Archive for the ‘Communication’ Category

Twitter Girls Un-Game

Sunday, July 31st, 2011

@davidgadarian called out the pattern on his Twitter feed this morning:  “#pleasestop I seem to be attracting a run of new followers who are young attractive and who have no profile descriptions…”  Me too.TwitterGirls1

A pattern defines a game. And while this game is more sophisticated than flat-out spamming, and probably gets a higher click-though because of it, it’s worse in a way, because it wastes the time it takes to actually see that it’s spam. I saw the same kinds of ‘Follows’ Gardarian no doubt did. The fictional females in question had reasonably believable names. They were following more than a thousand people, so it wasn’t one of the totally ‘empty’ profiles that often characterize Twitter spams. But when Yolande and Aura both have the same profile photo, you know the ‘un-game’ is on.TwitterGirls2

The tweets from these fictions had a kind of personality to them, touchpoints to popular culture.TwitterGirls6

A quick look reveals the commercial objective of selling new technology. Not that there’s anything wrong with selling technology, but to do it using fictions like these only calls the authenticity of the merchandise itself into question. Can I count on the reliability of a product when I’ve been tricked into it by a bot? Spam by any other name is still spamming. TwitterGirls4

I’d dig deeper into this to find out what agency is behind this faux cleverness, but I’ve already spent enough of my time and intelligence on it, and can only echo David Gadarian. #pleasestop! Brands who play inauthentic games like these are wasting time–their possible customers’ and their own. Deceitful narratives always come with a cost, and the biggest problem is that the deceivers have no way of knowing or controlling what that cost is going to be.

Leave it to Jobs

Thursday, July 21st, 2011

Over the past three and a half years at GameChangers, we have gone through Cirque du Soleil-like contortions  to explain improvsiation and its value to business in the Networked World.

We have defined it as “A process for producing consistently positive outcomes from unforeseen circumstances.” We call it “serendipity by design.” “A game, a theme, and an exploration.” “Collaborative problem solving.” “Acting on environment and letting environment act on you.” Listening, Learning and Transformation.” “Agility + Ability.” “Freedom within Structure.” “Creating a cosmos out of chaos.” “Openness to opportunity.” “The Big Yes-And.” “Flexible Vision.” “How Tina and Amy Got Their Grooves,” and “Not comedy.”  Among others.

Leave it to Steve Jobs, interviewed in The Pixar Story, Leslie Iwerks’ 2007 feature documentary, to phrase it with the assured elegance of an Apple design.”Unplanned collaboration” is the phrase he uses.

“We wanted a place that would encourage unplanned collaboration,” said Jobs in describing the design of Pixar’s new studio. He repeatedly cites this this as the architecture’s objective.

He didn’t connect this phrase to improvisation, per se, but it’s as good a definition as we’ve heard. Improvisation is unplanned collaboration. And even though it’s unplanned, it’s all part of the design. In the architecture of improvisation, you fully expect to run into someone unexpectedly. When you do, you are prepared to exchange information, find an agreement, and build a scene together or continue one that had begun earlier. You expect that others might jump into this scene with you, and you are prepared for anything they might add. Through this process, in thousands upon thousands of such unplanned increments, each filled with its own unique potential to be productive, you move your narrative forward.

It’s hard to imagine a better case study for the value of improvisational design than Pixar’s studio, or a better model of what it means to be a GameChanger than Steve Jobs.JobsCirque1

Jobs also said it took ten years for Pixar to make any money. We’re just going to ignore that one. Play on.

A GameChanger Visits Disney

Wednesday, July 20th, 2011

Yesterday, our friend and business partner, Jonathan Franklin, the author of 33 Men, a beautifully-observed account of the Chilean Miners dramatic 2010 rescue, and I did a one-hour presentation for 40 people at Disney Animation.

Actually, Jonathan did the presentation. He told all the stories. I designed a game that engaged the audience with the material in a way that it would not have if Jonathan had used the standard format of ‘45 minute speech + 15 minute Q&A.’

Jonathan Franklin in conversation with Disney Animation

Jonathan Franklin in conversation with Disney Animation

The game was called ‘15 Themes in 45 Minutes’. Here’s how it went:

I dumped images from the Chilean Miners’ rescue that we have permission to use (abt 90 of them) into Prezi.

Then I arranged the images by Theme. We settled on a number of themes, 15, that divided evenly into 60, because that would give structure to the hour.  (10 would have worked just as well, or 12) The Themes were ideas like, ‘Extreme Conditions,’ ‘Top Drill,’ and ‘Flexible Vision’  which I know, from knowing him and reading his  book, Jonathan can illuminate with great story after great story.

Then I added animation to the images, which is super easy to do on Prezi and showed some respect for the animators in the Disney audience. A presentation with no movement is an insult to animators.

So now we had three of the four elements of what we call the ‘ERGO’ structure for a game: Environment (Disney Animation Theater, Prezi); Roles (Storyteller, Audience, Prompter); and Objective (explore 15 themes). We still needed the ‘G’ in ERGO: Guidelines. I gave the game three:

1) Audience member can at any time request a description of an image (by calling “Caption”)

2) Audience member can, at any time ask a question (by calling “Question”)

3)  Audience member can, at any time, request a new Theme (indicated by calling “Scene”)

For most audiences, I would have added another guideline or two, to encourage editing by everyone in the Audience, not just a few people, but because these were professional storytellers, there was no need to do this.

It was an excellent experience for all of us. The game took 55 minutes to play, which left 5 minutes for a few follow-up questions.  Our time together had a much better flow, it was more of a conversation with the Audience, than if everyone had tried to save their question for a 15 min. Q&A at the end.

In exploring the 15 Themes, the conversation danced through subjects like President (of Chile) Pinera’s leadership strategy, NASA technology, the physics of hard rock drilling, Chilean culture, post-traumatic stress psychology, blow-up dolls, chocolate, tactical news leaking, the saving grace of humor, the fickle nature of celebrity and similar stories of people  trapped underground or underwater (Ace in the Hole, Jessica McClure, the Soviet Sub,  Kursk). The ideas for what to talk about belonged as much to the Audience as to Jonathan. And even though we were free to explore in all directions, we did it within the structure of the game.  We never lost track of where we were because we always knew what Theme we were in.

I made a couple of adjustments to the game while we were playing it. Initially the role of Prompter (mine) was only to explain the game structure to the audience and click through the Prezi images. Once or twice, when I felt the editing by the audience was lagging relative to the time we had left, I’d call ‘Scene’ myself.

Jonathan, his wife, and their six daughters, are in Southern California for two weeks, courtesy of Oakley, who is returning the favor Jonathan did for them when (without any kind of quid pro quo) he got Oakley to design and donate the sunglasses for Los 33 to wear and protect their eyes from the severe reaction they’d have to daylight when they were freed from mine last October.

Five of the Franklin girls–Fancisca, Kimberly, Amy, Susan and Maciel–accompanied Jonathan to Disney. Afterward, the director, John Musker (”Little Mermaid,” “Aladdin,” “Princess and the Frog”), along with Howard Green, Stephanie Morse and Kelsi Taglang of Disney, treated us to lunch in the ABC commissary and a tour of the Disney Animation studio. John drew little sketches of characters from his films for each of the girls.

A good game was had by all.

Legendary Disney Animation director John Musker draws for the Franklin girls

Legendary Disney Animation director John Musker draws for the Franklin girls

IMG_4869

What is a Theme?

Monday, July 11th, 2011

SarahLawrence2Last week GameChangers got hired to conduct a ‘thematic exploration’ of a client’s brand. Most of us, at one time or another in our educational lives, if not our working lives, have had to wrestle with themes. What are they? And, when it comes to business, what purpose do they serve?SarahLawrence6

Themes are Big Ideas. That’s part of it, but only part of it–because ideas can get too big, and, like a balloon so large it cannot be inflated, they will never find their definition, nor serve their purpose.

‘Stardom’ is a Big Idea. So is ‘Food.’ They are not themes. They are un-inflatable balloons, weighted down with so much meaning we can never get them off the ground. What makes a Big Idea buoyant? What gives it definition and gets it off the ground? Explorability.SarahLawrence5

The Big Idea must be Explorable (by at least two people at any one time). When a theme is Explorable, we can map to it. It can help guide us, and give us our bearings. At any given time, we can assess our position with regards to it. Themes, by virtue of their Explorability, suggest action. We can do something about them, through them, with them.SarahLawrence3

‘Reality Show Stardom’ is a theme. ‘Food of Love’ is a theme. (’Love of Food’ is another theme altogether.) When a Big Idea is Explorable, we can tell, and others can tell, objectively, whether we are engaged with the Big Idea or not. If we are studying dance at Sarah Lawrence, we are, in all probability, not exploring the theme of ‘Reality Show Stardom.’ It’s easy, by contrast, to imagine a hundred moves that do explore that theme. If we propose marriage over dinner, we’re sailing in the ‘Food of Love’ balloon. If we’re eating Cheerios and checking the box scores from last night’s game, we’re in a different balloon. Explorability gives Big Idea shape and definition, and carries us into new territory.SarahLawrence4

Which brings us to the business purpose of a theme:

The exploration of a Theme transports us. That, by itself, would be enough to make the exploration of a theme a valuable exercise. The buoyancy inherent in a Big Explorable Idea gives wings to our actions and adds to our sense of purpose. If a theme is strong, rather than get lost in the exploration of an idea,we have the potential to discover ourselves it it.

There’s a second big reason that Themes are important to business and brands: Themes are the glue that bind your brand to your customers. They are common ground that you explore together. Social media are the mechanisms, a garage full of vehicles, so to speak. Themes define the conceptual, physical and virtual territory you and your customers can explore together.

The narrative belongs to the customer. By exploring Themes that are authentic to your brand and relevant to your customers, you increase the probability that your product will play a meaningful role in their lives.

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

Complex vs. Simple, Cont’d

Tuesday, June 28th, 2011

Riffing on yesterday’s theme of ‘Complex vs. Simple Process,’ take a look at the COIN (Counter-Insurgency) Plan drawn up by the U.S. Military command for its Afghanistan campaign…266458_10150253355164025_717704024_7179935_4628835_o

Looks like the narrative for Prince Harry’s outfit at the Royal Wedding, doesn’t it?

Now take a look at the plan Herb Kelleher, the founder of Southwest Airlines, drew up for how Southwest was going to enter the airline business 40 years ago, in 1971…SouthwestNapkin1Looks like the design for Pippa Middleton’s outfit at the Royal Wedding. Simple. Elegant. Easy to understand. Ultimately, appreciated by all. Beneath this design, of course, was a lot of complexity–but the business problem, as Herb Kelleher saw it, was as simple as how to build a triangle.

Kelleher continued this tradition of drawing up Southwest’s year-to-year strategies on a napkin over a lunch with his key executives. This structure allowed the company’s employees to improvise solutions to every problem they encountered.

The U.S. Military command, by comparison, finds itself in the business of trying to tie a bow–or create any recognizable design for that matter–out of all those threads.

Is Your Outfit like Prince Harry’s?

Monday, June 27th, 2011

As a former drum major for the Jasper (Indiana) High School Marching Wildcats, and a former member of Notre Dame’s famed Irish Guard, I am a more-than-casual observer of ceremonial garb. Been there. Wore that. It was impossible to avoid images from the recent Brit Royal Wedding, and with my background, it was hard to ignore Prince Harry’s deal that day. There haven’t been so many knots and braids in one outfit since the Throne kept a hangman on the payroll. Check it:PrinceHarryOutfit1We are always looking for metaphors that convey the value of improvisation in business, and this is a biggie, because Prince Harry’s outfit is the exact opposite of improvisation. It is the result of centuries of scripting, hierarchical thinking and deeply coded institutional memory. And it prompts a good question: In what ways do yours and your organization’s communication practices resemble Prince Harry’s outfit? (And what are you going to do about it?)

Are your epaulets–whatever you ‘carry on your shoulders’–tied so heavily to obligations that it causes you to bend over in your carriage with eyes down instead of keeping your spine straight, and your vision up the road? Look at those braids and ropes latticed into Harry’s epaulets! They used to pay Houdini big money to escape from messes like like that.

What kind of collar do you wear? Is it stiff and tight like Harry’s ? Does it restrict your range to the ‘Voice of the Monarchy’ that His Hankness has been taught to repeat? Or is it loose and open, so that your voice can express all the colors and range of the voice of an opera star like Juan Diego Flórez?

Does your outfit sport ribbons and medals that require a degree in Heraldry to interpret? Or do you walk into scenarios unadorned, prepared to adapt to whatever best suits the situation and the problem at hand?

And speaking of hand…does your outfit give everything and everyone the white glove treatment–no dirt, and no skin except for a penny-sized patch in the fat of your palm? Or is your sense of touch free to achieve its full potential? In a digitally-mediated world, touch is a hugely appreciated experience.

If you put a lid on your outfit, do you do it in an old-school marching band style like the unfortunate Harry, who presumably had no choice in the matter? Or do you make it a lid that people might actually choose to wear themselves? Can you imagine a non-Halloween event where you’d want to wear a lid like Harry’s?

Now..in contrast with the Best Man’s outfit, take a look at what Pippa Middleton, the Maid of Honor, is wearing:HarryPippa1

Everything about Pippa’s outfit contrasts with Hank’s. It is open, subtle, simple, and elegant. For such a momentous occasion, it is surprisingly casual. Most of all, what comes through is the personality of the wearer. There’s nothing in its design to distract us from her Pippa-ness, which is downright lovely, even the tension around her mouth, which says she’s putting up with the pomp, maybe she’s even amused by it, but she’s not reveling in it.

Who’s playing a role and who is showing character?  Who is trapped in the past and who is living in the moment? Who is free to move, and who is tied down by an institution? Who’s going to look good in shoes or barefoot? Who could go for a swim without drowning? Whose attire wouldn’t damage you physically you if you slow dance together?

Improvisation results in an outfit like Pippa’s, one that best suits the occasion, and shows you in your best light.  A totally-scripted outfit like Harry’s sits around in the closet, waiting for an occasion to suit it. That’s a lot of overhead. Unless you’re His Royal Highness Prince Henry of Wales, you probably can’t carry it. And even if you can, why would you want to?

It was like this, see...

It was like this, see...

Poor Game, Rich Game

Thursday, June 23rd, 2011

WeMakePlay1This morning at breakfast, Barb Groth, founder of the ultra-good experiential design company, Big Buddha Baba, told me a story: A few years ago, a client of hers called a meeting, the purpose of which was to cut twenty thousand dollars out of a budget for a project that was nearing completion, when resources were tight. Barb got to the meeting, looked at the eight or so executives in the room and said, “Let’s end the meeting now. That’ll save, what?, ten or fifteen thousand dollars?  Then cancel the next meeting. There, we saved twenty thousand dollars.”

I love this story because it shows how what stifles our ability to solve a problem is less often about the nature or scope of the problem than it is about the quality of the problem-solving process.

Too often, we invest in poor communication practices and processes, characterized by unproductive games like ‘Eight Axes, One Budget,’ that no one enjoys playing, never mind that they are not designed to solve our particular problem in the first place. I call these poor games. ‘Poor’ because they don’t have much ‘play’ in them, either in the sense that they are a happy experience, or that they are flexible. No, they’re grim and rigid, like the dead. Their ROI is poor because the probability of getting to a solution quickly is low. Because they frequently lack focus and energy, they waste time.

GC_Objective1There are thousands of characteristics of poor games, and thousands of poor games played in business every second of every working day. ‘Reading Your PowerPoint Deck to Your Audience’ is a poor game. ‘Kissing Ass’ is almost always a poor game. The ‘Eight Axes, One Budget’ game Barb Groth walked into was a poor game. She saw it, and suggested an adjustment. That’s what gamechangers do.

All it took for her to transform the game was changing its objective–from ‘Cut $20K’ to ‘Save $20K.’ One word. A tiny shift in perspective on the problem. Suddenly, the opinionating, negotiating, status-seeking, bragging, positioning, arguing, joking, backstabbing, politicking, gossiping and justifying that plague poor games, were not getting in the way of solving the problem. The new game got played, the problem solved, in the time it takes to Rochambeau.

Barb’s gamechange freed time that could be better invested in activities with more business upside, or in personal time. Any game that lets you swap an hour of arguing about whose budget gets cut for an hour playing with your kids or helping them with their homework?  That’s a rich game.

Walking Western Avenue

Monday, June 6th, 2011

We live and work in what you’d call the northern edge of South-Central Los Angeles, in one of the city’s oldest neighborhoods, West Adams.  Western Avenue, the main north-south artery nearest us, is one of my favorite streets in Los Angeles. If you want to get a feel for this city, there’s no better way to do it than to travel the length of Western Avenue.  From the exclusive girls school up in the hills on its northern end to the hustle and flow of the ‘hood in the south, and every immigrant dream in between, Western is a ribbon of culture lining the belly of this beast of a city.

PFFlyers1I’m doing a photo essay on Western Avenue for a client of ours. In walking Western yesterday, I had all kinds of rewarding encounters. A street poet named Ron shared a poem he wrote, called Shine that was amazing; a restaurant owner grilling chicken on the sidewalk shared stories of his adventures in the real estate biz; a beauty shop owner opened the door after hours to pose for a photo; a kid showed me his python; another kid getting a tattoo showed me his cool shoes–PF Flyers, a brand I used to wear when I was a kid!; a clothing entrepreneur named Prince confided his strategy for pumping up slow sales; a dude named Noon and I had a half-hour discussion on privacy issues, the school system, the prison system, and the relations between the police and the people of South Central–all because he wouldn’t let me take his picture.

No matter how deeply we dive into virtual worlds and other dimensions of reality, walking around and having conversations with folks is still the best way to learn something you didn’t know.

As Viola Spolin said, “Act on environment, and environment will act on you.”

Quantum Narrative, Take 2

Monday, May 30th, 2011

(Note: This is a re-write of a post from January, 2010, which was a typically (for me) crappy and muddled first draft. The re-write is a contribution to an upcoming seminar on “Quantum Physics and Storytelling’ at the University of Bath, which came to my attention via the Storyhood site belonging to PhD candidate, Mike de Kreek, whose work focuses on the relationship between neighborhoods and stories.)

I.  Story

Watson and Crick

Watson and Crick

We create and share stories as a way of interpreting our experiences and making sense of the world. Stories turn chaos into cosmos. Our ’story sense’ guides us through life. Stories are the basis of community. They energize our relationships. Shape our careers. Filter our music. Impact everything from our spiritual beliefs, to the schools we attend, to the products we patronize.

It is through stories that we assign meaning to objects and events.

DNA, for example, became meaningful on a global scale in 1953, in a story told by scientist-storytellers Watson and Crick in a brand-new, double-helixed protein-based language. Before 1953, scientists knew the DNA story existed, but they didn’t have the tools to see it, the language to describe it, or the storytellers to make it mean something to the masses.

The discovery of DNA—as with any kind of breakthrough in human consciousness—poses an interesting ‘tree falls in the woods’ question. Before we tell a story about something, does it have meaning?

Was DNA ‘meaningful’ before 1953? Definitely. Had to be. Deoxyribose Nucleic Acid was doing its thing before we had the words to describe what the thing was. So if we weren’t telling stories about DNA, how was its ‘invisible meaning’ expressed?

II. Narrative

Here is my theory: Before it gets expressed as a story (and after, too) meaning resides in narratives.

A narrative is a flow of events connected to a theme.

A story is the conscious structuring of events to elicit meaning.

Before anybody ever put the letters DNA into a meaningful sequence, there was this theme, call it, ‘What Are We Made Of?’—a theme as old as the first time a mother wondered what made her babies look different from one another.  Any and all events connected to this theme comprise its narrative.

Before DNA came into being, its meaning was already present in the ‘What Are We Made Of?’ narrative.

Before 1953 and the birth of the DNA story, this potent narrative produced such meaningful artifacts as Mendel’s genetics experiments with pea plants, Shakespeare’s Hamlet, Thomas Jefferson and Sally Hemmings’ offspring, X-rays, ancient Egyptian seeds that had been placed in fermenting yeast to alter their growing traits—and the musings of every mother who ever wondered what made her babies look different from one another.

A narrative connected to a meaningful theme like ‘What Are We Made Of?’ has transformative potential.

We need this distinction between story and narrative because thanks to the internet, we have the tools to experience and the language to express meaning as never before. Things that meant something before the internet don’t mean as much now. And things that didn’t exist two years ago mean a lot today. We live an an Age of Meaning, and narratives, as the ultimate source of meaning, are ultra-important to our understanding of the networked world.

How narratives live in networks will a huge factor in how we connect and engage with one another, how we make sense of, and transform, the world in the 21st century.

III. Artifacts

In addition to stories, narratives deliver meaning in all kinds of other media—memes for example. Memes are not stories, but are important to how we connect with one another in networks. A hamster eating popcorn and a dancing baby are not stories. A rumor is not a story. A headline is not a story. A link isn’t. A tweet isn’t. A status isn’t. A sales transaction, in and of itself, isn’t. Yet these forms and many others can, like stories, hold meaning and therefore they have value. We call stories and all the other meaningful media generated by narratives ‘artifacts.’

Artifacts are memorable, shareable expressions of narratives.

The popular meme of a hamster eating popcorn is an expression of a narrative with a theme we could call ‘Loveable Pets.’ We smile at a dancing baby because it’s a quick glimpse of a narrative with the theme ‘Precocious Children.’

All narratives contain enough meaning to generate a practically limitless quantity of artifacts. What hangs in the balance is the quality of the narrative. Does it inspire or repress? Is it productive or reductive?

IV. Narratology

Our ability to store and experience narratives in networks has opened a new era in the ‘narrative sciences’–filmmaking, journalism, theater, business communication, publishing, branding, education, gaming, etc.—that mirrors what happened to the science of physics in the early part of the previous century.

‘Narratologists’ today are discovering, like Einstein’s community of physicist friends did, that stuff is connected in ways we had not previously had the ability to imagine. Networks abound with invisible and non-linear (the U.S. military calls them ‘asymmetrical’) relationships that have the potential to mushroom in a heartbeat into massive manifestations of energy with the power to create and destroy worlds.  Conceptual worlds. Virtual worlds. Physical worlds.

The distinction between story and narrative is also important because in a networked environment, it is increasingly difficult, perhaps impossible, for any one individual, organization or agency to script, and control stories and other artifacts efficiently. That is how business used to get done. When the number of communication channels were finite, ‘script-and-control’ models were optimal. This is no longer true. Your network’s appetite is bigger than what you can feed it purely in the form of scripted-and-controlled content.

Continual co-creation is essential.

V. Script-and-Control vs. Continual Co-Creation

With an infinite number of channels available to us, narratologists can put new, more flexible story strategies into play. In this environment, ‘co-creation’ models are optimal. Continual improvisation and collaboration are required. In the new narrative-focused models, the emphasis is not on authorship, but on participation. Communication is not a matter of control, but of liberation.  Only a co-creation model can generate enough meaning to satisfy a robust network’s appetite.

A big reason Walt Disney decided to give up filmmaking to focus on his new theme park in Anaheim (coincidentally right around the time of Watson and Crick’s DNA discovery in 1953) was that, unlike his films (”Snow White” had a jiggy couple of frames in it that bothered him the rest of his life), the theme park would, in Walt’s words, ‘always be in a state of becoming.’ With the opening of Disneyland, Walt Disney got into the co-creation business.  Together, Disney and the guests at his theme park explored a narrative you could call ‘The American Dream.’

Since its opening in 1953, Disneyland has hosted over 600 million visitors, and it’s safe to say that most of those guests have generated artifacts in one form or another that depict ‘the American Dream.’ It’s a Great Big Beautiful Tomorrow. It it’s a Small World after all.  It’s an actor’s life for Me!  And a pirate’s life! And a Bug’s Life!

Over the past 56 years, the content Disneyland paid for—in the form of photo shoots, television programming, cast performances, etc.—is Dwarfed by co-created content. Google lists ‘about 58,000,000’ search results for ‘Disneyland.’ How much of that do you think Disney paid to produce?

As Viola Spolin (coincidentally born in Chicago just like Walt Disney), said of improvisation, advice Disneyland and its guests have taken to heart, “Act on environment, and environment will act on you.”

How much meaning can we liberate from a narrative in the form of stories and other artifacts? is a question we should ask ourselves, in one way or another, at the beginning of every working day.

V. Characteristics of Stories and Other Artifacts

StoryBalls1They unfold in linear time, with a beginning, middle and end.

They are designed.

They are made for sharing.

They are repeatable.

They are authored.

They have texts.

They tend toward genres and formulas.

They are inhabited by a finite number of players.

They are iterative.

The provide context and structure.

They are mappable in conceptual, physical and/or virtual geography.

They are hierarchical. Characters and objects in them gravitate toward high or low status, events toward high or low importance.

They are ‘causative’ in two ways:

1)  Everything in a story happens because of something else;

2) They can cause predictable emotions and reactions.

In the sense that they are causative, artifacts are Newtonian.

VI. Characteristics of Narratives

NarrativeManifold3_bwThey have no beginning, middle or end.

They have infinite beginnings, middles and ends.

They are not bound by time, space or geography.

What is observed of them changes depending on the observer.

They can occupy two or more places in space at the same time–they happen here at the same time they’re happening across the room or the planet.

They are generative.

Themes are the ‘glue’ that hold them together.

They resemble the playing of a game by a vast number of players (think of the artifacts generated by a popular MMORPG and you get the idea) more than they do the dynamic between author and audience.

A narrative is non-causative, that is, everything is related, but how and why things relate depends on the environment and the players.

They emphasize thematic consistency over literalness.  There is no ‘right’ or ‘wrong’ way to explore a narrative.

Narratives are quantum phenomena.

VII. What’s the future of narrative?

In a complex communication environment, narrative, and the artifacts it generates, are the best way to resolve complexity, and in fact, this is what Gen Why? kids do extraordinarily well.  Their sense of narrative is unprecedented, and their personal narratives are the stars they steer their ships by.

In an interesting post on filtering, Tim Kastelle and John Steen explain that there are five kinds of filtering: Naïve, Expert, Network, Heuristic and Algorithmic, and, further group these five genres of filtering into two categories, Mechanical and Judgment-Based. That’s How we filter. Narrative is What we filter. Most people give no more thought to how they filter than Grandma gives to the air filter in her car. What they think about and act on, the way Grandma steered her Cadillac to a particular destination, is narrative.

The science around all this is still in its infancy. You can see glimmers of it in transmedia, massive multiplayer games, distributed production models, theme parks, social media, alternate reality games, activist brands, smart badges, business in China, remixes and mashups, augmented reality, micro-loans and the video of your dance in the musical, Hair.

As to what the future of narrative is, it’s a trick question, because there is no future to narrative.  Narrative happens in the Now. It is the world as we experience it in this second. This heartbeat. This breath.

The Future and the Past belong to stories. The Now belongs to narratives.

Like Disneyland, narrative is always in a state of becoming.

VIII.  Ze Zen

We are spider-like, connecting our webs and heeding their vibrations.

We are dowsers, feeling for the tug of an invisible stream.

Everything is a coincidence. This is not a coincidence.

When the story is ready, the storyteller will appear.

Cloud Noise

Wednesday, May 18th, 2011

Toby Daniels (@tobyd), co-founder of Social Media Week, passed along this video this morning. It’s hilarious, and as the title of Charna Halpern and Kim Howard Johnson’s famous book goes, there’s a lot of Truth in Comedy.

StartUpGuys1

Here’s the Truth in this scene: With the coming of the cloud, there’s going to be so much new information coming online all the time that the invitation is to stay comfortably lost in it all, rambling on about our own stuff without really listening. Ever. We’re full of it. Just like these guys. Truth.

So what are we listening for?  For the game we can play together. From a productive game will come a narrative that makes sense of it all. But only after the the game has been played.

Later, when people ask, we can look back and say, “That was our strategy.”

Meanwhile, I sort of agree with the caption on the video: ‘The best strategy is one you don’t understand.’ Funny. True.