a webpage or wireframe – this is vague intentionally
They ask - What do you thin?
Well, there are plenty of things you could say about the Application – how it adheres to and differs from the norm.
You could recognize a standard layout and know they used Wordpress or an Axure library
There are plenty of things you could saw about best practices – way to put a picture of “people like me” front and center!
But when it comes to Approach you can’t say anything.
You don’t know the answers to the WHAT questions - What are the parts of your business? Purpose? Mission? Who are your users?
This is what I mean by approach. Sandwiched between our ideals about clarity and the practicality of best practices – what is our lens on life that encourages us to seek out answers to all the questions and compels us to sort them to revile their patters?
Let’s talk more about this Approach pace layer
There are 3 main chunks to this Approach
It’s not a linear thing, but a cyclical process of Exposing the Parts, asking the stakeholders- are these the right parts? All the parts? What else. Then determining the system those parts suggest or form. Working out that system often results in discovering more parts. And discussing that system with the stakeholders yields further and further insights.
Deciding together is the binding element of all the activities that occur within the approach layer
ALL OF THIS IS IN SERVICE TO Defining meaning which is in service to Clarity
To dig into these parts of IA Approach I’d like to talk about it at a high level by focusing on a non-digital project. Fort building!
We all have an experiences with forts. We’ve played in them or even built them. There are many types of forts from cardboard to community playgrounds. Today let’s focus on the age-old backyard fort.
The project of building a backyard fort has a lot of similarities to any digital project.
There are users to consider, stakeholders to consult, tools to utilize, time constraints to adhere to, risks to mitigate, and budget constraints
Ok, so first let’s discuss Exposing the Parts
How do you find the parts? Mostly by Asking the right questions.
That can take the form of literally asking questions in an interview, or by investigating questions on a website, or by performing a content audit, etc
In our example project, you are building a fort. Here is some parts exposed by interviewing your child and your spouse. They, of course, wouldn’t literally tell you these parts. They would talk on and on about how they envision the fort looking, and what they want to be able to do with it. There would be a lot of HOW. Like “I want a slide that looks like a dragon I can slide down, but it never gets hot like the one at steve’s house.” Then it is your job, with your IA approach, to boil that down to Slide
Once the parts are exposed, you can all talk about the same things with the same words
Opportunity to ask more questions
The biggest one being, is there something missing?
But also, opportunities to get the right nuance – Affordable not cheap, Survey not look
Clarifying further – tell me what swing means to you
Ask ask and ask some more. We often start conversations with, I’m going to be dumb now in service to being clear – its really important that we nail down what we mean when we say what we say.
Furthering the meaning
Look -> Survey
Cheap ->Affordable
Here is an example from a digital project we did for a university. We interviewed lots and lots of stakeholders throughout campus, and then extracted their goals, aligning them when we heard more than one group state the same goal.
In a digital project there is often more than interviews to pull parts from, there are also websites to scrape and other inputs like existing user research to consider.
Here is another digital project where we started collecting all the words we found the organization used – and some natural groupings started to occur. This is the natural progression of exposing the parts where you start to determine the system
Determining the System
Once you have the parts, you can group and arrange them
Here we see the parts from our fort interviews placed into one sort of system.
It’s showing the relative importance of the parts and the major groupings they fall into. The dragon slide you heard your child describe was overshadowed by the numberous times they mentioned climbing.
You spouse didn’t have any overlapping parts with your child, so you can split the goals into 2 big, clear chunks – Play and Safety
Once the system is determined you can discuss the relationship between those parts and the new meaning it creates.
A stakeholder may see something like this and say – wow, I don’t like the priority we are giving to budget constraints. Or, oh, now I see how my team feels the way things have been running make a lot more sense
The list of goals in excel we saw earlier was later turned into this set of prioritized circles just like in our fort example. These are all direct stakeholder quotes in relation to each other. This gave us and the client’s digital team a guidepost to check decisions against throughout the project.
You might also make a quick sketch of how these action goals relate to each other in sequence. Height is necessary to get to survey and hand and slide – so it’s natural to have climb lead to those parts.
This particular action of determining the system would take you seconds, and would get your brain thinking in new and advantageous ways.
Here is a system of parts from a past project. Clearly there are hundreds of parts that fall into 3 main categories. There are further categories exposed through color coding. And each part takes on addition meaning through its connection with other parts, forming a huge system that represents the client’s world.
This might look like a tremendous mess, but its actually representing tremendous clarity. In one case our project got ended with this as the main deliverable and it lived on the client’s wall for years. They wrote us to tell us how often they referenced it when making implementation decisions or explaining the ecosystem to a new employee or determining where a new part fit into their existing world.
This is not an ER diagram, it’s not about implementation. It is conceptual, much like the fort diagram.
There are systems at play. Almost like physics. You can do it wrong. You can break it’s meaning. EXPOSING IT is critical!
Deciding together happens throughout the project. Every example I’ve shown you today was shown to our clients as the work progressed. This ensures alignment and also shares the ownership of the decisions so that after we, as consultants, leave the project the stakeholders own their solutions. They know why decisions were made and why the structure is the way it is – making it more likely that the clarity we have achieved with endure.
Word of caution.
Criteria for making, criteria for what good is, criteria that determines is something works
Not an engineering problem
When there are tensions a great way of discussing them is through intension models. In our fort example there is discord between hide and surveil. You can’t see a hidden child, but hidding is part of playing. So where is the balance?
Here is an example from a digital project showing real results. The stakeholders unanimously answered the question, and then the 9 answers were discussed. The group ultimately landed on medium global focus. Directionality on these tension points is required for a project to move forward. You can’t be all things to all people.
So at our core we have Clarity. And we layer on an Approach that respect the seeking of clarity. Once we’ve exposed the parts, determined the system, and decided together we layer on best practices, tools, and application – all the while respecting the pace layers that came before. This results in great products!
Maybe our final product would look like this.
And the client knows what they are getting because it all maps back to the parts that were exposed and the systems that were defined that we all decided on together
Remember my ultrasound story? My husband was being a stereotypical engineer in his response “well that’s efficient!”
When once I recovered, I was a stereotypical IA!
I started thinking about the ramifications of having two. Being a very budget conscious, my head first went to childcare. We were discussing it before we left the hospital parking garage.
So first we laid out the parts
We both planned to continue working, we had a budget for what we planned to spend on daycare. I actually had it all mapped out for kid 1 in 2015 and kid 2 in 2017 and projecting costs all the way through when they graduated from college. I’m a planner. I’m an IA.
Well, now I was having twins. So the parts of what I was considering about childcare weren’t changed.
Cost, schedule etc
But their meanings were certainly changed. Schedule now meant getting 2 babies ready in the morning. Travel now meant 2 car seats and 2 hats and 2 coats.
Our priorities on these parts also didn’t change when we found out we were having twins.
But due to Cost being one of our biggest circles, daycare was out of the question. Daycare costs double for double the babies. A nanny coming to your home cost only marginally more.
This shift from daycare to nanny though changes the meanings of these parts!
Travel no longer means my travel with the boys – now it means my nanny’s travel. Does she have a reliable car that can get to our house in a snowstorm?
Schedule is not longer 8-5 and we can’t be late – it’s more of a give and take where we respect eachother’s time and have to flex to eachother’s schedule. A daycare worker having to go to the dentist wouldn’t affect my schedule- but my nanny’s dentist appointment changes my whole week!
We went with a nanny, she is great
I hope all of this helps you to be more confident in your IA approach. That you are doing amazing things in this world. Determining meaning in service to clarity. Making the world be good.
If I may add one additional point -
We need to encourage and develop the IA tendencies in those around us. To grow those who do architecting into architects.
There is no need to be competitive about this type or work. We are not making paper mache angels – the market for IA work is limitless.
I strongly believe that if we became good at explaining the core of IA, and good at recognizing that core in others - If we got good at encouraging and complimenting those who are also trying to make the complex clear – If we do that there is no limit the the number of IA projects in the world.
Bit.ly.wiada2_stream
P.S.
Often when people don’t see the value of IA, it’s because they view the project as simple. They think you are suggesting you need an architect to build a snow fort! Everyone understands you need a professional to build a business fort – this is an example from a children’s museum. Business forts have more requirements and higher risk (people sue!)
Snow Fort
Materials: Snow
Audience: Maker
Approval needed: None
Risks: None
Clean-up: None
Who makes it: Anyone
Business Fort
Materials: Wood, Nails, steal beams, steal cables, etc
Tools: Crain, Drill, etc
Audience: The public – all ages
Approval needed from: Business, legal standards
Risks: Huge
Who makes it: Qualified professional company