Nature - Intertwingled: Information Changes Everything - page 17

Eric explains “that which optimizes one part of the system necessarily undermines the system as
a whole.” xvi This is a lesson from Lean we can all learn from.
Both Agile and Lean are responses to complexity and bring value to the work we do. But they've
grown so popular, it's a problem. For starters, there are limits to their generalization. When we
see everything through the lens of software and startups, we lose our peripheral vision. Informa-
tion systems aren't just code. They are also about content and culture. We must select our frame
of reference very carefully, because the solution is shaped by how we define the problem.
This step is often skipped by eager teams that are ready to roll. We're in an era of imbalance
where the wisdom of crowds drowns out individual insight. We need both. We should embrace
teamwork, prototypes, feedback, iteration, but we must also engage experts in research, plan-
ning, and design.
We all know what it's like to learn the hard way. We never forget the time we touched the hot
stove. Initially we learn by experience. But we soon realize the value of information and commu-
nication across space and time. We don't need to burn to learn. We can watch, listen, read, think,
and then plan a route around pain. On my very first backpacking trip, I could head into the wil-
derness of Isle Royale with some trail mix and tequila, and figure out what I forgot when I need
it. But my learning isn't limited to trial and error. Thanks to topics and the Internet, my equip-
ment list includes a tent, sleeping bag, stove, spork, knife, compass, flashlight, and first aid kit.
Oh, and I have a highly rated water filtration system with a 0.2 micron filter that's effective
against bacteria, protozoa, and parasites; because as far as learning by failure goes, it's all fun
and games until someone gets larval cysts in their brain.
I'd be crazy to walk into the wilderness without learning from experts and planning ahead. The
same is true when we work on the Web. The best way to avoid fatal errors is to start with a good
map and plan. And while there's a role for the team in this process, somebody must take the
lead. There may be strength in numbers, but understanding, invention, and synthesis occur in
the individual. The term “genius design” is misleading. Nobody needs a rock star. But once in a
while, we do need a mapmaker who takes the time to survey the system, uncover hidden paths
and powerful levers, and share what they learn with the team. Sometimes the mapmaker must
endure solitude in search of discovery, but much of this work is social. Our systems are mostly
people, which means our expertise is useless without empathy. And so we study users and in-
terview stakeholders, just as Donella would advise.
Before you disturb the system in any way, watch how it behaves. If it's a piece of music or a whitewater
rapid or a fluctuation in a commodity price, study its beat. If it's a social system, watch it work. Learn its
history. Ask people who've been around a long time to tell you what has happened. xvii
As an information architect, I always begin by watching and listening, because understanding is
central to my work. Clients often don't know what's wrong. Instead of solving the symptom, I
dig for a diagnosis. Design is an intervention. In keeping with Hippocrates' wisdom, we should
“first, do no harm.” Of course, to do nothing carries risk too. So, we study and plan, but we also
build and test prototypes and MVPs.
A few years ago, I worked on a website redesign for an organization whose staff was deeply di-
vided on the subject of social media. The younger folks were gung ho. In fact, one noted “I read