Archive for the ‘Branding’ Category

The Flickinger Factor

Tuesday, May 17th, 2011

FlickFactor1Once upon a time, I met Clem Flickinger, 93 years old, who was the same age as his neighbor, Walt Disney, when they were boys growing up in Marcelline, Missouri. Clem told me that when they were six years old, Walt had an idea for the two of them to stage a circus in the basement of Walt’s house. “The only act we had was Walt’s mom’s cat, which Walt could get to sit on a stool,” Clem said. “The only customer was me. Walt charged me a dime, which was the only money I had. When Walt’s mom found out that he had taken my dime, she made him give it back to me.”

This was the stuff on which an empire was built.

The empire wasn’t predicated on the making of money. Young Walt quite literally did not make a dime. There was a transaction. Money changed hands. But the lasting value, what remained after the dime had been added and subtracted, was elsewhere.

The value was in the creation of a memorable experience, resulting in a story that was still wonderful in Clem Flickinger’s telling almost 90 years later.

The value was in working with animals, and making them characters in your narrative.

The value was in getting your friend and neighbor to play along.

The value was in using the material you had available to you. Cat+ Basement+Stool=Circus!

The value was in gaining the entrepreneurial resolve to hang onto the next dime that came your way.

The value was in getting your family involved.

[Walt was the male runt of the Disney litter, nine years younger than the next oldest boy, Roy, and 12 or 14 years younger than the oldest boys, Herb and Ray. On a family farm like theirs, a six-year-old was practically a non-entity. No doubt Walt's circus got him some attention at the supper table that night, even if it was getting his no-nonsense dad, Elias, riled up again, like earlier that summer when Walt had talked his little sister, Ruthie, into helping him paint a city skyline on the side of the Disney farmhouse with roofing tar, which had earned Walt a righteous spanking.]

There was value in breaking a routine that got you no attention.

Around the same time I met Clem, I listened to a set of rare tapes in the Disney Studio archives, recorded in the mid 1950s, of Walt giving an oral history of the studio. A ghost-writer recorded him as research for book to be called My Dad Walt Disney, which would be serialized in LOOK Magazine under the byline of Walt’s 12-year-old daughter, Diane. In those recordings, Walt had a charming way of tracking his studio’s financial fortunes. As he listed the films the studio had made, he’d say [for example], “Well now, let’s see, Dumbo cost us one [million], and it made one and a half. Bambi cost us one and a half and it made two, so we made a half. Make Mine Music cost us one, but it only made a half, so we lost money on that one.”

Sitting atop an empire worth millions, and soon, with the launch of Disneyland in 1955, about to be worth a lot more, there was still a lot of value in a single digit.

Irving Ludwig, the distribution mastermind from New York, who had triggered the 1960s boxoffice revival of Fantasia (which had been a flop when first released in 1940), and had later moved to Burbank to run Disney’s distribution arm, Buena Vista, once told me that his boss, Roy Disney, paid generous rebates worth millions of dollars to the exhibitors who profited from the Fantasia revival, because, as Roy explained it, “they stuck with us when the studio wasn’t doing as well as it is today.” The value of loyalty, and the relationship with their business partners was worth more to the Disneys than a financial windfall that was, contractually, theirs to collect.

It’s not that the money doesn’t matter. It does. But it’s just a footnote to the creation of lasting value. When you understand what builds and sustains the business, it can be okay, or even good for the business, to ‘give back the dime.’

I call this difference between the value of the transaction and the value of the experience the Flickinger Factor. It is the Flickinger Factor, and not the money, that is ultimate measure of your achievement. Your narrative. Your brand. Your legacy in the world.

So what are you doing today that might be making people smile 90 years from now?

Ngrams

Wednesday, January 5th, 2011

Google Labs, ever exploring the syntax and context of language, offers an algorithm it calls NGram, which maps the frequency of words or phrases in books published from 1800 to the present.   I Ngrammed a few words to see what kind of trajectory the app would plot.  Here are some of the results:

‘Happiness’ seems to have peaked in 1820.  The next few years will determine whether it’s making a comeback, or continuing its downward trend.  Relative to the results of other queries, this is a smooth curve, which suggests that we can only see the change in frequency over long periods of time.  We don’t notice that ‘happiness’ is less frequent from one year to the next, but it is.NGram_Happiness

You can also plot multiple comma-separated words or phrases on an Ngram.  In this graph, we see that ‘good’ (blue line) fluctuates over time, while ‘evil’ (red line) is constant.  This suggests that if ‘good’ and ‘evil’ were investments (which in a way they are) good has more upside, while evil offers a low but predictable yield over time.Ngram_GoodEvil

But then there’s this:  ‘Virtue’ is the blue line; ‘Vice’ is the red.  No doubt about what sells.Ngram_VirtueVice

‘Improvisation’ shows a steady upward curve, with spikes up and down in the last 7 years.  Based on the 200-year trajectory, we are due for an even bigger upward spike in the near future.  Let’s ride that wave!GoogleNgram_Improvisation2

Here’s the Ngram link. Play with it!  NGrams are useful for observing how ideas fluctuate over time in terms of their significance and meaning.  When expressing your brand’s narrative, it is wiser to invest in trajectories than it is to take positions.  What’s trending today on Twitter is a position.  The events that led to the trend are its trajectory.

The Oakley Coda

Thursday, December 16th, 2010

Back in October, when the 33 Chilean miners emerge from the mine where they have been trapped for 69 days, they are all wearing Oakley sunglasses.  Every journalist covering their emergence comments on it.   Every photo of every rescued miner–and how many impressions is that worldwide?  Billions? Trillions? Chillions?—shows them wearing their Oakleys.  I’ve been following the narrative for a while, and long after the rescue has ended happily, I am still curious how those sunglasses got on those 33 billboards faces for all the world to see.LosMineros_Oakleys

Three weeks ago, I contact a friend, Kurt Kochman, who used to work at Oakley (he’s now the Web Customer Experience Manager for Skechers) who puts me in touch with an executive at Oakley, who puts me in touch with a PR person from Oakley named Diane, who puts me in touch with journalist in Chile named Jonathan Franklin, who Diane says, “Knows the story better than we do.” Hmm. A non-Oakley person who knows the Oakley story better than Oakley does? This is my kind of branding. No wonder I wear Oakleys.

Jonathan Franklin

Jonathan Franklin

The Chilean miners, it turns out, come out of that mine wearing Oakleys because Jonathan Franklin works his way through school in the 1980s by selling sunglasses.  There’s a lot more to it than that, of course, but that is how the thread begins. “I’ve always been a fanatic for sunglasses,” says Franklin when we speak on Skype this week. “When I was in college [at Brown University], I made my living selling sunglasses.  I had a company called All I Wear. We had ten or twelve students covering campuses up and down the East Coast. I’ve also been a street vendor of sunglasses.  Good ones. Vuarnets. Ray Bans. Oakley wasn’t on my radar yet.”

Here is what happens between Jonathan Franklin’s college years and the rescue in Chile that results in the miners wearing Oakleys:

2) Twelve years ago, Franklin moves to Chile where he works as a correspondent for The Guardian. He also freelances all over the Americas for publications like GQ, Esquire and Playboy. He embraces the Chilean culture, loves it there, gets married there, begins raising a family there.

3)  In 2003, five years after the move to Chile, while covering a story in North Carolina for GQ about the World SWAT Championships, meets Erik Poston, a sales rep for Oakley. He and Poston bond over their mutual interest in sunglasses technology. “He took time off from whatever he was doing to talk about the optics in sunglasses,” says Franklin. “Oakleys are great in the deserts or the mountains.”

(We call this mutual interest, or agreement, ‘finding the game.’  It is game that will pay off for its players seven years later.)

4)  When he arrives on the scene of the August mine accident in Copiapo, 800 km east of Santiago where he lives, Franklin is the only print journalist given a ‘rescue pass, which means he has full access to the rescue site, and regular conversations with the miners. His pass designates his job on the rescue site as ‘Writer.’

5) A few weeks after the miners get discovered still alive, Franklin sits in on a meeting at which the subject is the design of the rescue vessel [The Phoenix].  “Talk about improvisation,” he says, “there’s never been anything like this. At one point, they said they’d need sunglasses for the guys. They just kind of skipped right over it, said they’d get safety glasses or something.  They had so many things to think about that they just skipped right over the glasses.  I raised my hand and said, ‘Excuse me, I am only a journalist, and I don’t mean to be butting in, but why don’t you get the guys some Oakleys or some real sunglasses?  And they said we don’t care about that.  And I said how about if I’m in charge of sunglasses?  So they said okay, fine, one less thing for us to worry about, you’re in charge of sunglasses.”

(This is classic ‘yes-anding’ by Franklin.  Yes-anding can move a scene in an unexpectedly productive direction.  It can also, as it does here, transform a trivial detail into something important and valuable.  These little twists are the stuff great stories are made of.)

6) “God knows why, but I had saved the guy from Oakley’s business card. So I write him a letter.   I said I’m a journalist, I’m not going to make a penny off this, but if you get me the glasses, I’ll get them to the miners.”

7) Oakley responds immediately. They ask for specs. The Chilean Navy, which is tending to the miners’ health, sends the specs. Anatomical, so that debris and dirt won’t get in. And dark. 1oo% UV and UVB ratings. Research scientists at Oakley go back and forth with the Navy a few times until they get the best lenses on the most appropriate frames. They ship 35 customized pairs to the Copiapo mine.

The glasses arrive at the last minute. A Navy doctor sends them down the rescue chute. When they come back up, they are on smiling faces surrounded by more smiling faces, and the rest…is eyewear history.

IMG_0523“The Chileans were very grateful,” says Franklin. “The miners, before they were released, were very grateful.  And it was good for everyone.  I know Oakley has gotten criticized for exploiting the situation, but the CEO of Oakley, who sent me the glasses, had totally forgotten about it.  He was watching the rescue on TV, and the first miner pops up and he’s wearing Oakleys, and the CEO says to his wife, ‘How about that, he’s wearing our glasses!’  And the second miner pops up, and he’s wearing Oakleys, and the CEO said, ‘Oh, yeah, that’s right, we sent them some of our glasses!’  He’d totally forgotten about it.”

Lots to be learned from the Oakley Coda:

If you add something productive to every situation you’re in, outcomes take care of themselves.

Subject matter expertise is a good point of connection.

Minor roles in one scene can become major roles in the next scene.

Don’t persuade, participate. The best way to influence the game is by playing it.

Give gifts to your scene partners. Your expertise can be a gift.

Be sensitive to context. If you join a scene in progress, have a good reason why.

Meaningful connections have a long shelf life. This is relevant to network economies, where meaningful connections can be ‘parked’ indefinitely, until a scene calls for them.

Narrative trumps nationality.

Do the good thing in the moment, and the better thing will happen down the line.

Damn, I can’t think of them all! There’s a lot! Find something for yourself in this story and put it in play. Good things will happen as a result. There is a science to serendipity.

You cannot script a story like this. You cannot bake it into your media plan. You cannot buy it, for any price. No one at Oakley could have caused it to happen. If they had tried to achieve the same outcome on their own, it would have come across as rank exploitation. They would’ve never penetrated the inner circle at Copiapo. Instead, they had a conversation. Way back when, they planted a seed. When conditions were right, that seed grew and blossomed into something beautiful, something money could not buy—an incredible narrative.

If you’d like to soak up more of the Chilean miners’ story, you’ll want to pick up the book Jonathan Franklin is writing. It comes out February, 2011.

Scott Avidon offers $25,000 for a job lead

Tuesday, November 16th, 2010

ScottAvidon1

This came across the Huffington Post yesterday.  I love Scott Avidon’s approach to a job search.  It is generous and ingenious.  It reminds me of our friend Erick Brownstein’s cousin, Alec, who got a job as an art director in NYC by buying the names of all big agency Creative Directors as Google keywords, so that when they Googled their own names, his C.V. was in the top five results.

In his ‘brand narrative,’ Avidon does a good job of communicating on the meta level, and he speaks well on the emotional level, too.  The images he uses on his job search blog are pure meta, not the least of which is the fact that his own image is balanced with the other five.  It suggests a balanced life.  But not TOO balanced.  Avidon, an industrial designer by training, has laid out the page so that the images and the program description near the bottom are justified left while the rest of the content on the page is centered.  It doesn’t matter whether this is Avidon’s conscious design or an accident, it’s brilliant,  because it uses the meta meaning in design to communicate the INCOMPLETENESS of the narrative.  Something’s missing.  Something we, in the audience, naturally want to fill.  We are coded as human beings to strive for completeness, and the incompleteness on Avidon’s page gets us leaning forward, into his narrative, as a result.

As a systems thinker, Avidon has plugged, somehow, into the HuffPost network in order to expand his narrative in a quantum way that is of his doing, but is now, by his design, out of his control.  His work now consists of channeling the chaos that ensues.  This is good narrative science, and conjures up something that cannot be present in a flat resume.  Energy, vitality, generosity, creativity, dimensional thinking.

Compare Avignon’s narrative to a typical job query or resume, which is primarily cosmetic: information, facts, history, data points, objectives. There’s no comparison.

Employers today are looking to invest in personal narratives, in trajectories, and in generative, ‘Yes-And’ thinking.  Companies hire individuals who can make good moves when faced by unforeseen circumstances.  Who share their own success with their team.  Who can be engines of newness and positive change.  That you’re knowledgeable at what you do is just table stakes that can get in the game, maybe.  Whether or not you can change the game in your favor is what really counts

I hear Oblong Industries is hiring.  They need Scott Avidon on their team.

Gaga Got Game

Tuesday, November 9th, 2010

Gaga2GagaYoutTube1The former Stefani Joanne Angelina Germanotta seemingly arrived on the scene fully formed as Lady Gaga and ever since girl found her game, she has played her heart out.  Music bloggers and critics compare her to Madonna, or call her Cher-esque.  Tabloids warn Christina and Mariah that there’s a fresh queen of pop on the block.  Elton John annoints her his new goddess.

And yet none of these analyses, nor all of them in the entirety, do justice to the gamechanging quality of Lady Gaga’s appeal, and the attraction she has for her fans, whom she has dubbed The Little Monsters.  Calling her the next Oprah would be closer to the mark, because she’s on her way, if she’s not there already, toward becoming a cultural phenomenon the likes of which her generation has not yet seen.

Here’s why:  Better than perhaps any pop culture persona of our time, she understands that her narrative belongs to her audience.  Instead of giving the Little Monsters an iconic persona they can imitate–as popstars like Madonna, the Beatles and Elvis did–Lady Gaga gives her fans a window to their own identities. Her repertoire is so dense with meta meaning, she evolves so persistently–getting on a plane playing one role, for instance, and getting off the plane playing another role–that her narrative is always fresh, she is continually being reborn before our eyes.

Fluent in the universal languages of spirituality, music, fashion, design, choreography, makeup, theater, fame, humor, honesty, hard work, sisterhood, branding, myth, equality, and improvisation, she speaks through all of them, often through many of them simultaneously, to connect with her  her audience.  What she says to them through these many languages always boils down to this:  “Look at me and find yourself.”

This is why the University of South Carolina teaches a course entitled Lady Gaga and the Sociology of Fame. It is why senior citizens, hotel workers, Russians, college students and young people all find her captivating.  We are all Little Monsters in search of ourselves.

Brands and organizations can learn a lot from Gaga:

Be true to your essential character, and you can play a thousand roles authentically.  Choose big themes and explore those themes energetically.  Express yourself in all kinds of languages, the more the better.   Always keep your narrative moving and evolving.  Don’t try to define what you are supposed to mean to your customers.  Instead, shimmer with meaning, just like Gaga, and let your customers know that in your brand they will discover some new part of themselves.

Social Media Week Diary

Monday, September 27th, 2010

IMG_0178From beginning to end, Social Media Week in Los Angeles (with corresponding events in Bogota, Buenos Aires, Milan and Mexico City) was a  productive game, consisting of 95 events in all, of which I attended or facilitated eight.  Toby Daniels, the Founder and Exec Director of Social Media Week, Erick Brownstein, the L.A. producer, Ben Scheim and the Crowdcentric team, along with Meebo, L.A. Weekly and the other title sponsors, know what they’re doing and it showed.

The week’s events demonstrated again and again that what happens in social media doesn’t stay in social media.  Interactions in the social sphere have the potential to turn into valuable real world interactions:  business and personal relationships; jobs; art; activism; entertainment; awakening; health; transactions; fandom; travel; renewable energy; good food and drink; style; and let’s not forget money.  We’re in this to make the economics work, because if the economics don’t work, no one works.

To that end, there was an urgency to the presentations.  If social media is to drive economic growth, how will it happen?  That’s the question underlining every event I attended or heard about.  We pooled a lot of good answers, too, lots of ways that social media can generate ROI.IMG_0282

SMW week showed us that a movement need not begin massively.  Small groups can connect to large networks.  Local action sparks the mass movement, global networks can inform local cultures.  In the social sphere, flow is more important than stock, a trajectory is more indicative of potential than a position, and a community is a better audience than a demographic.

Here are some of my impressions from week:

—>On opening night, at Inner City Arts, a couple of blocks from Skid Row in downtown Los Angeles, Sir Ken Robinson simplifies the complex problems of sustaining  a healthy planet, and throws down the gauntlet to the crowd.  Even though he’s already a knight and everything, he wants us to go out and slay dragons!  He makes it sound like a noble quest, so sure, why not?

We don’t really have a choice, do we? As Sir Ken points out, the population of the earth is on a hockey stick, and it’s going to put such stress on the planet’s resources that, unless we can change the way we live and act toward one another, we are in for a bad ride.  The scarcer the resource, the bigger the war?  How’s that sound, for starters?  If we get ourselves into wars that last 10+ years when petroleum supplies are at their current levels, what kind of wars do we think are we going to get into when supplies have passed their peak? If we cling to the current business models, we are literally talking about endless war.  In fact, we may already be talking about endless war if the Pentagon gets it way.  There are currently over 700 military bases around the world.  No one in the military will project the U.S. getting out of there before 2016.  That is a 16-year war, ladies and gentlemen, costing trillions a year–that we know about. It’s military follies like these that, historically, bring nations to their knees.

—->Also on Opening Night, Dave Stewart of Eurythmics fame performs with two beautiful women, one a violin virtuoso, one a chanteuse with a stunning voice.  They are amazing together, really, especially the part where  Stewart and the violinist improvise a song.  When the singer joins them, they begin performing Eurythmics hits, and the thought strikes me, “That man is going to spend the rest of his career looking for a replacement for Annie Lennox, and he’s never going to find her.”

—->Meebo, Semantic Foundry and CrowdCentric host an event at the Pacific Design Center on Social Media and User Experience.  (It kills me to miss Rob Reed and Jonathan Taplin’s session on Geo-Location, but those guys are here in L.A., and this event is hosted by a crew from NYC, so I choose the scarcer resource.)  I’m stunned at how deserted the Design Center is at 2 PM on a Tuesday.  It has never been one of those places crawing with pedestrians, most of its showrooms being by-appointment only, but even by those standards, it’s a ghost town.  It’s telling that the only signs of life in the belly of the Big Blue Whale, as far as I can tell, is coming from the 150 or so folks attending the SMW event.  It must mean something.

The presentations on user experience are good and smart, and a breakout session changes the dynamic just enough to hold most of the audience for three hours.  The art of designing user experiences has come a long way since the mid-90s, when no one knew what an ‘information architect’ was.  I like how UX designers are tying the customer experience to narratives.  We’re still not doing such a great job of defining what those narratives are, but we are at least recognizing that narrative is what connects buyers to brands, organizes complex datasets, and generates the trust that binds citizens to community.That recognition is, in itself, huge.

—->On Wednesday, I conduct the first of what will be three GameChangers workshops for SMW. This one is entitled ‘The Revolution Will Be Improvised—Brand Narratives in the Networked World.’ 30 people from all walks of life participate–from MBA students to a Malibu beach girl with a transmedia project funded with Brazilian money, to the V.P. of digital for Deutsch Advertising.  As always, we have a lot of fun, and everyone learns something.

—->On Thursday morning, I give a one-hour presentation entitled ‘Communication Trifecta’ at the Institute for Multimedia Literacy at USC, in which we focus on ‘three levels of meaning’ – Cosmetic, Emotional, Meta.Several people in the audience indicate that they’ve had improv training, so at the end of the talk, I call on one of them, and the two of us perform an exercise I call ‘the Geico Game,’ which turns out great, because she is so good. Always nice to end a scene energetically.IMG_0350

—->That afternoon, I conduct a three-hour GameChangers workshop focused on science communication for students and faculty at USC’s Viterbi School of Engineering. The class is part of a graduate seminar in science journalism taught by the renowned science journalist, KC Cole, at whose invitation I am here. It is a continuation of a program initated by Alan Alda, who joins us on Skype for the last 30 minutes of the workshop.  During the workshop, we play two Biomimicry games suggested to me by my friend, Belina Raffy, of Imprology in the U.K. It is the first time I have coached these particular games.  I could have done a better job of explaining them, but they work.

Over Skype, Alda and I talk shop for a few minutes which is awesome, because he is one of the original legends of the improv community. At the same time, I am a little self-conscious, because the class is just sitting there, listening to him ask me questions like, “Did you do any contact work?” “How did you create the focus that got them outside their heads?” “Did you find that ego was getting in their way?”

A few people step in front of the camera and do short presentations for Alda. One of the biomimicry games, played by six grad students, has resulted in a silly design for an imaginary animal. Alda points out that what I thought was a shortcoming of their design, its ‘silliness,’ indicates that the group has collaborated freely, unconstrained by the ‘rational’ judgments of the left brain, and compliments them on it.  In pointing this out, Alda himself demonstrates one of the principles of improvisation—there’s opportunity in everything, even in what we might at first perceive as silly or inconsequential.  IMG_0354

—->Thursday evening at The Cimarron Group, a high end entertainment marketing agency….a ‘Fanthropology’ workshop for movie studio and music company marketing execs. I consulted with Cimarron’s social media team on this, but have no responsibilities for presenting it, and we’re there early, so Rick Shaughnessy, who flew in from Chicago for the week, and I sit in the Cimarron Bar, which is an old set from Melrose Place, and talk shop. The event itself is very well produced. Henry Jenkins, the famed author of Convergence Culture, is the featured panelist and Kevin Winston of Digital LA is the moderator. Within the space of an hour, the panel offers dozens of data points that are relevant to any brand looking to create and manage fan communities.IMG_0379

—->Friday…the Closing Night Party at The Room nightclub in Hollywood. Members of the SMW planning committee, the sponsors, and worldwide producers are all here. I’m especially happy to see smiles on the faces of Erick Brownstein of The New Agency, and the members of his L.A. team, including Dawn Sinko and Wendy Walz, who did such incredible work to pull together the week’s 95 events.   We all take a collective breath. Social media is a pebble dropped into the water, and we are all optimistic about where the ripples can carry us.

—->[CODA] On Saturday, Lee Fox, the energetic founder of KooDooz, a cause-related application for kids, hosts an event at the Santa Monica Library, about dealing with all the plastic in the ecosphere. There’s more than you want to know. I thought there was one gyre, as the massive island of floating trash in the Northern Pacific is called. Turns out there are three, each of them larger than the state of Texas. Lee screens the excellent documentary Bag It, a story told by a funny and personable guy named Jeb Barrier, who decides to take a closer look at the plastics industry after he gets some personal news about his family. I meet Ian Moise, the founder and CEO of Reuse Connection, and make a mental note to introduce him to my friend Deb Maher in D.C., where Ian is based, to tell him about Deb’s plan for turning recycled plastic into shipping pallets to replace the wooden ones that predominate today.

I take a picture of a kid wearing a costume made of plastic bottletops, which we learn in Bag It cannot be recycled, and often end up killing the sea animals who eat them. The kid gets it. We cannot deal with the challenges we face as problems to be overcome. They are too big, too overwhelming. In fact, in Bag It, one environmentalist says of the gyres, “There’s nothing we can do about them.” No, the only way to deal with the problem is for all of us to emulate the kid in the bottletop costume–to see a problem as art that has not yet been created, as a story that has not yet been told.IMG_0423

Social Media Week – Los Angeles

Thursday, September 16th, 2010

SMW3I’m producing, or helping with, four GameChangers events next week as part of Social Media Week in Los Angeles:

1) A two hour GameChangers workshop, ‘The Revolution Will Be Improvised:  Brand Narratives in the Networked World,’ at KCET television studios.  This will be a quick introduction into the fundamentals of improvisation for business communication, and an exploration of how, to be effective, brands must be prepared to improvise their narratives in the social media space.

2) A workshop billed as ‘Communication Trifecta:  Levels of Meaning in Presentations’ at the Institute for Multimedia Literacy.  This will be for students at USC who are learning to use new media tools and platforms to help them ‘get their show on the road,’ as my dad used to say.  We’re going to focus on how to give good presentations.  (Hint:  It’s not the presentation, it’s the presenter.)

3) A science communication workshop based on biomimicry–using processes found in nature to produce sustainable designs and business strategies–at the Viterbi School of Engineering at USC.  The workshop continues a program begun by the actor Alan Alda and science journalist K.C. Cole to help scientists improve their communication skills.  Cole, who was mentored by (and has written a book about) Frank Oppenheimer, creator of the Exploratorium in San Francisco, will be co-facilitating with me.  Alda will be viewing segments of the workshop via teleconference from Stony Brook U. in New York.

4)  A program on fan culture hosted by the Cimarron Group that will be moderated by the legendary Henry Jenkins of M.I.T. and USC, who’s like a Professor of Fanthropology.  The program will look at the ways that fan culture affects the marketing of motion pictures.

Only the GameChangers workshop at KCET is open to the public. If you’re in Los Angeles  next week, please plan to attend.  The biomimicry workshop will be streamed live online (follow @socialmediaweek on Twitter for the video link.)   You’ll also want to check out the full schedule of events for Social Media Week. There’s something in it for everyone.  And a lot of it will be streamed live.  You can track it via @socialmediaweek on Twitter, and on the Facebook page and lots of other channels, too.  The new networks have thousands of channels, dontcha know.

Ultimately, all human discourse is social media.  The fact that we have new platforms for doing it doesn’t guarantee we’re going to be any good at it.  For organizations and individuals alike, getting good at social media means getting good at human skills like listening, finding agreement, and synthesizing different points of view into a brand new whole.  That takes improvisation.  And that is why GameChangers is so committed to Social Media Week.  Social media platforms are the stages, and every stage needs its play.

Social Media Week in Los Angeles is being produced by Erick Brownstein and The New Agency.   The event began last year as the brainchild of Toby Daniels and his company, Crowdcentric, in New York City.

JetBlue Scene

Monday, August 30th, 2010

Jeremy Redleaf, one of the new physicists of the narrative form and the creator of this brilliant siteOJN1initated the scene when he sent me this emailJBJeremy1

about this JetBlue adJetBlue1

which is anchored by copy that saysJBJeremy2In my role of Commentor On All Things About Improvisation in Business, I responded to Jeremy’s email with this GameChangers postJBGameChangers1in which i point out that ‘the first rule of improv’ if there even is such a thing, which itself is debatable, is not to say ‘yes’ but to say ‘yes and.’   ‘Yes’ is a state of mind.  ‘Yes and’ is action.  The most fertile ground in the world is useless until it’s planted.  ‘Yes’ is the ground.  ‘And’ is the seed.  My blog post inspired Jeremy…JBJeremy2C

Posi-ffiti!  Yes!  I love threads like this.  As usual, I’d tweeted a link to my blog post. I decided to yes-and Jeremy by calling JetBlue’s attention to its error with a Tweet.  I was able to Google their CMO, Marty St. George and find his Twitter account.  JBTweet2To Marty’s credit, he tweeted back within 15 mins.  This already puts @martysg and JetBlue way ahead of most CMOs in brand narrative game.  It also tells me that this is one vigilant, sensitive cat.  Dude’s running it like Ochocincomartysg1

here @martysg commits the improvisation error of denying.  He does this by being vague–what does “if you said ‘no quotation marks’ I might be with you” mean, anyway?–and acting as if I’d accused him of misquoting ‘John’, and seems to be saying that the mistake is not theirs, but mine, for calling them out on the wrong thing.  I responded by suggesting the ‘Posi-ffiti’ gameJBTweet3

and further suggested how to initiate the game…JBTweet11

@martysg blocks the game… martysg2By acting as if I’d said something I hadn’t–that ‘The Posi-ffiti Game’ would have to be played without ‘John’s’ permission–Marty kills the scene.  This was probably his intention.  He also implies that quoting people without their permission is MY style.  In one statement, he refuses my gift and pimps my character.  Nice.  This is classic old school management style, a familiar corporate game I call, “Parry and Thrust.”  It’s played  by stalling, and staying non-committal (”Hm…if….I might…”) and then landing a knockout blow (”Do something unethical?  Not us.  YOU maybe.  Not us.”)

Look, everybody understands that a CMO like @martysg will not alter an ad campaign because some nitpicker tweets him about the word ‘and’ in an ad.  Like I said, he gets credit for being open enough to have the conversation in the first place.  This is more responsiveness from a tweet than you’d get from 90% of all the CMOs in the world.  It is, however, short of the kind of action a person would get from an improvisational brand like Southwest Airlines.  Furthermore, what happened when @martysg did respond is precisely the point of my blog post.  The conversation didn’t go anywhere because Marty St. George ‘yessed’ and he did not ‘and.’

How might Marty have yes-anded?  Anyone who’s gone through a GameChangers workshop can give you a dozen games that would be more productive than ‘Parry and Thrust.’

The good news coming out of this exchange is that all is not lost.  Jeremy Redleaf has a new job description for OddJobNation: “Posi-ffiti Artist.”

To an improviser, Lost is just the first step on the way to Found.

Just Say Yes And

Friday, August 27th, 2010

Our friend, Jeremy Redleaf, founder and star of the brilliant website, OddJobNation, sent us a photo he took on what looks like a New York City subway train, with the question, “Has Jet Blue been GameChanged?”JetBlue1

Umm.  No.  It has not.  Here’s why:  There’s a mistake in the ad copy.  The first rule of improv is not saying ‘Yes’…it’s saying ‘Yes and.‘  ‘Yes’ is only half a conversation, an agreement without an addition.  The word ‘and’ holds the power, because it merges the realities of two players into a new reality that can be shared by both.

When two players ‘Yes and’ one another, they’re not expressing different versions of reality, competing viewpoints, or two different versions of the truth…they’re co-creating a new reality.  This is why ‘Yes and’ is such a powerful statement and ‘Yes’ gives away power without generating any of its own.

While we support any move in the direction of improvisation as a professional practice–as this Jet Blue ad seems to want to do–it’s maddening when some ad copywriter misstates the practice like this does.

‘Yes’ without ‘and’ ???

To an improviser, it’s like Macaroni without Cheese.

Like Woody without Buzz.

Like Yin without Yang.

And, unfortunately for the people who spent the money for this ad, it’s like a Jet without Blue.

Walt Disney used to call it ‘plussing.’  Don’t just agree with me.  Tell me something I don’t know.  Add useful information.  Give gifts.  Move the scene forward.

John S., are you listening?

GameChangers Glossary, H to N

Tuesday, August 24th, 2010

Adapted from GameChangers–Improvisation for Business in the Networked World, by Mike Bonifer:

Heighten–To build emotional involvement and energy in a scene

Improv–See ‘Improvisation

Improvisation–spontaneous communication designed to generate positive outcomes from unforeseen circumstances; interpersonal and group communication that is instinctive and informed by experience, knowledge, serendipity and respect for environment; improv, as performed in theaters, such as with improv comedy; a conversation with the community; the pedagogy, philosophy and process defined by Viola Spolin in her 1963 book, Improvisation for the Theater; a games-based methodology for generating communication, learning and transformation

Initiation–The first meaningful words or lines spoken during a scene; in this case, ‘meaningful’ refers to anything that directly involves the group’s progress toward achieving the scene’s objective(s).

Interrogation–A performance-related issue, often arising in interviews or employee reviews, that arises when one player only asks questions and never acts on the information revealed by the answers;

Invention–A performance-related issue that occurs when players work with speculative or subjective information instead of the reality of the scene.

Invocation–An exercise that lets players examine a subject from the third-person (”It is”), second-person (”You are”) and first-person (”I am”) perspectives in order to identify themes for a performance.

Issue–Any performance-related problem which can be remedied by better execution of GameChangers business communication techniques.

Judging–A performance-related problem that occurs when a player subjectively assesses a scene while the scene is taking place.

Justifying–A performance-related problem that occurs when a player self-consciously explains his or her (or their team’s) actions in a scene, especially when the behavior does not align with the GameChangers principles.

Liminal–relating to the threshold of perception that players break through by participating in a game; relates to perceptions of one’s own abilities and to what one’s perceptions of what is generally possible; transcending the status quo

Meta Communication/Meaning–A symbolic or allegorical representation of ideas and concerns that exist on a societal, cultural or archetypal scale; the symbolic representation of a macro trend, widely held belief, or aspect of the human condition; (See ‘Cosmetic Communication/Meaning‘ and ‘Emotional Communication/Meaning‘)

Monologue–A speech given by a single player in a scene; a speech shared amongst multiple players in the course of a scene or presentation.

Narrative–A flow of thematically-connected events that can be related after the fact as a story; organizational memory and vision of the future that inform scenes performed in the present; a purposeful alignment of ideas and events, such as for a brand.

Negativity–Traits, ideologies and behaviors that halt a scene’s progress through skepticism and a disagreeable inclination to oppose, deny and/or resist the ideas or involvement of other players; pessimism; the antithesis of the attitude required for productive collaborations.

Network–The communications matrix of an organization, brand or individual; those who are connected by a communications matrix or belong to an organization; defined by John Seely Brown, John Hagel et al as consisting of ‘core’ and ‘edge’

Networked World–The highly communicative, internet-supported global stage on which business gets conducted

Objective–The desired outcome of a scene; the stated purpose of playing a game; the business goal of a scene; one of the four elements that comprise a Game

Opening–An ‘overture’ prior to a scene or series of scenes in which a player or a group develops the themes for an upcoming performance; usually triggered by Suggestions From the Audience

Organization–The manifestation of a business or brand to its audience; the operational structure of a business or brand; a company or group with a shared mission and business objectives (see ‘Network‘)

TO BE CONTINUED…