The need to record With collecting comes the need to record. A specimen without a label is simply a (sometimes) pretty object. Without its associated data it is scientifically worthless. Roger Kitching, A Reflection of the Truth informationorganization
Political chains of influence In Chicago, formal chains of influence and authority are entirely overshadowed by the ad hoc lines of control which arise naturally as each new city problem presents itself. These ad hoc lines depend on who is interested in the matter, who has what at stake, who has what favors to trade to whom. This structure, which is informal, working within the framework of the first, is what really controls public action. It varies from week to week, even from hour to hour, as one problem replaces another. Nobody’s sphere of influence is entirely under the control of any one superior; each person is under different influences as the problems change. Although the organization chart in the Mayor’s office is a tree, the actual control and exercise of authority is semilattice-like. Christopher Alexander, A City Is Not a Tree politicsteamworkorganization
The pie has been made "In today's world, boundaries are fixed, and most significant facts have been generated. Gentleman, the heroic frontier now lies in the ordering and deployment of those facts. Classification, organization, presentation. To put it another way, the pie has been made—the contest is now in the slicing." David Foster Wallace, The Pale King informationorganization
Rewarding Curation An Article by Wesley Aptekar-Cassels notebook.wesleyac.com Something interesting about the design of Twitter is that it doesn’t have much of a way of rewarding curation, only authorship. ...I’m inclined to think that the mechanisms of distribution of information are very important, and I think figuring out ways to reward good curation is probably an important thing. ...I don’t really know what the solution is here, but I do think that finding and curating good links and bits of information is useful, and something that should be rewarded more than it currently is. organizationcollectionscontent
Two types of work An Article by Jorge Arango jarango.com There are two types of work: growth work and maintenance work. Growth work involves making new things. It can be something big or small. In either case, growth work often follows a loose process. Maintenance work is different. Maintenance work involves caring for the resources and instruments that make growth work possible. This includes tools, but also body and mind. Maintenance is ultimately in service to growth. But effective growth can’t happen without maintenance. As with so many things, the ideal is a healthy balance — and it doesn’t come without struggle. organizationinformationmakingwork
Collaborative Information Architecture at Scale An Article by Brandon Dorn www.viget.com Here I describe an approach for defining new information architectures for large organizational websites managed by many stakeholder groups. Broadly speaking, there are four general phases to the approach: Auditing. Begin by immersing yourself in existing content and encourage stakeholders to adopt a critical, audience-minded perspective of their content. Diagramming. Work with stakeholders to develop new conceptual categories that better serve audiences and organizational direction. Elaborating. Think through content in detail and test new categories against specific instances and edge cases. Producing. Prepare content teams for production using a shared database of new sitemap pages and editorial considerations that you’ve developed incrementally. Half of design is facilitation The Ladder of AbstractionA Pattern Language decisionsorganizationpatternsanalytics
Five basic rules Five basic rules: (1) Record your work as notes to your future self and colleagues. Write notes so that someone fifty years from now (or more) will understand and be able to use the factual information you collected, perhaps for purposes quite different from the original reasons. Clearly separate facts from interpretations so these are not confusing to a future reader. (2) Establish a clear and consistent notebook format and process. I always include the data, place, main activities or events, weather conditions, and other people involves. The day, month, and year is the most important link between that particular point in time and other people’s records, separate data sheets that I filled out myself, photos, and most important, collected specimens. Documenting collecting strategies and protocols receives special attention. In the moment, these may seem like common knowledge for the field team, so sometimes no one bothers to write them out. (3) Don’t lose your field records! (4) Pack a camera, create a visual record. No matter how many words you write to describe a fossil locality, you can’t beat an actual photo, taken on the spot, annotated in pen, and pasted into your notebook. There is no substitute for a photograph you actually mark in “real time” in the field as the best way to preserve a lasting, accurate record for yourself, or for someone who has never seen the site or object in question. (5) Learning through sketches and diagrams. Photographs are great, but drawn what you see is a more powerful way to learn about spatial patterns and relationships. Even if you are not an expert at drawing, you can make sketches that are much more informative than words would be. Always include a scale, an orientation, and labels in your diagrams. Anna K. Behrensmeyer, Linking Researchers Across Generations Best practices