Information & Information Architecture
A history of content and sources
Good annotation
Information displays should be annotated, combining words, images, graphics, whatever it takes to describe and explain something. Annotation calls out and explains information and, at the same time, explains to viewers how to read data displays. Good annotation is like a knowledgeable expert/teacher at the viewer's side pointing and saying, "Now see how this works with that, how this might explain that..."
An immense wordy diagram
In ~1560 Ettore Ausonia, a polymath with interests from mathematics to mirror-making, constructed an immense wordy diagram depicting reflections from concave spherical mirrors. Then, between 1592 and 1601, while teaching at the University of Padua, Galileo made this handwritten copy of the diagram, which was fortunate since Ausonio's original has since gone missing. Three helpful architectures for the off-the-grid sentences are deployed â word trees, stacklists, annotated linking lines.
No wonder you think it's complicated
We were very proud of our user interface and the fact that we had a way to browse 16,000 (!!) pages of documentation on a CD-ROM. But browsing the hierarchy felt a little complicated to us.
So we asked Tufte to come in and have a look, and were hoping perhaps for a pat on the head or some free advice. He played with our AnswerBook for 90 seconds, turned around, pronounced his review:
"Dr. Spock's Baby and Child Care is a best-selling owner's manual for the most complicated 'product' imaginable â and it has only 2 levels of headings. You have 8 levels of hierarchy and I haven't stopped counting yet. No wonder you think it's complicated."
Infinite varieties of contexts
Over the course of 10 years of using Are.na, I have fully adopted the view that any piece of information can be important to a person given the right context. And on Are.na, pieces of information can be arranged in infinite varieties of contexts â their respective meaning shifts as the proximate information shifts. In other words, the more connections a block has, the more opportunities it has to be a nodal point.
Nodal points
I started thinking about all the other important ânodal pointsâ (I donât know what else to call this) of people, places, books, albums, websites, etc. that all played a part in shaping who I am as a person and what I think is important. These points are a combination of seeking things out myself and getting a recommendation that felt like it was actually for me. A mixture of both passive and active knowledge acquisition.
ultimately, it's the totality of those ânodal pointsâ that indicate oneâs own unique perspective. It doesnât matter if you specifically sought out the nodal point or not, itâs the recognition that counts. When you encounter a piece of life-changing information (no matter how large the change part is), you are simultaneously discovering and creating âyourself,â becoming incrementally more complete. Your perspective (where your gaze is directed) is made up of a meandering line through these points. Learning (or maybe some precursor to learning) is a lot about developing the intuition to recognize when something you find in the world is going to be a nodal point for you.
What is a commonplace?
In all cases, a commonplace is a method of compiling knowledge for later use. In digital or analog form, this continued growth of stored ideas and projects is a key driver of intellectual development. Any time you decide to work on a project, you should attempt to collect and categorise all information that is relevant and useful.
- ââWhat this site isââ
Reveling in infrastructure
Hunstanton Secondary School (1954) in Norfolk, England, designed by Alison and Peter Smithson. Photo by Anna Armstrong (2011)
When the Smithsons placed the water heater for the Hunstanton Secondary School prominently above the schoolâs roofline, they werenât just revealing the buildingâs infrastructure, they were reveling in it. What does it look like to do this on the web?
Of course thereâs no single answer, because the web is simultaneously a physical and digital medium. It is material and it isnât. It depends on how literally you interpret the question. But taking it somewhere in-between, seeing the web as primarily an information medium, we can ask the question a little differently: what does it look like to design something that is true to the material of digital information?
The quality of thought
It is the quality of thought and the information we use that determines yield, not the size or quality of the site.
A dot went for a walk
A dot went for a walk and turned into a line.
The dot, the line, the dance, the story, and the painting had found connections. Memory became learning, learning became understanding.Learning is remembering what one is interested in. Learning, interest, and memory are the tango of understanding.
Creating a map of meaning between data and understanding is the transformation of big data into big understanding.
The dot had embraced understanding.
Understanding precedes action.
Each of us is a dot on a journey.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.
The lapse of many years
At this point I wish to emphasize what I believe will ultimately prove to be the greatest purpose of our museum. This value will not, however, be realized until the lapse of many years, possibly a century, assuming that our material is safely preserved. And this is that the student of the future will have access to the original record of faunal conditions in California and the west, wherever we now work. He will know the proportional constituency of our faunae by species, the relative numbers of each species and the extent of the ranges of species as they exist today.
â Joseph Grinnell, 1910
Information imposters
Information imposters: This is nonsense that masquerades as information because it is postured in the form of information. We automatically give a certain weight to data based on the form in which it is delivered to us. Because we donât take the time to question this, we assume that we have received some information.
My favorite example of this is in cookbook recipes that call for you to âcook until done.â This doesnât tell you very much. Why bother? Information imposters are fodder for administravitis.
Like a prism
When you look at phonemes, you look through the perspective of morphemes, which are one linguistic level higher. The higher level is like a prism that splits the light in two. What was one thing, like âlengthâ at the phoneme level, looks like two opposite things âlongâ and âshortâ from the perspective of the morphemes. In practice, when you find both a word and its opposite, then the phoneme is not about either of these two things, but about what is common to them.
Thinking in terms of outputs
In our use of digital and analogue filing tools, we classify information through folders. An article about railway construction gets filed under âinfrastructureâ or âtransportâ. In Evernote we tag it with ârailâ or âconstructionâ. This is thinking like a librarian and not like a writer. We are classifying the information as an input. The reason you take notes as a writer is to produce content. It makes sense, then, to take notes in line with this goal.
Traditional filing like this tends to fail when you attempt to write your content. You are stuck trying to figure out which categories will be relevant for your proposal, paper or blog post. Interesting writing often comes from connecting separate fields through a common idea. By revealing the common denominator. By unifying two seemingly-contradictory ideas. How can you possibly achieve this if youâre looking in the same category for your information? The categories simply do not fulfil the function required by the writer.
The notes you take and indeed, the way you process information, should be with a specific project or idea in mind. You must classify information in terms of its outputs. When you take notes on a book, think about how this could apply to a specific idea you had or how it argues against a paper you read last week. The premise is that you should be organising by context and always trying to connect the dots between the content you're consuming.
- ââHow to be a geniusââ
Off to the races
"You get to the point where you're about to place your wager; the race is about to be run. You evaluate the sum total of the information, which has to do with how the money has been bet, what the horses looked like on the track, all this informationâand it's like you run your hand over the raceâI've had this happen so many times, it's the only way to explain itâyou run your hand over the race. All the information is logically there, but there's something wrong. You don't know why something is wrong, but something is not correct. Then I have to reevaluate everything in terms of this feeling I have about the thing, which is derived from information, but which is so complex and so intricate and so subtle that there's no way you can put a tag on it."
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 madeâthe contest is now in the slicing."
The Visual Information Seeking Mantra
There are many visual design guidelines but the basic principle might be summarized as the Visual Information Seeking Mantra:
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demand
Overview first, zoom and filter, then details-on-demandEach line represents one project in which I found myself rediscovering this principle and therefore wrote it down it as a reminder. It proved to be only a starting point in trying to characterize the multiple information visualization innovations occurring at university, government, and industry research labs.
Envisioning Information
AÂ Book by Edward TufteBeautiful Evidence
AÂ Book by Edward TufteThe Visual Display of Quantitative Information
AÂ Book by Edward TufteThe Ladder of Abstraction
An Essay by Bret VictorThe Elements of Graphing Data
AÂ Book by William S. ClevelandUnderstanding Understanding
AÂ Book by Richard Saul WurmanVisual Explanations
AÂ Book by Edward TufteInformation Visualization: Perception for Design
AÂ Book by Colin WareThe Eyes Have It
AÂ Research Paper by Ben ShneidermanLooseleaf
AÂ WebsiteWikipedia
AÂ Website- ââThe Pareto principleââ
- ââConcrete poetryââ
- ââPinkas Synagogueââ
- ââSaudadeââ
- ââTransclusionââ
Tinderbox
An ApplicationTinderbox is a workbench for your ideas and plans, ands ideas. It can help you analyze and understand them today, and it will adapt to your changing needs and growing knowledge.
Your Tinderbox documents can help organize themselves, keeping your data clean. We believe in information gardening: as your understanding grows, Tinderbox grows with you.
The medium is the message
AÂ Quote by Marshall McLuhanProduct Design Resources
AÂ Reference Work by Brandon DornThings Iâve read, people Iâve tried to learn from, and things Iâve done to become a better designer. This is an idiosyncratic list reflecting what has helped me along the way, rather than an exhaustive list of design classics.
Though the list leans toward theory â principles are more durable than technique â I offer a few ideas further down about how to practice design. It also leans toward information design, because the task of presenting rich, dense information in an accessible way is ultimately the task of any digital product.
Blogging with Version Control
An Article by Will DarwinIâve been musing for a while now on the way blog posts are typically presentedâin reverse chronological order. This format has never truly made sense and does not reflect the way good writing and thinking happens.
...The main issue with the âpileâ system is that this post is eventually buried beneath more recent pieces of writing; there is no incentive for revisiting or updating the work. Even worse, if an author does decide to unearth the piece and make some major changes, those who read the original piece are not made aware of these alterations. The sorting order is static.
Nobody gives a hoot about groupthink
An Article by Baldur BjarnasonTwo relatively common âfashionsâ today are real-time collaboration and shared data repositories of one kind or another.
Both increase productivity in the naive sense. We work more; everybody is more active; the group feels more cohesive.
The downside is that they also both tend to reduce the quality of the work and increase busywork.
Two types of work
An Article by Jorge ArangoThere 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 canât happen without maintenance. As with so many things, the ideal is a healthy balance â and it doesnât come without struggle.
Open Transclude for Networked Writing
An Essay by Toby ShorinWebsites are not living rooms and other lessons for information architecture
An Essay by Sarah R. BarrettWhile there is a lot that IA can learn from actual architecture or city planning, websites arenât buildings or cities, and they donât have to work like them. Instead, they should be designed according to the same principles that peopleâs brains expect from physical experiences.
Web History Chapter 1: Birth
AÂ Chapter by Jay Hoffmann- ââMicrocosmââ
How to Think About Notes
An Article by Will DarwinWhat we have known since long
AÂ Quote by Ludwig WittgensteinThe problems are solved, not by giving new information, but by arranging what we have known since long.
Readings in Information Visualization: Using Vision to Think
AÂ Book by Ben Shneiderman
Steve Jobs: The Lost Interview
- ââOn Valueââ
- ââOn Businessââ
- ââOn Programmingââ
- ââOn Successââ
- ââOn Processââ
On Value
It was clear that [Hewlett-Packard] recognized that its true value was in its employees.
On Business
How do you learn to run a company at 21 with no business experience?
Throughout the years in business I found something, which is, Iâd always ask why you do things, and the answers you invariably get are âoh thatâs just the way itâs done.â Nobody knows why they do what they do, nobody thinks about things very deeply in business. Thatâs what I found.
Iâll give you an example. When we were building our Apple Is in the garage we knew exactly what they cost. When we got into a factory in the Apple II days, accounting had this notion of a âstandard cost.â Where youâd kind of set a standard cost and then at the end of the quarter youâd adjust it with a variance. And I kept asking, âwhy do we do this?â And the answer was just âwell thatâs the way itâs done.â And after about 6 months of digging into this what I realized was the reason you do it is because you donât really have good enough controls to know how much it costs, so you guess, and then you fix your guess at the end of the quarter. And the reason you donât know how much it costs is because your information systems arenât good enough.
But nobody said it that way. And so later on when we designed this automated factory for Macintosh we were able to get rid of a lot of these antiquated concepts, and know exactly what something costs, to the cent. And so in business a lot of things are what I would call âfolklore.â Theyâre done that way because they were done that way yesterday. And so if youâre willing to ask a lot of questions about things and work hard you can learn business pretty fast. Itâs not the hardest thing in the world. Itâs not rocket science.
On Programming
I think everyone in this country should learn a computer language because it teaches you how to think. Itâs like going to law school â I donât think anyone should be a lawyer, but going to law school could be useful because it teaches you how to think in a certain way. So I view computer science as a liberal art.
On Success
The technology crashed and burned at Xerox.
What happens is, like with John Sculley, John came from PepsiCo, and they at most would change their product maybe once every ten years. To them a new product was like a new size bottle. So if you were a product person you couldnât change the course of that company very much. So who influenced the success of PepsiCo? The sales and marketing people. Therefore they were the ones that got promoted and they were the ones that ran the company.
Well, for PepsiCo that might have been ok, but it turns out the same thing can happen in technology companies that get monopolies, like IBM and Xerox.
If you were a product person at IBM, or Xerox, so you make a better copier or a better computer? So what? When you have a monopoly market share, the company isnât any more successful. So the people that can make the company more successful are sales and marketing people, and they end up running the companies. And the product people end up getting driven out of the decision marking forums. And the companies forget what it means to make great products. The product sensibilities and the product genius that brought them to that monopolistic position gets rotted out by people running these companies who have no conception of a good product vs. a bad product. They have no conception of the craftsmanship thatâs required to take a good idea and turn it into a good product. And they really have no feeling in their hearts, usually, about wanting to really help the customers.
So thatâs what happened at Xerox.
On Process
People get confused, companies get confused. When they start getting bigger, they want to replicate their initial success, and a lot of them think that somehow thereâs some magic in the process that theyâve created. And so they start to institutionalize process across the company. And before very long people get very confused that the process is the content.
In my career Iâve found that the best people are the ones who really understand the content. And theyâre a pain in the butt to manage. But you put up with it because theyâre so great at the content. And thatâs what makes great products. Itâs not process, itâs content.
On Greatness
Whatâs important to you in the development of a product?
One of the things that really hurt Apple was that after I left John Sculley got a very serious disease. And that disease â Iâve seen other people get it too â itâs the disease of thinking that a really great idea is 90% of the work, and if you just tell all these other people âhereâs this great idea,â then of course they can just go off and make it happen.
The problem with that is that thereâs just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea it changes and grows. It never comes out like it starts, because you learn a lot more as you get into the subtleties of it, and you also find there are tremendous tradeoffs you have to make, there are just certain things you canât make electrons do, there are certain things you canât make plastic, or glass, or factories, or robots do. And as you get into all these things, you find that designing a product is keeping 5,000 things in your brain, these concepts, and just fitting them all together and continuing to push to fit them together in new and different ways to get what you want. And every day you discover a new problem or a new opportunity to do it a little differently. And itâs that process that is the magic.
On Teamwork
What Iâve always felt that a team of people doing something they really believe in is like, is like when I was a young kid, there was a widowed man that lived up the street. He was in his 80âs, and a little scary looking, and I got to know him a little bit â I think he paid me to cut his lawn or something â and one day he told me, âcome into my garage, I want to show you something.â
And he pulled out this dusty old rock tumbler. It was a motor and a coffee can and a band between them. And he said âcome out here with me,â so we went out to the back and we got some rocks, just some regular old ugly rocks and we put them in the can with a little bit of liquid and a little bit of grit powder, and he turned the motor on and said âcome back tomorrow,â as the tumbler was turning and making a racket.
So I came back the next day and what we took out were these amazingly beautiful and polished rocks. The same common stones that had gone in â through rubbing against each other, creating a little bit of friction, creating a little bit of noise â had come out as these beautiful polished rocks.
And thatâs always been my metaphor for a team working really hard on something theyâre passionate about. Itâs that through the team, through that group of incredibly talented people bumping up against each other, having arguments, having fights sometimes, making some noise, and working together, they polish each other, and they polish their ideas. And what comes out are these really beautiful stones.
On Criticism
People are being counted on to do specific pieces of the puzzle. And the most important thing I think you can do for somebody whoâs really good and whoâs really being counted on is to point out to them when their work isnât good enough, and to do it very clearly, and to articulate why, and to get them back on track. And you need to do that in a way that does not call into question your confidence in their abilities, but leaves not much room for interpretation.
On Help
Microsoftâs orbit was made possible by a Saturn V booster called IBM.
On Taste
The only problem with Microsoft is they just have no taste. They have absolutely no taste, and what that means is â and I donât mean that in a small way, I mean that in a big way â in the sense that they donât think of original ideas, and they donât bring much culture into their product. And you say âwell why is that important?â Well, you know, proportionally spaced fonts come from typesetting and beautiful books, so thatâs where one gets the idea. And if it werenât for the Mac they would never have that in their products.
And so I guess I am saddened, not by Microsoft's success â I have no problem with their success. They have earned their success â I have a problem with the fact that they just make really third-rate products. Their products have no spirit to them, no spirit of enlightenment about them. They are very pedestrian. And the sad part is that most customers donât have that spirit either. But the way that weâre going to ratchet up our species is to take the best and to spread it around to everybody so that everybody grows up with better things, and starts to understand the subtlety of these better things. And Microsoft is McDonaldâs.
So thatâs what saddens me â not that Microsoft has won, but that Microsoftâs products donât display more insight and more creativity.
On Technology
As we look back 10 years from now, the web is going to be the defining technology, the defining social moment for our generation.
I think itâs going to be huge.
On Tools
I read an article when I was very young in Scientific America. It measured the efficiency of locomotion for various species on the planet â you know, for bears and chimpanzees and raccoons and birds and fish â how many kilocalories per kilometer did they spend to move? And humans were measured too. And the condor won, it was the most efficient. And mankind, the crown of creation, came in with rather an unimpressive showing about a third of the way down the list.
But somebody there had the brilliance to test a human riding a bicycle, and it blew away the condor, all the way off the charts. And I remember this really had an impact on me, I remember thinking that humans are tool builders, and we build tools that can dramatically amplify our innate human abilities.
And to me â we actually ran an ad like this, very early at Apple â the personal computer is the bicycle of the mind. And I believe that with every bone in my body, that of all the inventions of humans, the computer is going to rank near if not at the top as history unfolds and we look back. It is the most awesome tool that we have ever invented, and I feel incredibly lucky to be at exactly the right place in Silicon Valley, at exactly the right time where this invention has taken form.
On Theft
How do we know whatâs the right direction [for computers to take]?
Ultimately it comes down to taste. It comes down to trying to expose yourself to the best things that humans have done, and then trying to bring those things in to what youâre doing.
Picasso had a saying: âGood artists copy, great artists steal.â And we (at Apple) have always been shameless about stealing great ideas. And I think part of what made Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to have been the best computer scientists in the world. But if it hasnât been for computer science, these people would all be doing amazing things in life in other fields. And they brought with them â we all brought to this effort â a very liberal arts air, a very liberal arts attitude, that we wanted to pull in the best we saw in these other fields into ours.
On Expression
There was a germ of something there. And itâs the same thing that causes people to want to be poets instead of bankers. I think thatâs a wonderful thing, and I think that same spirit can be put into products, and those products can be manufactured and given to people and they can sense that spirit. If you talk to people that use the Macintosh, they love it. I mean you donât hear people loving products very often. But you could feel it, there was something really wonderful there.
So I donât think that most of the really best people that Iâve worked with have worked with computers for the sake of working with computers. They work with computers because they are the medium that is best capable of transmitting some feeling that you have that you want to share with other people. And before they invented these things, all these people would have done other things. But computers were invented, and they did come along, and all these people did get interested in them, either in school or before school, and said âHey, this is the medium that I think I can say something in."
On Talent
I observed something fairly early on at Apple, which I didnât know how to explain then, but Iâve thought a lot about it since. Most things in life have a dynamic range in which [the ratio of] âaverageâ to âbestâ is at most 2:1.
For example, if you go to New York City and get an average taxi cab driver, versus the best taxi cab driver, youâll probably get to your destination with the best taxi driver 30% faster. And an automobile; whatâs the difference between the average car and the best? Maybe 20%? The best CD player versus the average CD player? Maybe 20%? So 2:1 is a big dynamic range for most things in life.
Now, in software, and it used to be the case in hardware, the difference between the average software developer and the best is 50:1; maybe even 100:1. Very few things in life are like this, but what I was lucky enough to spend my life doing, which is software, is like this.
So Iâve built a lot of my success on finding these truly gifted people, and not settling for âBâ and âCâ players, but really going for the âAâ players. And I found something⊠I found that when you get enough âAâ players together, when you go through the incredible work to find these âAâ players, they really like working with each other. Because most have never had the chance to do that before. And they donât work with âBâ and âCâ players, so itâs self-policing. They only want to hire âAâ players. So you build these pockets of âAâ players and it just propagates.