Definition: A desired result.
Also referenced as: Goals (noun)
Related to: Baseline, Factor, Flag, Good, Indicator, Intent, Progress, Purpose, What, Why
Chapter 1: Identify the Mess | Page 16
It’s easy to think about information messes as if they’re an alien attack from afar. But they’re not.
We made these messes.
When we architect information, we determine the structures we need to communicate our message.
Everything around you was architected by another person. Whether or not they were aware of what they were doing. Whether or not they did a good job. Whether or not they delegated the task to a computer.
Information is a responsibility we all share.
We’re no longer on the shore watching the information age approach; we’re up to our hips in it.
If we’re going to be successful in this new world, we need to see information as a workable material and learn to architect it in a way that gets us to our goals.
Chapter 5: Measure the Distance | Page 108
Your intent shows you what you want to become when you’re all grown up. But intent alone won’t get things done.
Breaking your intent into specific goals helps you to figure out where to invest your time and energy, and how to measure your progress along the way.
A goal is something specific that you want to do. A well-defined goal has the following elements:
Chapter 5: Measure the Distance | Page 109
Goals change what’s possible and what happens next.
Whether big or small, for today or this year, goals change how you spend time and resources.
The ways you set and measure goals affects how you define a good day or a bad day, valuable partners or the competition, productive time or a waste of time.
Goals are only reachable when you’re being realistic about the distance between reality and where you want to go. You may measure that distance in time, money, politics, talent, or technology.
Once you figure out the distance you need to travel, momentum can replace the anxiety of not knowing how to move forward.
Chapter 5: Measure the Distance | Page 110
Many projects are more manageable if you cut them into smaller tasks. Sequencing those tasks can mean moving through a tangled web of dependencies.
A dependency is a condition that has to be in place for something to happen. For example, the links throughout this book are dependent on me publishing the content.
How you choose to measure progress can affect the likelihood of your success. Choose a measurement that reinforces your intent. For example:
Chapter 5: Measure the Distance | Page 118
What is good for one person can be profoundly bad for another, even if their goal is roughly the same. We each live within a unique set of contradictions and experiences that shape how we see the world.
Remember that there’s no right or wrong way to do something. Words like right and wrong are subjective.
The important part is being honest about what you intend to accomplish within the complicated reality of your life. Your intent may differ from other people; you may perceive things differently.
You may be dealing with an indicator that’s surprisingly difficult to measure, a data source that’s grossly unreliable, or a perceptual baseline that’s impossible to back up with data.
But as fuzzy as your lens can seem, setting goals with incomplete data is still a good way to determine if you’re moving in the right direction.
Uncertainty comes up in almost every project. But you can only learn from those moments if you don’t give up. Stick with the tasks that help you clarify and measure the distance ahead.
Chapter 5: Measure the Distance | Page 119
Jim owns a retail store. His profits and traffic have been declining for the last few years. His employees are convinced that, to save the business, the company website needs to let people buy things online. But all Jim sees is more complications, more people to manage, and more expenses. He thinks, “If we sell on the website, we have to take photos, and pack and ship each order. Who will do that?”
With rent going up and profits going down, Jim isn’t sure if changing the website will save his business. He doesn’t know the distance he needs to travel to get to his goal. He wonders, “Will improving my website even help? Or will it just make things worse?”
To think through this decision, Jim:
If Jim’s goal is to increase in-store traffic and reduce expenses, an online store probably doesn’t make as much sense as other things he could do.
Chapter 5: Measure the Distance | Page 120
Think about what you’re trying to accomplish.
Chapter 6: Play with Structure | Page 125
A structure is a configuration. An unorganized pile is a structure. So is a table of contents or a house of cards. Every thing has a structure.
To choose a good structure for what you are making, you need to find one that:
There will always be several structures you can use.
Allowing your content to try on a structure you believe to be bad or wrong can be helpful. When we determine what something won’t be, we often reveal a little more about what it will be.
Don’t settle for the first structure you come up with. Take the same things and arrange them, not in one way, but in two or three ways. Compare them. Iterate. Test. Refine. Combine. Change. Argue.
Chapter 6: Play with Structure | Page 143
Joan is the social media coordinator for an airline that recently merged with another airline. Overnight, her team became responsible for twice as much work as before. She’s also now responsible for managing twice as many people.
As the details of the merger iron out, duplicative channels have to be dealt with. For example, they now have two Twitter accounts and two help directories on two different websites. To tie everything together, Joan:
Chapter 7: Prepare to Adjust | Page 148
From moment to moment, the directions we choose forever change the objects we make, the effects we see, and the experiences we have.
As we move towards our goals, things change and new insights become available. Things always change when we begin to understand what we couldn’t make sense of before. As a sensemaker, the most important skill you can learn is to adjust your course to accommodate new forces as you encounter them on your journey.
Don’t seek finalization. Trying to make something that will never change can be super frustrating. Sure, it’s work to move those boxes and arrows around as things change. But that is the work, not a reason to avoid making a plan. Taking in feedback from other people and continuously refining the pieces as well as the whole is what assures that something is “good.”
Don’t procrastinate. Messes only grow with time. You can easily make excuses and hold off on doing something until the conditions are right, or things seem stable.
Perfection isn’t possible, but progress is.
Chapter 7: Prepare to Adjust | Page 151
It’s totally normal for fear, anxiety, and linguistic insecurity to get in the way of progress. Learning to work with others while they’re experiencing these not-so-pleasant realities is the hardest part of making sense of a mess.
Tension can lead to arguments. Arguments can cause resentment. Resentment can kill momentum. And when momentum stalls, messes grow larger and meaner.
To get through the tension, try to understand other people’s positions and perceptions:
Chapter 7: Prepare to Adjust | Page 156
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.
Chapter 7: Prepare to Adjust | Page 158
It’s rewarding to set a goal and reach it.
It’s rewarding to know that you’re communicating in a language that makes sense to others.
It’s rewarding to help someone understand something in a way they hadn’t before.
It’s rewarding to see positive changes from the insights you gather.
It’s rewarding to know that something is good.
It’s rewarding to give the gifts of clarity, realistic expectations, and clear direction.
It’s rewarding to make this world a little clearer.
It’s rewarding to make sense of the messes you face.
Chapter 7: Prepare to Adjust | Page 159
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.
Chapter 7: Prepare to Adjust | Page 160