More Related Content
What's hot (18)
Similar to Sensemaking & Wayfinding: Why IA is Essential When Navigating Complex Systems (20)
Recently uploaded (20)
Sensemaking & Wayfinding: Why IA is Essential When Navigating Complex Systems
- 1. Sensemaking and 安温霞鍖n糸庄稼乙: Why IA is Essential When Navigating Complex Systems World IA Day - Minneapolis 02.22.2020
- 3. Todays Topics Sensemaking 安温霞鍖n糸庄稼乙 Complexity (Complex Adaptive Systems) Why IA is Essential Ethical Practice
- 4. Essential IA
- 14. The Iowa Idea: Theory, Practice, and History
- 15. Iowa - Minnesota Connection Ernie Bormann Folwell Hall
- 18. Complicated vs. Complex An increasingly complex world demands essential and ethical IA practices.
- 19. Sensemaking & 安温霞鍖n糸庄稼乙 Providing explanations and direction.
- 20. Past Present Future There have always been IA and design challenges Relatively straight forward Self-contained Complicated, but not complex Growing complexity and interconnectedness CX Stagnation MarTech backlash Data rich, information poor Great opportunities for IA, UX Embrace IA and design principles Creative Problem Solving Diagnose and address complex problems Responsible and ethical practice
- 22. Librarians: The OG IAs
- 29. Sensemaking Framing and Acting in the Unknown.
- 30. Sensemaking Structuring and framing the unknown; giving meaning to something Sensemaking is the activity that enables us to turn the ongoing complexity of the world into a situation that is comprehended explicitly in words and that serves as a springboard into action (Weick, et al 2005)
- 31. Collaboratively make sense of the unknown.
- 32. Explore a Wider System Map the System Sensemaking Act in the System to Learn from It
- 33. - Deborah Ancona, MIT-Sloan School of Management "Do not simply overlay your existing framework on a new situation. The new situation may be very different. Instead, let the appropriate map or framework emerge from your understanding of the situation.
- 34. Jay Forrester Counterintuitive Behavior of Social Systems "In other words, the known and intended practices of the organization are suf鍖cient to create the dif鍖culties being experienced. Usually, problems are blamed on outside forces, but a dynamic analysis often shows how internal policies are causing the troubles. In fact, a downward spiral can develop in which the presumed solutions make the dif鍖culties worse and thereby cause greater incentives to redouble the very actions that are the causes of trouble.油 TL;DR managers can usually identify the problem; its in the companys control; but they push the lever in the wrong direction.
- 35. Sensemaking: Alan Arnet Using Patterns Makes Sense Make New Sense Exploring Speci鍖cs Three Team Questions: 1. What are we solving? 2. Where are we heading? 3. How might we get there? When confronting what doesnt make sense: 1. Ignore / Not Recognize 2. Recognize 3. Dig In 4. Misdiagnose
- 38. 安温霞鍖n糸庄稼乙
- 39. Majority of Usability Issues Tied to 安温霞鍖n糸庄稼乙
- 40. 安温霞鍖n糸庄稼乙 Principles Orientation Consistent Language & Patterns Learnable (internally consistent) Familiar (similar other common patterns) Progressive Disclosure Limited Choice Well Structured Paths
- 41. 安温霞鍖n糸庄稼乙 is on ongoing negotiation of meaning.
- 47. Complexity Complex problems dont yield to previous best practices.
- 48. Simple Easy
- 52. Strategic DoingTM Strategy should answer two questions: Where are we going? How do we get there?
- 53. Tame vs. Wicked
- 55. Technical (Tame) Adaptive (Wicked) Problem de鍖nition is clear; solution is clear Both problem de鍖nition and solution are unclear Leader or expert provides solution Responsibility for the solution resides within the followers; the leaders joins the followers in exploring for solutions Solutions are cut and dried and can be implemented quickly Solutions require experiments and continuous learning; solutions can take time to develop and implement From the Strategic Doing Practitioners Field Guide
- 56. Complex Systems Dont Yield to Previous Best Practices.
- 58. Symptoms Declining marketshare Shrinking pro鍖ts / margin Wonky behavior
- 60. Team tools for wicked problems Michael Pacanowsky. Organizational Dynamics Vol 23, Issue 3
- 61. IA is Your Superpower!
- 65. Source Channel ReceiverMessage Message Feedback Feedback NOISE
- 68. Reduce Uncertainty. Manage Expectations. Generate Positive Energy.
- 69. Novelty and Redundancy. Science and Art.
- 70. Information Architecture IA is Essential.
- 71. Essential IA Make things understandable. Empathy throughout the ecosystem. Optimize for context.
- 74. Jay Forrester We all use models.
- 75. George Box All models are wrong. Some are useful.
- 76. Deep Insights
- 80. Environmental Complexity Principles and Facts Framing and Narrative
- 81. Bill Israel 赫温姻鍖e鉛糸 Minus 赫温姻鍖e鉛糸
- 88. Ethics Designers are responsible for what they put forth in the world.
- 91. Kim Goodwin at IAC19
- 92. Anti Patterns & Dark Patterns
- 96. Learning Innovating Collaborating Creative Problem Solving: Four Capabilities to Address Complex Adaptive Systems Communicating
- 97. Kurt Vonnegut We are what we pretend to be, so we must be careful about what we pretend to be.
- 99. Abby Covert Practicing information architecture means exhibiting the courage to push past the edges of your current reality. It means asking questions that inspire change. It takes honesty and con鍖dence in other people.
- 103. Appendix
- 104. References How to Make Sense of Any Mess, Abby Covert Sensemaking, Deborah Ancona Living with Complexity, Don Norman The Half Life of Facts, Samuel Arbesman Strategic Doing, Ed Morrison et al. Counterintuitive Nature of Social Systems, Jay Forrester Team Tools for Wicked Problems, Michael Pacanowsky Understanding Context, Andrew Hinton Ruined by Design, Mike Monterio Design Non鍖ction (documentary series by Tellart)
- 107. World IA Day 2020 An increasingly complex world demands essential and ethical IA practices.