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4 posts from June 2005

Wednesday, 29 June 2005

Design Thinking and Business

Victor Lombardi is collecting quotes on design thinking in business.

We should not underestimate the crucial importance of leadership and design joining forces. Our global future depends on it. We will either design our way through the deadly challenges of this century, or we won't make it. For our institutions - in truth, for our civilization - to survive and prosper, we must solve extremely complex problems and cope with many bewildering dilemmas. We cannot assume that, following our present path, we will simply evolve toward a better world. But we can design that better world. That is why designers need to become leaders, and why leaders need to become designers.
—Richard Farson, Management by Design, 2000

Monday, 27 June 2005

Ontology is Overrated

A fantastic new essay from Clay Shirky, Ontology is Overrated: Categories, Links, and Tags, examines the misuse of categorization and ontology.

What I think is coming instead are much more organic ways of organizing information than our current categorization schemes allow, based on two units — the link, which can point to anything, and the tag, which is a way of attaching labels to links. The strategy of tagging — free-form labeling, without regard to categorical constraints — seems like a recipe for disaster, but as the Web has shown us, you can extract a surprising amount of value from big messy data sets.

On Yahoo vs. Google and browse vs. search:

One reason Google was adopted so quickly when it came along is that Google understood there is no shelf, and that there is no file system. Google can decide what goes with what after hearing from the user, rather than trying to predict in advance what it is you need to know.

Let's say I need every Web page with the word "obstreperous" and "Minnesota" in it. You can't ask a cataloguer in advance to say "Well, that's going to be a useful category, we should encode that in advance." Instead, what the cataloguer is going to say is, "Obstreperous plus Minnesota! Forget it, we're not going to optimize for one-offs like that." Google, on the other hand, says, "Who cares? We're not going to tell the user what to do, because the link structure is more complex than we can read, except in response to a user query."

Browse versus search is a radical increase in the trust we put in link infrastructure, and in the degree of power derived from that link structure. Browse says the people making the ontology, the people doing the categorization, have the responsibility to organize the world in advance. Given this requirement, the views of the catalogers necessarily override the user's needs and the user's view of the world. If you want something that hasn't been categorized in the way you think about it, you're out of luck.

The search paradigm says the reverse. It says nobody gets to tell you in advance what it is you need. Search says that, at the moment that you are looking for it, we will do our best to service it based on this link structure, because we believe we can build a world where we don't need the hierarchy to coexist with the link structure.

Shirky says that an ontological classification works well in domains that have the following characteristics: "Small corpus, Formal categories, Stable entities, Restricted entities, Clear edges." And with participants with the following characterisics: "Expert catalogers, Authoritative source of judgment, Coordinated users, Expert users."

Shirky goes on to talk about the power of tagging systems such as del.icio.us and outlines the many advantages such as:

There's an analogy here with every journalist who has ever looked at the Web and said "Well, it needs an editor." The Web has an editor, it's everybody. In a world where publishing is expensive, the act of publishing is also a statement of quality -- the filter comes before the publication. In a world where publishing is cheap, putting something out there says nothing about its quality. It's what happens after it gets published that matters. If people don't point to it, other people won't read it. But the idea that the filtering is after the publishing is incredibly foreign to journalists.

Similarly, the idea that the categorization is done after things are tagged is incredibly foreign to cataloguers. Much of the expense of existing catalogue systems is in trying to prevent one-off categories. With tagging, what you say is "As long as a lot of people are tagging any given link, the rare tags can be used or ignored, as the user likes. We won't even have to expend the cost to prevent people from using them. We'll just help other users ignore them if they want to."

Again, scale comes to the rescue of the system in a way that would simply break traditional cataloging schemes. The existence of an odd or unusual tag is a problem if it's the only way a given link has been tagged, or if there is no way for a user to avoid that tag. Once a link has been tagged more than once, though, users can view or ignore the odd tags as it suits them, and the decision about which tags to use comes after the links have been tagged, not before.

To Shirky it's about believing that "we make sense of the world" versus believing that "the world makes sense"…

It's all dependent on human context. This is what we're starting to see with del.icio.us, with Flickr, with systems that are allowing for and aggregating tags. The signal benefit of these systems is that they don't recreate the structured, hierarchical categorization so often forced onto us by our physical systems. Instead, we're dealing with a significant break — by letting users tag URLs and then aggregating those tags, we're going to be able to build alternate organizational systems, systems that, like the Web itself, do a better job of letting individuals create value for one another, often without realizing it.

Wednesday, 22 June 2005

AJAX & Interface Design

Luke Wroblewski's article, AJAX & Interface Design, examines some of the design implications of "quick, incremental updates" that AJAX enables.

AJAX allows every element within a Web interface to be individually and quickly updated without affecting the rest of the interface. This, of course, is not what most Web users are accustomed to. Initiating an action within most Web sites triggers the inevitable blank screen and page loading process. Though not very responsive, the full-page update makes it very clear to users that their action has resulted in a reaction and that a response will be available as soon as the page is refreshed. Because AJAX-based updates are very fast and incremental (often affecting only a small portion of the UI), users may not notice them -especially when they are used to seeing full-page rewrites.


Tuesday, 21 June 2005

strategy by design

The June issue of Fast Company magazine is devoted to the "masters of design", which naturally includes IDEO. Tim Brown, the head of IDEO, describes his five-point plan for business people to beging thinking like a designer.

Organizations need to take design thinking seriously. We need to spend more time making people conscious of design thinking -- not because design is wondrous or magical, but simply because by focusing on it, we'll make it better. And that's an imperative for any business, because design thinking is indisputably a catalyst for innovation productivity. That is, it can increase the rate at which you generate good ideas and bring them to market. Where you innovate, how you innovate, and what you innovate are design problems. When you bring design thinking into that strategic discussion, you join a powerful tool with the purpose of the entire endeavor, which is to grow.

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