Tag: Richard Saul Wurman

30
Mar

The Karl Weick Question

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GK VanPatter’s new LinkedIn blog post addresses this often asked question: How does 21st century SenseMaking practice differ from Karl Weick’s SenseMaking?

“Many of our clients and readers know Weick’s work well. Often the question behind the question is: How does that literature, that theory, those constructions fit with what we do at Humantific?

Widely recognized as an important American organizational psychologist and theorist, Karl E. Weick is among the pioneers of the contemporary SenseMaking movement. The author of several important books including SenseMaking in Organizations, his work connects across numerous knowledge communities of practice.

While acknowledging and appreciating Karl Weick, we think it is important to recognize that his work represents only one of several avenues that lead into what is now 21st century SenseMaking. Weick’s avenue is one that happens to have a particular texture, tone, and focus. Other avenues with different textures and tones also exist.

To place Weick in perspective we appreciate this cross-community picture:”

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See entire post on LinkedIn here:

29
Apr

Data Visualization as Innovation Fuel

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Contributing recently to the Markets for Good blog, Humantific CoFounder GK VanPatter wrote Data Visualization Meets CoCreation.

In this brief paper GK suggests to the philathropic community, taking advantage of what leading business organizations have already learned: that innovation involves equal amounts of challenge framing, idea-making and decision-making. Improving decision-making is not in itself, a formula for enabling cross-disciplinary innovation.

GK suggests moving beyond just data visualization and decision-making to utilize sense-making visualizations as fuel for cocreated innovation. In the organizations that Humantific works with sense-making visualizations are already playing key roles in every phase of the change-making process from the early fuzzy situation stages through to ideation and implementation.Continue Reading..

05
Jun

ReAppreciating Richard Saul Wurman

Starving for Understanding?

Required historical background reading for anyone joining Humantific is Richard Saul Wurman’s Information Anxiety, published in this first edition in 1989. Years later Richard did a refresh and republished the book as Information Anxiety 2. The later version is easier to find than the original book. Either is recommended if you want to better understand the remarkable time-warp story of how the Understanding Business, the Explaining Business, the SenseMaking Business actually preceded, by decades, the Big Data business.

Of course, all of the technology-related references inside Information Anxiety are now dated, but Richard’s central message remains even more relevant today than when it first appeared. Forget all the Big Data buzz for a moment. It was 20+ years ago that Richard began expressing concern about “the black hole between data and knowledge” and “the widening gap between what we understand and what we think we should understand”. It is rather amazing to consider Information Anxiety in the timeline of technology history. It was in 1989 that the world-wide-web began appearing in public and Apple introduced its Mac SE/30 and the Mac 11ci, running at 25 MHz with an 80 megabyte hard drive!Continue Reading..

27
Oct

Information Design: Not For Sale

Many people have responded to Amy Balliett ‘s article on The Do’s And Don’ts Of Infographic Design, including Nathan Yau’s rebuttal. You will find many comments about why her points don’t make much sense, and why we all believe she needs to learn more about information design basics (I mean, do you understand the chart above, which she uses as an example of good infographics?). Rather than continue on specifics about the actual infographics, I’d like to elaborate on the deep personal disappointment I felt when I read Balliet’s Do’s and Don’ts.

When I departed the working world to attend graduate school, I did so seeking something that brought more meaning to my work than commercial graphic design and communication could offer (I will add marketing and advertising to this category). It was a long and confusing journey that ultimately changed my life: in discussing my graduate thesis with my professor, Ramone Muñoz, I learned of Richard Wurman’s writing and work. I had found information design.

The specific article I read many years ago from Richard Wurman was a Design Journal publication called “Hats.” I devoured it. I had finally found what I had been looking for: substance, essence, a search for the truth, a focus on people. In short, information design was a logical side to design that helped people in their everyday lives, and in their everyday search for understanding. I found my ‘home’.

So when I read Amy Balliett ‘s article after many years of living and breathing information design, I was filled with sadness. At a time when information design in its varied forms is more commonplace than ever and is being recognized as an important aspect of  changemaking, she has taken a huge step backwards and stripped out everything good about information design thinking, replacing it instead with marketing fluff — pure visual appeal, distortion of content, and flat-out disregard for people in favor of profit. She recasts information design as all the things I was running from (Sell, Sell, Sell), in a public forum for all to hear — and worse yet — to replicate.

Information design principles should not be rewritten by relative newcomers who show no awareness or appreciation of the field’s long history. Let’s remember and learn from the true legacy of some of the great information design pioneers:

Otto Neurath, who developed Isotype as a universal language that would unite people and bring literacy to the illiterate

Jacques Bertin, who created graphical frameworks to improve understanding and visualizations of statistics

Richard Wurman, whose passion to make information easily understandable spurred a generation of “information architects”

Edward Tufte, whose valuable lessons from history demonstrate the art and science of making clear thinking visible

These people were out to help change the world, not sell another box of cornflakes or drive traffic to websites!

Thank you to the editors of Smashing Magazine for making the rebuttal possible. It is encouraging to see Nathan Yau advocate the real best practices of information design and data visualization: focus on content and tell a clear story that will engage readers. However, there are many more voices and insights yet unrecognized in this conversation. Information design contains many practicing professionals with deep knowledge.

Let’s elevate the conversation, please.

07
Jan

Wurman Speaks at SenseMaker Dialogs

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Pioneering SenseMaker, Richard Saul Wurman will speak at SenseMaker Dialogs in New York on February 16, 2010!

Official online registration will open soon.

Sponsors: Humantific & Parsons, School of Design Strategies.

Moderator: Elizabeth Pastor.

Location: Parsons, The New School for Design in Manhattan.

Date: February 16, 20010

Time: 6:30 pm to 8:30 pm

Tickets: $12.

SPACE IN PARSONS AUDITORIUM IS LIMITED!

To get on early registration list: email programs (at) humantific (dot) com

What is SenseMaker Dialogs?

SenseMaker Dialogs is a speaker series launched in 2009 focused on the rapidly changing hybrid activity of SenseMaking in the 21st century.

Organized by Humantific in collaboration with Parsons, School of Design Strategies in New York SenseMaker Dialogs celebrates and shares views into the revolutionary wave in sensemaking that is underway in our increasingly complicated world.

Leading SenseMakers today are already involved in much more than data and information visualization. SenseMakers have become integral to many forms of change making occurring around the world.

The boundaries of what sensemaking is and what sensemakers do is in a state of rapid transformation like never before. SenseMaker Dialogs will explore these shifts.

Each talk features two thought leaders engaged in exploring the boundaries of sensemaking.

Join SenseMaker Dialogs on Facebook.

Questions? Send email to: programs (at) humantific (dot) com

19
Feb

SenseMaking / The Karl Weick Question

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Hello Humantific readers. As long standing SenseMaking for ChangeMaking practitioners we are often asked this question: How does 21st century SenseMaking practice differ from Karl Weick’s SenseMaking?

Many of our clients and readers know Weick’s work well. Often the question behind the question is: How does that literature, that theory, those constructions fit with what we do at Humantific?

Widely recognized as an important American organizational psychologist and theorist, Karl E. Weick is among the pioneers of the contemporary SenseMaking movement. The author of several important books including SenseMaking in Organizations, his work connects across numerous knowledge communities of practice.

While acknowledging and appreciating Karl Weick, we think it is important to recognize that his work represents only one of several avenues that lead into what is now 21st century SenseMaking. Weick’s avenue is one that happens to have a particular texture, tone, and focus. Other avenues with different textures and tones also exist.

To place Weick in perspective we appreciate this cross-community picture:

In 1989 Richard Saul Wurman published Information Anxiety pointing out “the tsunami of data and information” already crashing on our collective shores and the need to gear up to better digest and make sense of that tsunami.

Six years later in a parallel universe Karl E. Weick published his landmark SenseMaking in Organizations.

Unfortunately, Karl did not know of Richard. The information SenseMaking consciousness and professional precisions that Wurman wrote about in 1989 are completely absent from Weick’s 1995 perspective as is any deeper information architecture/design historical recognition. Of course, it is not so unusual, even today to see one knowledge community not being aware of work going on in another community.

Weick’s work never-the-less contains many insight gems – and for those studying the broad subject of SenseMaking, I would highly recommend reading his many still relevant perspectives. Wurman’s classic, updated Information Anxiety 2 remains required reading at Humantific. In the years since those two books were published interest in SenseMaking has continued to rise, and rise and rise.

Writing in SenseMaking in Organizations in 1995, Weick’s view as an organizational scholar is not exactly aligned with what we do in everyday SenseMaking consulting practice, but there is nothing particularly contradictory there. Today, what SenseMaking has already become significantly extends the pioneering perspectives of Wurman and Weick that were, in themselves, built on the shoulders of many others who came before them. (See Note “Others” below.)

Here are five reasons why 21st century SenseMaking practice differs from Weick’s SenseMaking.

1. More Than Organizations 

Weick was/is focused at the altitude of organizations. As an organizational psychologist writing in 1995, he viewed organizations as complex learning systems. He often referred to organizations being equivalent to level eight on Kenneth Boulding’s (1956) nine level Scale of System Complexity. As important as this altitude view is in the community it is only part of where SenseMaking is focused today. At an even broader altitude, Societal SenseMakers are interested in the application of SenseMaking in less structured society, where different mechanisms come into play. Today both altitudes are extremely activated.

2. More Than Emergence 

Weick saw organizations as “interpretation systems” focused internally and externally. In Weick’s SenseMaking picture, internal organizational actors engage in collective SenseMaking, primarily through discussion, and without any specialized tools or knowledge. As an observer of organizational interpretation, Weick paints a picture of 200% emergence, 100% on the process side and 100% on the content side in a continuous cycle.

The notion of professional SenseMakers – as specialized intermediary enabling actors – does not appear in Weick’s SenseMaking picture. Today SenseMaking is not only a naturally occurring organizational or societal function that everyone participates in, it is also one being addressed by a significant, growing, and rapidly changing industry of professional enablers of organized SenseMaking – sometimes called “Distributed SenseMaking”.

In 21st century organizational and societal contexts where change is now constant, there is not always time for the machinations of 200% emergence. In many organizations, 200% emergence represents the existing conditions that organizational leaders seek to overcome and improve upon. The function of professional SenseMaking in general is to provide frameworks or scaffolds that serve as cognitive accelerators. Unless they intend to conduct an academic study, what organizational leaders are most often seeking are the tools and methods of enabling sensemaking acceleration. While not appearing in Weick’s work, many tools, frameworks and SenseMaking acceleration models now exist in practice. The insights and ideas being generated might be 100% emergent but for professional SenseMakers much has already been learned and the process is not 100% emergent in every application.

3. More Than Words

Weick saw dialogue primarily as words, so was not focused on visualization as an enabler and accelerator of SenseMaking. His work was not about exploring how visualization enhances SenseMaking. In his later 2005 writings, Weick sought to make SenseMaking more action-oriented, but still described it as “turning circumstances into a situation that is comprehended explicitly in words.” To Visual SenseMakers today, this orientation and omission contradicts his stated SenseMaking intentions. A key aspect of SenseMaking today is the deliberate construction of balance between words and visuals in recognition of the diverse manner in which humans digest information. This is a large part of what professional SenseMakers operating in organizations are actively engaged in. Not present in Weick’s work, knowledge of how to create that balance is now foundational to all forms of Visual SenseMaking practice.

4. More Than Data

In Weick’s organizational SenseMaking universe, “Operational researchers and other staff personnel perform computations on environmental data and weigh alternatives before proceeding.” Today, making sense of data is only one part of SenseMaking. Those involved in transformation/changemaking by design have already moved beyond data visualization and are enabling collective SenseMaking of the complex challenge/opportunity space, the human activities in the space, the abstract ideas in the space, etc – not just the data or information in that arena.

In the context of an increasingly complex world, SenseMaking has been broadened, repurposed, and reframed to better sync with the activities already underway in transformation practice. This represents significant change for those involved in next generation design practice, transformation practice – whatever you want to call that.

Part of the challenge in studying Weick is that in his writing on the subject of SenseMaking he did not walk the walk as Wurman did. Much of Weick’s writing is jargon-filled, academic, and somewhat impenetrable. Weick was primarily focused on his own scholarly academic tribal audience.

In addition, Weick’s writing on the subject rarely contained visualization. For every 2000 words, you might see one small visual model. The protocols that he was writing to were those of academia, not of diverse cognition.

In contrast, Wurman was interested in directing his insights at the general public. His explanations signaled knowledge of cognitive balancing. Missing from Weick’s work, today this kind of awareness is considered in practice to be part of Visual SenseMaking 101.

5. More Than Learning 

Weick was/is more attuned to organizational learning as a form of action and less oriented towards design, transformation, problem solving or changemaking modes and methods. His three-part process of Scanning, (Data Collection), Interpretation (Data Given Meaning), and Learning (Action Taken) maps primarily to the front-end of transformation process. He makes no methodical connection to the remainder of the transformation cycle. Today SenseMakers with deep innovation methods knowledge are more directly placing SenseMaking in a ChangeMaking methodological context.

Connections are being made not just between interpretation and learning, but between understanding, directly informing ChangeMaking as a form of enlightened deliberate action. Today savy organizations are working on making more robust connections between ongoing SenseMaking and ongoing ChangeMaking. This is Level 10 SenseMaking connected directly to a sharable ChangeMaking cocreation process.

Theoretical Foundations / Forward Motions

Today SenseMaking sits at the intersections of multiple realms of knowledge, underpinned by numerous interconnected theoretical foundations that one can certainly study including: information theory, learning theory, organizational development theory, organizational psychology, knowledge creation theory, cognitive theory, communication theory, systems theory, emergence theory, complexity theory, chaos theory, design theory, innovation theory, social network theory, problem solving theory, anticipatory science theory, futurology & foresight theory, behavioral change theory, transformation by design, etc.

In spite of the zillions of related theories, a lot of great thinking, and considerable research, there is not one solid, encompassing theoretical foundation for what SenseMaking is becoming. Needless to say, we are, at Humantific, interested in participating in the reformulation of what SenseMaking is evolving into. Like so many other realms of knowledge, we recognize SenseMaking as a pattern, a knowledge arena in forward motion.

If you look closely underneath the Design Thinking revolution, we believe you will find that it primarily involves the scaling up of SenseMaking. Inward and outward directed human-centered research has all become part of SenseMaking. For some of us, the scaling up of SenseMaking is the revolution within the Design Thinking and ChangeMaking revolutions.

In 2011 The Institute of the Future in California identified SenseMaking among Future Work Skills 2020. Since then many other organizations have taken interest and have begun capacity building in one form or another. In the global marketplace there continues to be significant interest in onboarding Future Work Skills 2020.

For all the natural born SenseMakers out there, and those who strive to become involved, this is all good news! At Humantific we are delighted to be part of the ever evolving Visual SenseMaking community.

Big thanks to Karl Weick and Richard Wurman for their many contributions.

Hope this is helpful.

End.

Note to Readers: Other Visual SenseMakers

Those studying this subject might be interested to note that Visual SenseMaking in the context of organizations and societies has a very long history.

Fifty or so years prior to the Wurman and Weick publications referenced above numerous societal SenseMaking works were published by Otto Neurath & Isotype, circa 1937-1945. Isotype created an entire SenseMaking visual language toolkit that remains influential still today.

Twenty eight years earlier Willard C. Brinton published Graphic Methods for Presenting Facts in 1917.

Many 19th Century Atlases contained Societal SenseMaking in the form of hand drawn diagrams.

One hundred thirty years prior to Graphic Methods for Presenting Facts, and two hundred+ years prior to Wurman and Weick, William Playfair published the landmark Commercial and Political Atlas in 1786.

Related:

Humantific: Isotype Building Bridges
Humantific: The Inclusion Factor: Isotype
Humantific: Before During and After Isotype