Carl is a design student getting ready to graduate. But first, he has to produce a book explaining his design work and deliver a ten-minute presentation.
While Carl is a talented designer, public speaking makes him queasy and he doesn’t consider himself much of a writer. He has drawers and boxes full of notes, scribbles, sketches, magazine clippings, quotes, and prototypes.
Carl has the pieces he needs to make his book and presentation come to life. He also has a momentum-killing fear of the mess he’s facing.
To help Carl identify his mess, we could start by asking questions about its edges and depths:
Objects let us have deeper conversations about reality.
When you discuss a specific subject, you subconsciously reference part of a large internal map of what you know.
Other people can’t see this map. It only exists in your head, and it’s called your mental model.
When faced with a problem, you reference your mental model and try to organize the aspects and complexities of what you see into recognizable patterns. Your ongoing experience changes your mental model. This book is changing it right now.
We create objects like maps, diagrams, prototypes, and lists to share what we understand and perceive. Objects allow us to compare our mental models with each other.
These objects represent our ideas, actions, and insights. When we reference objects during a conversation, we can go deeper and be more specific than verbalizing alone.
As an example, it’s much easier to teach someone about the inner-workings of a car engine with a picture, animation, diagram, or working model.
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.
Abby Covert is an information architect. After ten years of practicing information architecture for clients, Abby worried that too few people knew how to practice it themselves. She decided that the best way to help would be to teach this important practice.
After two years of teaching without a textbook, Abby told her students that she intended to write the book that was missing from the world: a book about information architecture for everybody.
As she wrote the first draft, she identified a mess of inconsistencies in the language and concepts inherent in teaching an emerging practice. At the end of the semester, she had a textbook for art school students, but she didn’t have the book that she intended to write for everybody. She had gone in the wrong direction to achieve a short-term goal.
She was frustrated and fearful of starting over. But instead of giving up, Abby faced her reality and used the advice in this book to make sense of her mess.
To get to the book you are reading, she wrote over 75,000 words, defined over 100 terms as simply as she could, and tested three unique prototypes with her users.
She hopes that it makes sense.