Archive for the ‘Environment’ Category

Over Under Sideways Down

Tuesday, February 23rd, 2010

One of the characteristics of networks is their flexibility. What our communication channels looked like yesterday may not be what they look like today. This, of course, can be an asset or a liability. The net that allows us to build new relationships, discover markets and expand our potential for taking productive action is the same one that swallows channels and markets like a singularity sucking down solar systems in nanoseconds.  The global financial system, guaranteed, is right now teetering on the edge of such a debt-and-greed-spun vortex.  Call it The Bank Hole.

TheBankHole1In our crazy race to escape these kinds of vortexes, we can turn direction-blind.  We pick a course of action, or someone picks a course for us, and in our all-out effort to escape a certain fate, we go heads down as hard as we can for as long as we can in that direction, like barn-sour horses galloping toward a distant barn.  A strategy, as Umair Haque points out in his latest HBR post, can be just as bad as a locked-in direction, because it can confine or limit one’s options instead of liberating them.

What Haque advocates, and what we could not agree with more, is adopting a set of behaviors (he calls these behaviors ‘Wisdom’) that foster liberation of the ideas and the ethical actions that can deliver us from the Goldman-Sachs Singularity, and whatever else sucks.  These behaviors have no time frame, because they are timeless.  They cannot be quantified, because they are potentially limitless in number.

One of these behaviors (me, adding to Haque’s list) is to Envision.   And by that I don’t mean Ayn Rand’s old Burt Lancaster-as-One-Of-A-Kind-Genius concept of vision but what I call ‘Viola Vision’, which consists of ’seeing and sharing what we see.’  This kind of envisioning expands our horizons, and gives us infinitely more options for escaping what sucks.  So in your quest for solutions, don’t forget to:

Look over. It’s how you get perspective on a problem.

Look under. Play with the dynamic of concealment and revelation.  Respect roots.  Dig deep.

Look sideways. My friend, the animation director John Musker, talks about stories as ‘taking an unexpected left turn.’  A sideways move can shake up your narrative in a way that keeps you on your toes and your audience engaged.

Look down. Who needs help?  Some days, this the only question worth answering.

Work Your Way to the Bottom

Monday, February 15th, 2010

Thanks to our friend, Nilofer Merchant, founder of Rubicon Consulting in San Francisco and author of the insightful new book, The New How, for fanning this New York Times interview with Vineet Nayar, CEO of HCL Technologies.  HCL is a 54,000-person IT services company based outside Delhi with 2009 revenues of $2.3 billion.

Vineet Nayar Leads With Modesty

Vineet Nayar Leads With Modesty

Nayar’s ‘employees first, customer second’ philosophy aligns with a basic concept of improvisation:  Take care of yourself first.  Mick Napier hits this hard in his book, Improvise:  Scene from the Inside Out.  If you wait for the other people in your scenes to have an idea, to initiate, you’re making yourself powerless, and you leave your scene partners and the audience hanging.  And if the other person in your scene waits on you, you’re lost, and so is the audience.  Nayar’s point is the same:  HCL can only be as good to their customer/audience as its employees are to one another.  These behaviors cannot be separated.  You cannot be one way to your scene partners and another to the audience.  It is all part of the same space-time continuum.  And productive action can only begin with you.

Other quotes by Nayar that are consistent with improvisation, and my notes in italics:

“I did not know where I had to go, and I was projecting as if I knew. I assume that you expect me to know where I am going, and you will respect me for that, and the day I tell you both of us are in the same boat, we would fail. That was a very big learning for me.”  Pretending is not illusion  if it is a step on the path to being.

“If you see your job not as chief strategy officer and the guy who has all the ideas, but rather the guy who is obsessed with enabling employees to create value, I think you will succeed.”  Support, the giving of gifts, is the most powerful tool in the improviser’s repertoire.

“How do I communicate to employees to not look up to me, but to look within, to communicate that I’m one of you, to destroy that hierarchy? So I decided I’m going to go into this big gathering of employees dancing to a very famous Bollywood song. And I can’t dance for nuts, right? I was dancing in the aisles with these employees and making lots of noises. What happened? It completely destroyed the gap.”  When you want to communicate something important, use more than information to do it.

“The failures are far in excess of successes.”  Failure is not defeat if it is a step on the path to understanding.

“I don’t want people who are coming here and teaching me something or teaching the organization something. I don’t want teachers. I want people who are not only charged up because they like it, but because they will learn from this experience. I’m looking for people who see experience as a continuum and not as an end in and of itself.”  Improvisers are not teachers.  We are builders of  environments in which communication, learning and transformation can happen.

IMPORTANT FOOTNOTE!

When we tried linking to the HCL URL with Mozilla Firefox 5.0, we got this message:

HCLFail1

We noted this ‘FAIL’ in the post.  Within minutes of publishing the post, an HCL employee, Aruj Kapoor, wrote to say he was sorry they’d been down, that they’d fixed the bug and the site was restored.  And not only that, he ‘yes-anded’ by asking what specific information we were seeking when the site went down.  Aruj’s awareness of what my experience must’ve been when I hit the dead link–frustration, confusion, puzzlement–led him to offer his support to the scene I’d initiated with HCL. Be sensitive to your environment and it will tell you what you need to know. By yes-anding, Aruj converted a mistake into an opportunity to extend the dialogue between the HCL brand and me.  Nice move.  Every mistake is an opportunity to do something useful.

Quantum Narrative

Thursday, February 4th, 2010

We create and share stories as a way of understanding the world.   Our ’sense of narrative’ guides us through life.  Narratives are the basis of community.  They inform our relationships.  Characterize our business decisions.  Color our music.  They affect everything from our spiritual beliefs, to the schools we attend, to the products we patronize.CaveWallDrawing2

Storytelling is in our DNA.  You can even say our DNA is, itself, a story as old as life on the planet, told in a language first translated in 1953 by scientist-storytellers Watson and Crick.  Before 1953, scientists knew the story existed, they just didn’t understand the language in which it was told.  Watson and Crick cracked the code and the story has been unfolding ever since.WatsonCrick1

Narratives are the most powerful way we have of organizing information.  They impose structure and meaning on the chaos of communication that flows like a thousand roaring rivers into, through, and out of networks.   They connect virtual experiences to the real world.  They inspire action.  Narratives make sense of it all, and of our relationship to it all.

As you may know, brand narratives designed for the networked world cannot be scripted, they must be improvised.  Much of the work we do at GameChangers involves helping our customers become better improvisers of their narratives, and not focus as much on telling good stories as they do on living good stories.  It is much easier and more cost effective to preach what you practice than it is to practice what you preach.

Here’s a huge distinction between scripted and improvised narratives:

Scripted narratives operate under the laws of Newtonian mechanics (also called classical mechanics).  Call them Newtonian Narratives.  Improvised narratives, by comparison, operate according to the laws of quantum mechanics.

Call them Quantum Narratives.

NewtonianBalls1Here are some characteristics of a Newtonian Narrative:  It is finite, with a beginning, middle and end.  It unfolds in linear time.  It follows a formula or script.  It has a credited author.  It is inhabited by a well-defined and finite number of players.  It is rooted in physical geography.  It is platform specific (even when it is multi-platform).  It is solid, mechanical, repetitive and dependable.  It is immutable.  The book you read today will be the same book tomorrow.  It is causative, that is everything in a Newtonian Narrative happens because of something else.  Events are related to one another according to its formulas.  (”If Peyton Manning endorses it, people will buy it.”)

Another important distinction:  a Newtonian Narrative can only be conjecture before the fact and can only be true (or not) after the fact.  That is, until events have actually transpired, there is no truth to these narratives.  A book cannot be read until it has been written, , a news story cannot be reported until the ‘news’ has occurred, and all our scripts, game plans and predictions are, at best, a positive vision of what we’d like the future to hold.  None of it is our reality.  Newtonian Narratives predict the future and chronicle the past, but they are not ‘alive.’  Examples of Newtonian Narratives are: market research, feature films, sitcoms, print media, TV ad campaigns, style guides and the shopping list on your refrigerator door.

One more characteristic of the Newtonian Narrative:  It places a premium on knowledge, by defining knowledge as a have/have-not concept.  It rewards ‘knowing,’ and penalizes ‘not knowing.’   In the Newtonian Narrative, knowledge is something you earn, or pay to acquire, at which point you are said to ‘own it.’

None of this is to say that the Newtonian Narrative is necessarily bad, or undesirable.  Just like Newtonian mechanics in physics, it has its place, and that place is vital, as Toyota is learning today to its dismay, with all its recalls on defective car parts.  (Something in its process didn’t follow the script its engineers had authored.)

Networks call for a different approach to storytelling.  A quantum approach.  Understanding this difference and acting on it presents a huge opportunity for businesses and brands, and perhaps our best chance for economic growth that is both profitable and sustainable.

QuantumStructure1The Quantum Narrative redefines storytelling by ripping up and recomposing the stuff stories have been made of since the first cave dweller showed her companions how to build a fire (and got thrown out of the cave not long after by another cave dweller who claimed the secret of fire for himself).

Though it literally has existed forever, production of this kind of narrative 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.

Here are some of the characteristics of a Quantum Narrative:  It has no beginning, middle or end.  It has unlimited numbers of beginnings, middles and ends.  It is generative instead of repetitive.  It is participatory instead of authored.  There’s no traditional storyteller-audience relationship; in the Quantum Narrative, everyone is responsible for creating the story.  It does not foster consumption as much as it invites customization.  This is why participants in these brand narratives are not consumers; they are customers.  Or players.

A Quantum Narrative is not bound by time, space or geography.  As with human DNA, what happened 40,000 years ago is still present and active in the narrative today.  This kind of narrative can transpire in the blink of an eye or unfold over many millennnia.  Or both.  It happens here at the same time it’s happening across the room or the planet.  It resembles the playing of a game by an infinite number of players more than it does the telling of a story by one person to an audience in a room.

A Quantum Narrative is platform agnostic.  You cannot tie this kind of story to a technology or convention, because is designed to liberate itself from such conventions and transcend the media that deliver it.

A Quantum Narrative is present tense, which means that it does not get bogged down by history or saddled with expectations.  This is probably its most important characteristic, because it means that every single action in the narrative holds breakthrough potential.  Breakthroughs are not predicted by the narrative, they are, rather, made possible by it.  It is non-causative, that is, you cannot always know how or why things occur.  Serendipity plays an important role.

Quantum Narratives do not focus on who has knowledge and who doesn’t.  Instead, they begin with the premise that everyone (and everything!) has knowledge, and the fact that we don’t all know the same things is an advantage, not a drawback.  Quantum Narratives are designed to be shared, not owned.  They emphasize interpretation, context, and perspective over a so-called body of knowledge.

Quantum Narratives create the conditions for unexpected collaborations and syntheses of ideas.  They connect what has been scattered, make whole what would otherwise remain divided, and continually evolve.

They focus more on theme than on plot.  They assess performance in terms of consistency (thematic alignment) and inconsistency, not in terms of rightness (on message) and wrongness.  There’s only one way to be right, but there are unlimited ways to be consistent with a theme.  This, too, has huge implications.   It means that Quantum Narratives, in addition to being more adaptive, possess way more potential than Newtonian Narratives do.  It’s the difference between an atomic reaction and a stick of dynamite.

The Beautiful Game

Thursday, January 21st, 2010

SoccerGame1_BorderSports is a recurring subject for GameChangers.  How can it not be, with our work so tightly bound to the playing of games?  All you have to do is thread back through this blog to see how many times sports and their players produce a ‘learnable moment’ that can be applied to business.  Most sports provide a useful model for how structure (e.g. the rules, roles, environment and objectives that constitute the game) liberate performance, creativity and innovation.

Sports is also a recurring theme for the culture and politics of the times.  There is a lot of meta meaning bound up in sports.  For example…

Jackie Robinson’s is the story of de-segregation, and of breaking through any significant barrier in your chosen profession.

Rudy is the story of anyone who has to overcome long odds to achieve a dream.

Esther Williams‘ and Johnny Weismuller’s stories are about the marriage of sports and entertainment.

The recent film, Invictus, starring Matt Damon and Morgan Freeman, is about a visionary who sees a way to resolve a serious conflict via the playing of a game.

The Invictus theme is more or less mirrors what The Ball is all about:  Beginning this Sunday, January 24, three football (soccer for us Yanks) enthusiasts, Christian Wach, Phillip Wake and Andrew Aris, will kick a football from Battersea Park in London, the site where modern soc– er, football began in 1864, to Johannesburg, South Africa, site of this year’s World Cup, the first ever held on the African continent.  Their trip will take five months, and will run through 25 countries and 10,000 miles.

GameChangers:  On The Ball

GameChangers: On The Ball

The Ball is sponsored by DHL-Africa, Special Olympics-Africa, the Freestyle Football Federation (think of them as the Harlem Globetrotters of football), and Alive and Kicking, which distributes footballs to kids in poor villages around the world.  Alive and Kicking is donating 1,000 balls for the guys to distribute on their trip.  DHL is handling logistics, including ground transpo, express mail, visa approvals, border crossings and internet and mobile phone connectivity.  Africa 10, a documentary produced by Julian Cautherly and Will.I.Am of the Blackeyed Peas, has donated an HD camera and flash memory cards, and is co-hosting The Ball content on its website for the duration of the trip.  GameChangers is a patron, too.  Our role is to support the The Ball narrative.

At the January 24 kickoff, ‘The Beautiful Game’ will be played with ‘no rules’ (pre-1864 version of mayhem in the streets with a ball); ‘old rules’ (c. 1864 genteel and casual, if it strikes your fancy, smoke a pipe while you play); and ‘modern rules’ (the athletic, free-flowing game of today).  Following the kickoff event, Dan Magess of the Freestyle Football Federation will attempt to set a world record for ‘keepy-uppy’, keeping a football in the air without touching it with your hands.  Current record is over 23 hours.  And with that, The Ball will begin its journey to Jo-burg for the World Cup.

This will be the third and most ambitious World Cup journey for the group, which operates under a non-profit organization, Spirit of Football.   Wach and Wake kicked The Ball from London to Seoul in 2002 and London to Munich in 2006.  This is Aris’ first year with the group.

The meta story of The Ball is how a simple idea can sweep aside our differences, and lead the way toward a shared sense of purpose, and the pitch on which all can play.

Kick away, lads, kick away!SOFKickoff1

Change of Scene

Monday, January 11th, 2010
Carroll with the Life Drum Core (and a copy of GameChangers) after a USC football practice

Carroll with the Life Drum Core (and a copy of GameChangers) after a USC football practice

GameChangers do not confine themselves to one scene or one role.  Nobody knows this better than Pete Carroll. He probably could have stayed at USC until he was ready to retire. In a showbiz town, he is a star, adored by fans, and lavished with perks and money. He has done a ton of good here, too, in the form of community work through his A Better Life LA foundation. Here’s what the L.A. Times had to say about him in 2008:

Few know that about twice a month Carroll leaves his comfy digs at USC, hops in the back of a beaten Camry driven by a former gang member and heads to South L.A. neighborhoods where the snap of gunfire and the anguish of death occur with the steady regularity of a metronome.

These are not recruiting visits. He’s trying to save lives.

Most often, he arrives near midnight and walks shadowy streets with that familiar, electric strut, surrounded by little boys, grandparents, crack heads and gang toughs. He empathizes, listens, encourages, laughs. He talks about jobs and kids and marriage, about perspective and courage, about how difficult it must be to be caught in the madness of the streets.

He realizes that some might think he’s a fool, that some might say he should pay no mind to gang members. Naysayers do not stop him.

“I don’t go to judge . . . just to show that someone cares,” he said. “Just go to give people here a little hope. . . . Get folks to step back and think. Hopefully, get them to change.”

Five years ago, moved by news of murders near USC’s campus, Carroll formed a foundation called A Better LA, dedicated to ending inner-city violence. He hoped to use the self-improvement thinking he’s long leaned on in coaching to help people in poor and dangerous neighborhoods.

We play many roles in life, but always through the essential truth of who we are.   Seattle will be getting a new coach, and who knows how he’ll play the role, or how he’ll do there?  Carroll failed with the New York Jets when he coached before in the pros.  What the Seahawks can count on is getting a man who will compete hard on the field and contribute to the community in which he lives.

When things get too comfortable, a GameChanger consciously changes the game.  I don’t know Carroll’s mind, but it seems to me that a coach whose motto is “Always Compete,” needed a new challenge to keep his competitive edge.  He probably didn’t enjoy coaching against his protege, Steve Sarkisian, at Washington, to whom USC lost this year in an upset.  With his children grown, maybe the time is right for Carroll and his wife to move on.  As the writer and radio star Garrison Keillor once told me before deciding to leave Minneapolis to live in New York City for a few years, “If you do something for someone, they expect you to keep on doing it.  But a person has a right to do something else for a change.”

The Pete Carroll story will be analyzed to death, but on the meta level it’s simple.  In order to compete at the top of his game, a competitor like Pete Carroll needs a challenge.

A GameChanger does not seek success, but growth.  Success is a plateau we’ve reached.  Growth is a mountain we must climb.

Pat on the Back

Tuesday, December 29th, 2009

A VERSION OF THIS FIRST APPEARED ON THE HUFFINGTON POST WEB SITE…

I am at our local hardware store on Vermont Avenue in L.A. where I’ve recently been spending a lot of time and money on our fixer-upper, when I see one of the store’s employees give another one a pat on the back.  It makes me smile because it’s something I don’t see too often in the workplace these days: generous, a gesture of appreciation — for what, exactly, I cannot tell.   A favor returned?  Encouragement?  A conflict resolved?   Good news?   A joke?  All I can tell for sure is that it’s a connection between two people who, in that instant, are enjoying their scene.

We earn our money by learning from the Past and by being correct more often than not about the Future.  But we do our living in the Now, and nothing says Now like a pat on the back.

And yet, there’s a problem with this, at least where the workplace is concerned.   Touching is a vital element of communication, but between the computer culture and the corporate playbook, it is being systematically eliminated from the game.

To get the complete picture, I phone Martin Ett, an HR consultant with ObsessiCom Outsourcing Services, and ask him to interpret a pat on the back like the one I witnessed in the hardware store.

“It depends,”  says Ett.

“On?”

“A lot.  Was it a display of affection?  If so, was it sexual in nature?  What was the duration of the gesture?  We recommend a three-second limit on casual contact, including handshakes, conversational touching, hair or clothing adjustments, and lint-plucking.  Back-patting falls under the three-second rule.

PatontheBack1A“There’s also the nature of the contact itself to consider,” Ett went on.  “Was there rubbing involved or was the contact static?   Was it hand contact only, or was it of a hugging nature so that bodies were touching?  This is an important distinction, because hugs are becoming increasingly problematic in the workplace.  Many employers prohibit what we call ‘full frontal clutching’ while still allowing what we call ‘casual side-to-side linkage.’   We’re seeing strong anti-clutching trends across the corporate landscape.

“I’d want to talk to each of the employees separately,” Ett continues, “to determine both intention and interpretation, an ‘I-to-I Analysis,’ we call it.”

“Eye-to-Eye? I ask.  Misinterpreting.  “Is that like a 360?”

“You mean a 720?  Uh, no.  It means was there alignment between the patter’s Intention and the pattee’s Interpretation of the incident?

(Incident?)

I get where this is going but there’s no stopping him now.  I put the phone on speaker and tend to my Farmville on Facebook as Ett continues: “Did the pat make the pattee defensive or uncomfortable, or imply some kind of future obligation?  Also, what was the proximity of the parties? Was one of the parties backed into a corner, or was there space for the pattee to avoid the pat if it was unwelcome or unwarranted?”

“It happened in the hose aisle,” I say.  “It’s cramped in that store.  Space is tight.”

Hose aisle,” repeats Ett, gravely.  “That could be an issue.  Context is key.  I’d need to know more about what exactly goes on in the hose aisle.  Is one of the parties the hose manager, or is that aisle considered neutral space?  Was there actual hose involved?  Because that’s a whole new kettle of worms…

Kettle of worms? When did a pat on the back turn into a scene from a Wes Craven movie?

PatonBack2A“Also what, specifically, was ‘the back’ being patted? I’d want to know that.  Was it in the region of the upper, or Cervical, vertebrae?  If it was on the upper back it was probably okay, assuming of course, it didn’t last for longer than three seconds and no rubbing was involved.  Middle, or Thoracic vertebrae, are a gray area, especially numbers T-One through T-Four.  You find HR people very divided about this, and there are no clear guidelines, so my advice is to steer clear of the Thoracic region entirely, just to be safe.  The lower, or Lumbar region, is a definite no-no.  And a pat on the Sacrum will get you a visit from Security, no question.

“Was one of the employees the other one’s superior?” continues Ett.  “If so, the gesture could be taken as intimidation or harassment.  Was the patting public or did it happen in private?  Was this an isolated incident, or was it part of a pattern?”

“I don’t know,” I say, feeling a bit harassed myself now, for even bringing it up.  “They just seemed like a couple of guys enjoying a moment.”

“Couple of guys, eh?  We’re seeing a big increase in same-sex sexual harassment these days.”  Ett says it with the ominous satisfaction of an exterminator describing a cockroach invasion in the building where you live.

“What about giving myself a pat on the back?” I ask.  “Do you have a rule against that?”

“Are you making fun of me?” Ett replies.  “If you are, you’re barking down the wrong well, buddy.  There are rules about that.”

Next time I see them, I’ll warn the guys over at the hardware store they’re skating on some very thin skin.

The problem with rules of the game like those cited by (the fictional) Martin Ett is that they define workplace interactions in the context of the Past or the Future while minimizing the impact of the Now.   Because of this they tend to suppress rather than expand our ability to communicate in a productive, meaningful way.

In this kind of sanitized environment, we may be making our money and limiting our liability, but it has very little to do with how we’re living our lives.PatonBack3B

The Darwin-win Game

Tuesday, December 22nd, 2009

David Brooks’ piece in today’s NY Times talks about the protocol (as in software instructions) as being the most valuable asset in the Networked World economy. He writes things like:

The success of an economy depends on its ability to invent and embrace new protocols.

and

Protocols are intangible, so the traits needed to invent and absorb them are intangible, too.

and sums up with

When the economy was about stuff, economics resembled physics. When it’s about ideas, economics comes to resemble psychology.

My comment:

There is a technique for cultures to absorb new protocols. It’s called improvisation. The fundamentals of its practice were developed in the 1930s by a couple of schoolteachers in Chicago, Neva Boyd and Viola Spolin, whose objective was to create a way for children from diverse cultural backgrounds to collaborate productively (sounds like today’s economy, doesn’t it?). The underlying construct is ‘the game,’ which is defined by rules, roles, environment and objectives. The game transcends the cosmetic boundaries of language and culture to create the shared focus that is essential to progress.

Organizationally, economically, linguistically, and even biologically, it is the ability to improvise — to continuously adapt by making pragmatic and productive choices in a changing environment — that allows any culture to evolve. For the past two hundred years, no nation’s culture has been better at improvising than America’s, and more than anything else, it is our ability to improvise that is being tested today. As Charles Darwin said, “It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.”

Poster for The Origin of Species, a play with music written by Lizzie Mitchell that debuted at the 2009 Edinburgh Fringe Fest

Poster for The Origin of Species, a play with music written by Lizzie Mitchell that debuted at the 2009 Edinburgh Fringe Fest

Applied Improvisation, Part Six: Belina on Biomimicry

Sunday, November 29th, 2009

I attend a session on Improvisation and Biomimicry conducted by Belina Raffy from the U.K. As if there’s any doubt that improvisation is the most natural thing in the world, consider these points from one of Belina’s slides:

1) Nature creates freedom within structure;

2) Nature recycles everything;

3) Nature rewards cooperation;

4) Nature demands local expertise;

5) Nature curbs excesses from within.

Yet how many organizations and brands attempt to circumvent biology? The new organizational model, as we point out at GameChangers, is more biological than mechanical. Only by embracing what is natural and biological can a networked organization stay in sync and in tune with its environment. Humans, are, after all, biological organisms, and participants in the Ecosystem, Gaia, God’s Plan, The Grand Experiment, or whatever you want to call it. It is our obligation to play along. Thank you Belina!Trees1A

Context Sensitivity

Friday, November 20th, 2009

From David Brooks’ column in today’s NY Times:

…you would also have to say that Geithner, like many top members of the Obama economic team, is extremely context-sensitive. He’s less defined by any preset political doctrine than by the situation he happens to find himself in.

‘Sensitivity to one’s situation’ is a quality you find in any good improviser. Dogma (e.g. “political doctrine”) by contrast, doesn’t do much to move a scene forward; instead, it usually results in one of two less-than-desirable outcomes:  1)  a groupthink decision by people who let their dogma do their talking; or 2) the scene bogs down in a circular debate about how to move the scene forward.

The only thing that will move a scene forward is moving the scene forward.  You can’t talk about it.  You can’t write a prescription for it.  You just have to do it.

Woody Allen once said, “Ninety percent of life is just showing up.”  Woody was 55.55% right.  Fifty percent of life is showing up.  The other fifty percent is what you do when you get there.  And the only way to know what to do when you get there is to be sensitive to the context of your scene.

Mr. Context Sensitive

Mr. Context Sensitive

Applied Improvisation, Part One: Nurturing Spirit

Wednesday, November 18th, 2009

Last weekend, I attended the Applied Improvisation Network’s yearly conference, which was held outside Portland, at stately Edgefield Manor.   Edgefield Manor, for the first 50 years of its existence, used to be what was called a ‘Poor Farm,’ where indigent people could work on the land and get a hand finding a pathway back into society.

The more things change the more they don’t stay the same. The homeless shelters of today are, by and large, pacifiers. They feed, clothe and shelter poor folks, but they do not usually nurture them in the way that working the land on a Poor Farm would.

It seems, however, that the spirit of nurturing still courses through Edgefield, especially when there are improvisers in the house. You will never encounter a more supportive crowd than the people attending this conference.

And the name Edgefield, I mean, come on, it’s perfect!  Can you think of a better way of describing the market niche occupied by applied improvisation?   We used to live in Outer Edgefield, but now it’s Edgefield, and I think that suits most of us just fine.  Who wants to live in Centerfield anyway?  Not me.  Never have.  Never will.

My own workshop, Improvisation for Business in the Networked World, went well, and offered lots of opportunity for follow-ups, but the many gifts that came my way during the conference far outweighed anything I had to offer.  The posts that follow describe a few of those gifts…

A workshop at the AIN Conference

A workshop at the AIN Conference