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“As an information architect, framing is a vital part of my work, but it’s not what organizations ask me to do. For example, the National Cancer Institute hired me to fix the usability of their website by reorganizing its navigation. The goal was to reduce the number of clicks from the home page to content. But I soon discovered a bigger problem. Most folks searching for answers about specific types of cancer never reached cancer.gov due to poor findability via Google. I only saw this problem because I knew how to solve it. I explained to my client that by aligning the information architecture with search engine optimization, we could improve usability and findability. Together, we were able to reframe the goals. The site went on to win awards and rise to the top of the American Customer Satisfaction Index.”
― Peter Morville, Planning for Everything: The Design of Paths and Goals

“So before working to design the thing right, we must first be sure we’re designing the right thing. This calls for a process of diverging and converging twice. The “Double Diamond” asks us to discover many possible paths and goals before we define the problem and craft the plan; and then to develop and test prototypes before deciding upon and delivering the solution.[ 45] Figure 1-8. The Double Diamond. At the heart of design is our ability to model the world as it is and as it might be. This is powerful. A sketch or prototype can spark insights and change minds. Goals and vision may shift in a “now that I see it” moment. In recent years, business has begun to adapt these practices to strategy and planning under the aegis of Design Thinking. Post-its and prototypes engage our brains, bodies, colleagues, customers, and ecosystems in distributed cognition. Design helps us solve wicked problems by exploring paths and goals. And it works for individuals and teams, not just big business. In short, design is a great fit for planning, and its practices are the inspiration for this book.”
― Peter Morville, Planning for Everything: The Design of Paths and Goals

“In our pursuit of happiness, we heed the timeless words of management guru Peter Drucker who told us “if you can’t measure it, you can’t manage it.” We define key performance indicators (KPIs) and objectives and key results (OKRs) for business. And we use wearable sensors to track steps, calories, insulin levels, and the heart rates of individuals. The numbers keep us so busy, we fail to realize Drucker would never have said those words. The quote is also attributed to W. Edwards Deming, but what he really said is “it is wrong to suppose that if you can’t measure it, you can’t manage it –a costly myth.”[”
― Peter Morville, Planning for Everything: The Design of Paths and Goals

“I imagined a labyrinth of labyrinths, of one sinuous spreading labyrinth that would encompass the past and the future and in some way involve the stars.” –Jorge Luis Borges”
― Peter Morville, Planning for Everything: The Design of Paths and Goals