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
Form follows failure Imagining how the form of things as seemingly simple as eating utensils might have evolved demonstrates the inadequacy of a "form follows function" argument to serve as a guiding principle for understanding how artifacts have come to look the way they do. Reflecting on how the form of the knife and fork has developed, let alone how vastly divergent are the ways in which Eastern and Western cultures have solved the identical design problem of conveying food to mouth, really demolishes any overly deterministic argument, for clearly there is no unique solution to the elementary problem of eating. What form does follow is the real and perceived failure of things as they are used to do what they are supposed to do. Clever people in the past, whom today we might call inventors, designers, or engineers, observed the failure of existing things to function as well as might be imagined. By focusing on the shortcomings of things, innovators altered those items to remove the imperfections, thus producing new, improved objects. Different innovators in different places, starting with rudimentary solutions to the same basic problem, focused on different faults at different times, and so we have inherited culture-specific artifacts that are daily reminders that even so primitive a function as eating imposes no single form on the implements used to effect it. Henry Petroski, The Evolution of Useful Things Against form follows functionForm follows function evolution