Expand Your Mind by Being Wrong

The academic, process-driven, and pseudo-scientific nature of Information Architecture sometimes leads practitioners to a religious belief in proposed solutions. Although a rigorous process may lead to a set of solutions, the danger with the apparent certainty of the solutions lies in closing the door to new possibilities that exist beyond the equation. Luckily, the discipline of Information Architecture includes validation phases for conceptual frameworks, design patterns, and interactions. Validation phases of User-Centered-Design methodology give practitioners license to conduct a fair amount of exploration when developing ideas and information design.

1. A good idea can come from anywhere - Information Architects are often bombarded by tactical direction from various internal and external project team members. It can be difficult to accept ideas from various team members due to their seemingly irrelevant subject-matter-expertise and role on the team. However, it is a mistake to refuse an idea solely based on the role of the individual offering the advice. Focus on the idea, not the source of the idea. For example, a Visual Designer may have a solution to a layout challenge without having been exposed to any user research (although it is recommended that the IA provide this summary to the Designer). Be sure to consider the Designer's innate sense of balance, layout, and feel for the page. Evaluate the Designer's direction by assessing its' impact to the page's information prioritization.

2. Ideas can be improved by adding additional "creative" brains -
Crowd sourcing uses the collective brain power of a large number of individuals to generate ideas about a topic or challenge. Sometimes, the sheer number of brains focused on a single problem can generate surprising and wonderful results. Consider polling or surveying an entire Creative team with a specific challenge to access a wide-range of solutions based on each individual's unique talents and perspectives.

3. Be casual and embrace questions -
Adopt a casual attitude towards solutions that have been generated as a result of User Centered Design process. Often, a set of solutions presented convincingly as a result of a methodology can be so persuasive that a team accepts them without question. If there are no team member questions that challenge solutions, make sure to generate a comprehensive set of questions related to the Concept or Design.

4. Consider the emotional impact of a Design - Information Design can be guided by logic and precision but still not drive adoption with end-users. The Design framework constructed as a result of research insights can sometimes lead to overly complex and mundane information design. Visual Design adds the necessary drama that inspires emotional responses from users. Don't minimize the importance of the emotional element of Design in inspiring users to action.

5. Be Wrong - Emotional attachment to opinions, decisions, and Design direction is dangerous. When a Designer is emotionally invested in a solution, he/she may feel hurt when someone else's solution is chosen. "Being right" may become more important than "being open" to other perspectives. More is learned from exposure to new and unexpected ideas then religiously defending long-held beliefs. "Be wrong" occasionally, and follow another person's direction all the way through to Usability Testing. Better yet, mock-up both approaches and validate which concept is more likely to drive adoption.