We missed a kayak rental this morning because of something printed on a piece of paper in our room.
It was there. That’s the part I want to say first, because it would be easy to write this as a complaint and the complaint isn’t honest. The information was in our stateroom, in a packet, on a page, and it explained exactly what we needed to do. We had it the whole time.
We just didn’t read down that far.
Here’s the shape of it. The island is a tender port, which means the ship anchors and small boats run you ashore. You need a ticket to get on a tender. We did not know that.
We showed up when we thought we were supposed to show up, without a ticket, and it took over an hour to get across.
The page that would have told us started with general information about being in port that day. Then, about two-thirds of the way down, tucked into the middle of everything else, was the one operational instruction that actually mattered.
I asked somebody. The ship was in full frenzy trying to move a few thousand people onto boats, so the answer I got was quick and incomplete, and I didn’t know enough to ask the follow-up. He had to go ask somebody else. We crossed the ship twice and stood around a long time.
We got ashore around eleven and were back aboard by two-thirty. Sunburned, worn out, and we’d swum with stingrays. It was a good day.
The kayak was thirty dollars.
So I’ve been thinking about the page instead of the kayak.
Years ago I worked somewhere that brought in a consultancy for a very large ERP implementation. Enormous project, enormous money. Their focus was functional design documentation, and they wrote it — hundreds of hours of it, genuinely thorough, full of exactly the information people needed.
It didn’t read like anything a user would ever want to open. So we ended up building training to teach people what was already written down.
As far as I know, every one of those documents got filed and never opened again.
I’ve spent twenty years around that problem. Information being available is not the same as information being findable, and the gap between those two things is where most of the real failure happens. It never looks like failure, either. It looks like documentation. Somebody can always point at the page and say it’s right there.
It was right there this morning too.
Here’s the part I keep coming back to.
This is our seventh cruise. It’s our first with this line.
I didn’t skim that page because I’m new at this. I skimmed it because I’m not. I know how a port day works. I’ve been handed a version of that packet six times before and it has never once contained anything I needed. So my eyes did what eyes do with a document they’ve already decided is boilerplate — took the top third, confirmed nothing had changed, moved on.
Something had changed. Different line, different ticketing, one paragraph two-thirds down.
Six cruises of experience is exactly what made me not read it.
If I’d been at work, reading that same page professionally, I’d probably have caught it. I’d have marked it up, pulled the actions out, made a list.
I was on vacation and I already knew how this worked.
That’s not a failure of the document.


