A common view of vision is that it’s something handed down by a leader to the troops. When a redesign goes awry, the troops complain, “There was no vision.” But the problem goes deeper than either scenario; the problem is that there was no shared vision.
How often do we want to simply make our point, instead of bringing our opinions together to reach consensus? Look at all the PowerPoint presentations and slick brochures: we want to tell our view, instead of listening to others. We want our opinion to be heard.
Even with the present downturn in the economy, more companies, from new media to established banks, have larger usability and design teams than ever before. Should we be content that we have come so far?
We’ve all seen blueprints–formally known as contract documents–which architects produce and builders use to construct. No one person knows all the details of the design; the end result is entirely a product of teamwork. But there is one axiom: architects do not build.
Design is driven by many considerations. But on each project I’ve worked on, there seems to be a consistent center — a driver that determines priorities, direction, and the metrics used to measure success.
This article explains how to quickly derive easily-read, quantitative results from a card-sort activity by entering data into a spreadsheet template that is adaptable to any set of cards and categories.
What do cognitive psychology and information architecture have in common? Actually there is a good deal of common ground between the two disciplines. Certainly, having a background in cognitive psychology supports the practice of information architecture, and it is precisely those interconnections and support that will be explored.
In my experience, I have found that creating and documenting process has been a good exercise to help institutionalize ways of working, to help educate new team members as well as to unveil the mysteries of what we do for executives, product folks, and development teams.