Every thing is complex.
Some things are simple. Some things are complicated. Every single thing in the universe is complex.
Complexity is part of the equation. We don’t get to choose our way out of it.
Here are three complexities you may encounter:
The meaning we intend to communicate doesn’t matter if it makes no sense, or the wrong sense, to the people we want to reach.
We need to consider our intended users. Sometimes they’re our customers or the public. Often times, they’re also stakeholders, colleagues, employees, partners, superiors, or clients. These are the people who use our process.
To determine who matters, ask these questions:
- Who’s most important to get agreement from?
- Who’s most important to serve?
- What words might make them defensive?
- What words might put them at ease?
- How open are they to change?
- How will this affect their lives?
- How does the current state of things look to them? Is that good or bad?
Sorting is easier than deciding how to sort.
Sorting is the act of arranging content according to established rules. The act of deciding how to sort something within a taxonomy is called classification.
If you have a large pile of things, it may take a lot of time to sort through them. But sorting isn’t the hard part. Classification is.
Think about sorting a bag of groceries into a pre-arranged pantry. Everything has a place. You’re simply following the plan. Easy, right?
Now unload that same bag into a kitchen without rules for where things go. How much longer would it take you? How much more frustrating a task would it be? How much variation would you get when the next person unloads groceries?
Sorting is easy when clear rules are in place. But without those rules, assumptions take over and things end up in places where they can be harder to find.
The most challenging part of classification is working with other people to agree on a set of rules.
It’s easy to reach agreement alone.
Maybe you’re working on a project independently and you’re the only stakeholder and user.
More likely, you’re working with other people to serve other people. In that scenario, making maps and diagrams alone at your desk is not practicing information architecture.
Your whole team should be able to influence and react to your tools and methods. You should be making prototypes to get feedback from users on language and structure.
Getting everyone involved early is crucial. Every step you take should come from the direction you choose together. If you don’t get agreement up front, prepare for more work later.
When you see the world through the eyes of other people, you can spot weaknesses and opportunities for improvement. Don’t hide from other stakeholders or wait until the end of the project to talk to users.
Be the filter, not the grounds.
When making a cup of coffee, the filter’s job is to get the grit out before a user drinks the coffee. Sensemaking is like removing the grit from the ideas we’re trying to give to users.
What we remove is as important as what we add. It isn’t just the ideas that get the work done.
Be the one not bringing the ideas. Instead, be the filter that other people’s ideas go through to become drinkable:
With those skills, you’ll always have people who want to work with you.