Inspiration Architecture: The Future of Libraries

Inspiration Architecture T h e F u t u r e o f L i b r a r i e s

Peter Morville, Internet Librarian 2015

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The Library of Congress “To further the progress of knowledge and creativity.”

Fragmentation Fragmentation into multiple sites, domains, and identities is a major problem. Users don’t know which site to visit for which purpose.

Findability Users can’t find what they need from the home page, but most users don’t come through the front door. They enter via a web search or a deep link, and are confused by what they find. Even worse, most never use the Library, because its resources aren’t easily findable.

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Web Governance Board

Goodness

Complex

ity

Simple

Complex

Simple

Nature

Isle Royale National Park

Planning

Inspiration

Planning

Playing Practicing

“With respect to learning by failure, it’s all fun and games until someone gets a larval cyst in the brain.”

“There is a problem in discussing systems only with words. Words and sentences must, by necessity, come only one at a time in linear, logical order. Systems happen all at once. They are connected not just in one direction, but in many directions simultaneously.”

Food Scarcity(overpopluation)

T T

Inflow(birth rate)

Outflow(death rate)

Stock(population)

T T

Disease(canine parvovirus)

Immigration(via ice bridge)

Parasites(moose tick)

Weather(mild winter)

Inflow(birth rate)

Outflow(death rate)

Stock(population)

“It is the responsibility of the architect to know and concentrate on the critical few details and interfaces that really matter.”

The design and management of information systems.

Understanding the nature of information in systems.

Categories

Categories are the cornerstones of cognition and culture.

We use radio buttons when checkboxes or sliders would reveal the truth.

Connections

Hyperlinks Pages

Web

Paths Places

Space

Connections Categories

Mind

Consequences Actions

Time

“The system always kicks back.”

If you think information architecture hasn’t changed since the polar bear, you’re simply not paying attention.

“Tell me about a day in your life.”

Culture

Underlying Assumptions

Espoused Values

ArtifactsVisible organizational structures and processes (hard to decipher)

Strategies, goals, philosophies, justifications

Unconscious, taken for granted beliefs, perceptions, thoughts, feelings (source of values, action)

Three Levels of Culture

The outcome is the goal (or problem) you want to work on.

If a problem (Current state, change is needed):

- What is the outcome we are seeing?

- How do we know it’s a problem?

If a goal (Desired state):

- What is the outcome we want?

- How would we know we succeeded??

Behaviors are activities that are

observable.

- Ask people to share stories about

good (or bad) experiences they

have had with the culture.

- Look for concrete, tangible

examples.

Stated levers are explicit. They

include how people are rewarded

and punished, rules, resources and

budgets, policies, processes, physical

office layout or distribution, and

organizational structure.

Unstated levers are implicit. They include

unwritten rules, “the way we do things around

here,” routines and habits, values, beliefs, and

politics that may be unconscious or hidden. They

are not usually discussed openly, although they

may be “open secrets” that everyone knows and

discusses in private.

Use the Culture Map to explore and understand your organization’s readiness for

change or growth. You can also use the Culture Map to design new incentives and

structures that will increase your initiative’s chances of success.

Double-loop learning in organizations (and individuals) is rare.

The relationship between information and culture.

“There’s a secret about MRIs and back pain: the most common problems physicians see on MRI and attribute to back pain – herniated, ruptured, and bulging discs – are seen almost as commonly on MRIs of healthy people without back pain.”

“If you want to accelerate someone’s death, give him a personal doctor. I don’t mean provide him with a bad doctor. Just pay for him to choose his own. Any doctor will do.”

49   Roger Bannister, Iffley Road Track, Oxford, 1954

Limits

Daylighting

Daylighting

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Making the Invisible Visible

Doctoral Work

E x p l o r a t i o n

R e s e a r c h , E x p e r i m e n t ,

F i e l d w o r k

A n a l y s i s , S y n t h e s i s

W r i t i n g , E d i t i n g ,

F e e d b a c k

P u b l i s h i n g

I d e a G e n e r a t i o n

P r o m o t i o n

Methodology

Data Awareness

Network, Colleagues,

Teaching

Harvard Business Review

Conferences, Workshops, Networking

Popular Press

Literature Review

Writing

Cases

Books

Journal Articles

HBS Working Papers

Data

Fieldwork

Interviews

Observations Experiments

Research Program

Clean & Integrate Data

WorkingKnowledge

Conceptual Framework

Reading

Research Question

Google / Scholar

Books

Syllabi

Data Visualization

DataAnalysis

Global Research Centers

Harvard Business Publishing

Research Computing

Services

Software Programming

Find & Acquire:data, images,

multimedia, etc.HOLLIS

Research Exchange

Storage and Archiving

Article Databases

MBA

Stu

dent

sRe

sear

ch A

ctivi

ties

Pre-HBS Post-HBSYear 1 Year 2

CareerCourse Individual

Admissions

Recruiting

Previous Career

Orientation

Nearing Graduation- copy before losing access- academic research winds down- career search ramps up

Request Cases- via library site- hard to search

Library Overview in Class- depends on faculty invitation

InternshipPapers and Projects

FIELD 1

FIELD 2

FIELD 3

Personal Interests and Entrepreneurship

CPD: Industry 101 Presentations

CPD: Target List Presentations

CPD: Interview Presentation Prep

Map the System

Map the Context Share the Map

“Where architects use forms and spaces to design

environments for inhabitation, information architects use

nodes and links to create environments for understanding.”

Jorge Arango, Architectures (2011)

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Firmitas, Utilitas, Venustas Vitruvius, De Architectura (15 BC)

“Each step is a potential place: place to

worship, place to wash, place to sell, place

to sleep, place to die and be burned.”

Donlyn Lyndon (1962)

No house should ever be on a hill or on anything. It should be of the hill. Belonging to it.

65  The l ibrary is an act of inspirat ion archi tecture and a keystone of cul ture .

Thank You! IA Therefore I Am