Archive for the ‘Environment’ Category

The Trapped Chilean Miner Game

Thursday, August 26th, 2010

Several years ago, in a Level One improv class at I.O. West, I did a scene with Parvesh Cheena where he and I were given the situation of being trapped together in an elevator.   I immediately began McGuyvering my way out of the situation.   (”You got a paper clip?  We’ll pick the lock on that panel and…blah blah blah.”)  Big rookie mistake.  Our teacher, Sarah Gee, said to me, “If you get out of the elevator the scene’s over.  Show us who you are to one another while you’re trapped!”

TrappedMiners1This broke today over CNN. The 33 men trapped in a Chilean copper mine have begun to assume different roles that will help them survive the time, estimated to be months, it will take rescuers to drill through 2300 feet of solid rock to rescue them.  This is brilliant.  They’re designing a game to help them get out alive without going batshit crazy while they’re waiting to be rescued.  This is going to give us all a good look at how a game works, and how it informs and inspires group strategies.  One thing is already clear:  There are some good improvisers trapped in that mine.

To review, here are the elements of a game: Environment, Roles, Rules, Objective(s).

Let’s begin with the Objective.  Simple:  ‘Get out of here alive without going crazy.’  Same as most survival strategies.

The Environment of the Trapped Chilean Miner Game could not be more starkly defined:  A pool of darkness deep beneath the surface of the earth, and the rest of the world watching up above.  The contrasts between the Down Below and the Up Above are extreme, an archetype embedded deep in every human’s subconscious.  The Well, the Fallen Rubble, the Cave, the Mine–all tap deep into our unconscious, where our memories of the womb are stored.   As my friend Richard Wynn Taylor says, “It will remind us of something we’ve never seen before.”

The Roles, as stated in the CNN story, are developing.  One of the miners has become a spiritual leader.  Another an entertainer who sings Elvis songs.  Expect that all or most of the miners will eventually define roles for themselves, some as group characters (’peacekeepers,’ ’storytellers,’ ’spokespeople,’ ‘mediators’ etc. etc.)  Some of the miners will play more than one role, depending on the scene they’re in.  Eventually some of them may trade roles, taking turns speaking to the media, for example.  What’s also interesting about the roles element of the game is that all 33 men trapped in the cave will, for the duration of their rescue, abandon the roles they were playing when they went Down Below: None of them will be playing the role of a miner.  Note also that ‘trapped miner’ is not a role.  It’s a circumstance.  Your circumstance does not define your role; it’s your behavior in your circumstance that defines your role.

Expect that in the coming weeks, we’ll be hearing about the Rules of the TCMG. These Rules will be designed to create agreement and establish ground rules for the miners’ interactions.  The rules will initially address the fundamentals such as sleeping, eating, sharing resources, communicating with Up Above etc., and then get more detailed.  The rules of a game will not be designed to create sameness or repetition, but to liberate performance, by empowering players to play their roles well.  The miners cannot afford to get weary of their roles.  It will be interesting to see how many rules will be set or influenced Up Above.

Unlike a reality TV show like Jersey Shore, where editors manipulate the juxtaposition of shots to create scenes and the sequence of events to construct a narrative, the ‘live-ness’ of this scene will demand improvisation, and that means the miners will be the primary architects of their narrative.

The intense focus on this particular scene by the world media, is going to make the elements of the game highly visible.  We will be able to track how well the trapped miners are doing by how focused and productive they are in playing their game.

What’s going to hold our interest about the Chilean Miner scene will not be the drama of whether or not they make it out alive.  The objective, the ‘Will they or won’t they’ aspect of the narrative, will only carry it so far.  What will hold our interest is how the miners behave in the meantime.  How well we get to know them.  Who they are to their families, and to one another.  What kind of character traits emerge. This is true of any narrative.  If you want to hold your audience’s interest, don’t focus on how you want it to end, but on how you want it to be.

When the miners’ survival becomes imminent, their game will transform from a survival strategy to a business strategy.  To the objective of ‘Get out of here alive without going crazy,’ they will undoubtedly add, ‘Make Money.’  When the miners finally walk into the light, the game may change, but it will not end.

Buena suerte, Mineros!

ChileanMiners2

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…

GameChangers Glossary, A to G

Monday, August 23rd, 2010

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

Addition–Entering a scene in progress for the purpose of contributing immediately to the team’s performance; contributing to a scene; giving a gift

Agreement, The Agreement Principle–A principle of improvisation, characterized by players’ openness towards each other and an organization or communications network’s openness at its edge; the group consensus around a game or theme that informs a scene

Audience–Those within and outside of an organization whose reactions and opinions will determine the success of a scene or performance

Audience, External–People outside an organization or network, including customers (and potential customers), competitors, bloggers, users, fans, viewers, etc. whose reactions ultimately determine the value of a performance or narrative

Audience, Internal–People inside an organization or network, whose judgment acts as a kind of filter on scenes and narratives before they reach the External Audience

Blocking–A performance-related problem that occurs when players impede the progress of a scene by refusing the gifts offered them by their teammates

Callback–The act of recalling information that was stated by a player earlier in a scene or in a previous scene.

Cast–Players who share the same business objective; also called a Group or Team; can also refer to the employees of an entire division or organization (Disney, for example, refers to all employees as ‘cast members’)

Casting–The process of selecting players who will comprise a business team

Character–Traits that make a player unique as an individual and consistently valuable to his or her team

Close, Del–Credited as one of the originators of longform improvisation, and one of its most influential teachers, Close (1934-1999) created ‘Harold,’ probably the most-performed structure for group improv theater performances; his proteges include Bill Murray, Dan Ackroyd, John Belushi, Amy Poehler and Tina Fey; legend has it that he willed his skull to the Goodman Theater in Chicago to be used in future productions of Hamlet, in which he was to be billed as playing the role of Yorick

Coach–A person who casts a team; an objective observer and critic of a team’s performance; one who establishes game-based strategies and standards of preparation and performance in directing a team toward its objectives; manager; director

Cosmetic Communication/Meaning–The surface level of communication within a scene, primarily through spoken dialogue; data; information. (See ‘Emotional Communication/Meaning‘ and ‘Meta Communication/Meaning‘)

Crazy Town–A performance-related problem that occurs when players indulge in fantasies, magical thinking, or egoistic behavior, until the scene becomes un-moored from any actionable reality.

Denying–A form of blocking in which a player repeatedly contradicts or ignores other players, confusing the audience and fellow players; refusing to recognize another player’s reality

Edit–The action of making an entrance for the purpose of shifting the scene’s focus, or to begin a new scene; edits usually occur in concert with other players exiting the scene

Emotional Communication/Meaning–The most dynamic and meaningful level of communication in a scene. conveying its players’ passions and desires, where reactions (both positive and negative), and reinforcements/alienation are strongest

Energy–The pitch at which a player or group performs (and modulates) its performance; an umbrella term for the level of activity and intensity the audience observes in the group, and that players in the group experience in one another

Entrance–A player’s first appearance in a scene

Environment–The setting in which members of team collaborate to achieve their objective; any place where players interact; more expansively, any place where an audience experiences a brand; the overall business climate in which an organization operates, shaped by factors such as regulatory agencies, competitors, geopolitical factors and the desires, attitudes and beliefs of customers

Exit–A player’s departure from a scene

Fantasizing–A performance-related issue that occurs when players build outlandish, or wildly fictitious scenarios that do not acknowledge or act on the real world environment or the businessa; magical thinking; (see ‘Crazy Town‘ and ‘Invention‘)

Flatlining–A performance-related problem that occurs when players show no energy or life, impeding or halting a scene’s progress

Game–Rules, roles, environment and objective(s) defined; an exploration of a theme; a strategy used to achieve a business-related objective; games fall into two broad categories – productive and unproductive

GameChanger–A player who has mastered the art and practical techniques of business improvisation; a manager/coach or player with the ability to identify and support productive games and quickly change or edit unproductive ones

Gift–A move that supports the scene and the players in it; ‘giving gifts’ is one of the most powerful and effective moves a player can make

Grandstanding–A performance-related issue that occurs when a player wastes time and effort trying to contribute something ‘heroic’ to a scene; holding back for effect instead of engaging in the moment; habitually swinging for the fences or reaching for the ‘Wow Factor’; going for a home run when a single would better serve the scene

Group Mind– The tangible web of connectivity between players that achieved through a shared focus on a game and the exploration of a theme; the collective unconscious; not the same as ‘Group Think

Group Think–Rubber-stamping; going along to get along; consensus for its own sake; agreement that does not involve a game or theme; behavior that is not intended to achieve the objective, but rather to reinforce status; uncritical or unquestioning support for a political agenda, ideology or hierarchy

TO BE CONTINUED….

The Terrible, Horrible, No Good, Very Bad Game

Friday, August 6th, 2010

FROM THE HUFFINGTON POST…

In tangling with a subject that’s loco, one runs the risk of going loco oneself. It’s probably why I’ve been struggling with this post, to the point of being driven crazy by it, for a week. Here we go, this time for sure, hoping that some semblance of sanity awaits you and me on the other side of the exercise.

The ‘Wall Street Game’ is destroying the economy. The end? Okay, on the chance that it’s not, that there’s still hope for dealing successfully with the godzillagram knocking on our door, let’s, just for the torture of it, keep going…

The game played by Goldman Sachs and all the predatory satellites in its system goes beyond crooked. It’s criminal. And worse than criminal, it is a crime that can’t be prosecuted. Here’s why: The game has been designed so that it cannot be played by human beings. It can only be played by programs. In milliseconds-long synapses of electrons that can be parsed only by machines, programs perpetrate crimes with no witnesses, no fingerprints, no conscience, no heart. The humanity, and along with it, the culpability, has been bred out of these programs. They are pure, unassailable, law-unto-themselves, math. Data for data’s sake. Programs designed to interact with other programs without any of the patience, tolerance or thought that will give a human being pause.

WebOfDebt1The originators of these programs are as guilty of their crimes as Smith & Wesson are of the next murder committed with one of their handguns, which is to say they cannot be held accountable. “That’s just the way the game is played,” say the originators. Exactly. This does not mean, however, that the way the game is played is any good, or helpful to the 95% of U.S. households that, together, control as much wealth as the top 1% do. What the programmers call ‘innocence,’ and ‘what no one could have anticipated,’ and ‘God’s work,’ is actually ignorance by design. What comes across as confidence is actually just a con. On Wall Street, nobody really knows anything. The machines are in control. So don’t bother asking.

Here is a good explanation by Ellen Brown of how the Wall Street game is rigged. Brown, author of Web of Debt: The Shocking Truth About Our Money System and How We Can Break Free, does an excellent job of unmasking the mechanics of the game that swings advantage toward the casin–errr–banks. She points a finger in particular at High Frequency Trading (HFT) software (I didn’t know its code originated with the Hollywood Stock Exchange of the dotcom era. Interesting.) that gives Wall Street’s traders the ability to make money in thousandths of a second with programmed trading.

I call this game ‘Global Owning without Local Consent.’ Go Loco, for short. It’s just that crazy.

Because it relentlessly seeks victims to separate from their money like hustlers of a quantum three-card monte game, Go Loco systematically destroys the potential of money to be productive. Money is too busy changing hands and getting hustled to be put to work any other way. In this game, money talks only to itself, like a patient in an asylum.

We see the outcomes of this insanity all around: Foreclosures on every block; constant and permanent erosion in the jobs market; crippling household and national debt; crumbling infrastructure; broke education systems; a dispirited class of permanently unemployed. The game saps entrepreneurship of its passion by punishing risk-taking. It smothers human creativity with machine rationality. Because it is based on consumption, it regards sustainability as an enemy. Because it is pure data, it has no resonance as a narrative. No soul. It is a cousin to the game played by people who sit under a mountain in Utah and fly drones that blow up villages halfway around the world. Hey, it’s all just a game, right? Yes, it is. A terrible, horrible, no good, very bad one.

At GameChangers, we define a game as consisting of Rules, Roles, Environment and Objective(s). Here’s a breakdown of the Go Loco game in terms of these four elements:

Terrible Rules:
The rules of a productive game are known by all its players. This is not the case with Go Loco. Far from it. Its rules are so opaque and complex that no one holds an entire playbook. Its most significant rules are programmed like a virus (with no known antidote) to infect every significant, or anomalous, movement of money across the networks that carry financial data. The rules do not determine or care where the money is going, any more than a rattlesnake cares where a mouse is taking a kernel of corn. They are designed only to sense movement like the snake senses the mouse, then, like the snake, strike with blinding speed. The rules are machine-enabled executions of that old business bromide, “Follow the money.” With the added instruction: “And when you catch the money in an unlit alley, jack it and get some.”

Horrible Environment: Viola Spolin, the godmother of modern improvisation, said, “Act on environment, and environment will act on you.” Because the environment for the Go Loco game is ‘inside machines,’ those who ‘act on’ the game naturally begin behaving like machines themselves. The tasteless offices in which they work, the sameness banality of their attire, their fear of creative disruption, and their relentless calculating for advantage, all reflect the electronic latticework across which these players crawl like spiders on crack. Because players’ insides have a machined sameness to them, extra emphasis is placed on surface labeling, on cosmetics and appearance. How you appear becomes much more important than how you actually are, because how you actually are is so…unremarkable. All you talk about is money. Give a man a billion dollars and try talking to him about anything but the billion dollars. It can’t be done.

No Good Roles: Wall Street’s game is to business what pornography is to sex. Don’t for a second believe it has anything to do with love, or with having a relationship. It’s all about volume, baby. It’s as real as reality TV. What do we have that we can sell? How many units can we move? When the autistic boy who senses the world at different frequencies than you and me puts his hands to a machine running a program playing the game, the voice he hears will be saying, “Faster, pussycat, kill, kill!” Is it pure coincidence that Lawrence Fishburne’s daughter sold herself to the Matrix? Or did she hear the voice, too, and simply obey its instructions?

Very Bad Objectives: In improvisation, a game’s objectives are win/win. All the players benefit from the communication, learning, and transformation that result from playing. The Go Loco game is, by contrast, win/lose. Bigtime.

A lot of people will tell you winning and losing is inherent in the nature of trading, someone wins and someone loses, and the objective is to win more than you lose, and that this dynamic drives markets. There are two problems with excusing the Go Loco game for this reason: 1) It ignores the power of collaboration, which is where most of the growth potential exists in the networked business environment; and 2) in this game, the winners win so much (when’s the last time you made $28,000 in milliseconds? For doing nothing?) and the losers lose so much, the game produces extreme cycles of bubble-and-burst, of richer-and-poorer, that only promise to get more extreme, because the more the Go Loco programs eat, the hungrier they get. It is a zero sum game they play, and they will play it until the sum of all accounts not controlled by the programs is zero.

Now what? The big problem we have now is that in one breath we can find agreement that the current game is rotten, in the next breath we will be arguing over what to do about it, and as long as we’re arguing, the rottenness persists. The way to break through this dilemma is to quit worrying about what the new game should be and focus on changing the old one. One way to begin changing the old game is by changing the conversations we have:

From being about money, to being about how money is put to work.
From consumption to sustainability.
From fast food (or fast anything) to local food (or local anything).
From destination to journey.
From connecting the dots to connecting.
From owning the story to sharing the story.
From programmed to human.

Make moves that programs cannot see, with a gait that describes the glorious, inchoate lurching of love! Trust your intuition! Express what’s in your heart instead of your head for a change. Howl with your dog! Prove that it is we, and our beautiful gift of a planet, and not the programs, who are truly alive! Change the game!

Peter Arvai’s Unexpected Prezi Scene

Monday, July 26th, 2010

SCENE:   Not long ago, I attended a presentation by Peter Arvai, the co-founder and CEO of Prezi, a Flash-based app we use as often as we can as an alternative to PowerPoint.  The presentation was attended by a mix of students, young professionals and educators, maybe 40 people in all.

Arvai1_CaptionArvai’s presenation rambled all over the place.  He seemed to have no one particular point he was driving at.  Frequently, he’d turn his back to the audience, look up at his Prezi projected on a large screen, scratch his head, and navigate around the Prezi until he found the next thing he wanted to talk about. Sometimes he got a little lost as to where in the Prezi he could find what he was looking for.

On top of the seeming incoherence of his story, Arvai, as a Scandanavian by upbringing, isn’t what you’d call an animated personality type.  His voice has a pleasant, sing-songy quality, like small waves lapping at a dock on a lake. His performance style doesn’t have that build-build-build-bada-bing! quality that TV packages into bites like Nabisco packages cookies.

Afterward, outside the room, I heard people panning the presentation.  “Boring.” “You’d think he’d have it more together.”  “I can’t believe that guy’s the CEO!”

The people who were disappointed were looking for a particular form or style from Arvai, and probably looking to be entertained for an hour by a showman, a pitchman, a visionary, a clown, or a pundit.  None of that materialized, so waaaah!  They were like children who didn’t get the toys they wanted for their birthdays.

These people, I think, missed the gift Arvai gave them:  He showed himself learning! It was one of the most interesting and disarming games I’ve ever seen a CEO play in a presentation.  To show the audience how one uses Prezi, he was willing to get himself lost in it.

In a totally unforced and improvisational way, Arvai showed how putting Prezi to best use means working with themes, chipping away and shaping them to a narrative, purposefully getting lost in the material so that you can find meaning in it, as if the information you put on the Prezi screen is a stone and your narrative is a sculpture.

I thought it was brilliant.  Another thing I liked about his presentation is that it was conversational, which was good for the relatively small room we were in.  Arvai showed that ‘always-on’ doesn’t have to mean always being the center of attention.  You can be ‘always on’ if you step onto the stage as if a conversation were taking place before you got there and you’re joining it.  That way of ‘always performing’ is more genuine and easier on the life of your batteries than if you have to crank up the voltage every time you step in front of a group of people to talk about your product.

Our friend Barbara Groth, CEO of the design company, Big Buddha Baba, put something on her Facebook profile earlier today that seems to applie to Arvai’s prezi:

“Whatever it is you’re seeking won’t come in the form you’re expecting.”
— Haruki Murakami

The Customer’s Dual Roles

Wednesday, July 7th, 2010

SunMoon1It’s easy enough to see that in a selling scene, a Customer is your Audience.  You, in your role as Seller (and make no mistake about it, everyone in this world sells something) need the customer/audience to support you at the boxoffice, the gift shop, the showroom, the supermarket, the website, or anywhere else you can translate their ‘applause’ into revenue.  This has been true since studly village smithies were putting on a good show by hammering out horseshoes under the spreading chestnut tree.  A good performance gets rewarded by the audience. Selling doesn’t get any simpler than this.

It does, however, get a lot more complex, and in a hurry.  Here’s why:

In selling scenes, the customer plays two roles:  Audience and Scene Partner.  You, as a seller, co-create your selling scene with your customer as your scene partner.   He or she will then, stepping into the role of your audience, pass judgment on your performance.  Thumbs up or thumbs down?  Worth the price of admission or not?  Good collaboration or rocky relationship?  Will you generate positive word of mouth or negative reviews?  Your earnings depend on how your performance is received.

There’s no script for these scenes–at least not one your customer is going to be memorizing and reciting verbatim anytime soon.  You’re going to be improvising.  And this is a fact:  The best salespeople are the best improvisers.

Here are some ways in which good salespeople collaborate with customers on scenes that get a thumbs-up from those same customers:

They keep their scenes lively. They keep the dialogue moving along at a productive tempo.  They yes-and promptly.  They heighten by upping the tempo, the emotional pitch, or both.  They add useful information.  They perform with the awareness that a ‘dead spot’ in the scene now will be judged harshly by the customer-as-audience later.

They make their customer the hero of the scene. An improvisational salesperson is a Sherpa to the customer with some kind of allegorical mountain to climb.  The sales Sherpa has useful knowledge.  Charts a practical course to the summit.   Reads the weather.  Calculates the odds.  Comes well-equipped.  The sales Sherpa gives the gift of support, and in doing so, makes the customer look good.  The role of the sales Sherpa is not the same as playing a second-banana, a sidekick, a best friend, a wing man, a femme fatale or a fall guy.  These are Hollywood movie roles.   The sales Sherpa is exactly what the name defines: a Sherpa.  It’s a Himalayan thing.

They listen. Wow, do improvisers listen.  They hear things the casual listener doesn’t.  They remember the nuances, and use the throw-aways.  They know that the most important conversation of the day may happen on an elevator ride between the first and sixth floors before a sales presentation begins.  They listen with more than their ears.  They observe with all the senses.   And then, maybe then…they speak.   They understand that being silent and being mute are two completely different things, and that sometimes one sees more with one’s eyes closed than with them open.

They respect environment. In selling scenes, you, the seller, are usually a visiting performer in someone else’s theater.  In many ways, the ‘theater’ of a customer’s company is like any other theater.  Theaters have traditions and history that must be respected.  They are influenced by politics and patronage and star players with competing agendas.  They are invariably facing some kind of financial threat.  They are only as good as their last hit, and they have ridiculously high hopes for the next project.  They can be half-looney with romantic intrigue.  The improvisational salesperson sees and respects the arena in which the customer operates.  When performing at the Apollo, touch the Tree of Hope.  When visiting Ireland, kiss the Blarney Stone.

They build relationships. Relationships are the basis of all improvisation.  The relationships between players, between players and environment, and between players and audience, are all intertwined.  The best way to move toward a sale, to generate positive outcomes regardless of the circumstances, is to build and nurture these relationships.   Relationships will see you through the kinds of adversity, and capitalize on the opportunities, that no scripted sales program can predict or anticipate.

In selling scenes, the networked customer is a more potent player than ever.  He or she often knows as much about your product as you do.  Relationships with customers are frequently more sensitive, more fluid and more demanding than they were in the Industrial Age.  Customers use social media to converse frequently amongst themselves in scenes to which you, the seller, are not invited.  You can no longer impose your narrative on the customer, you’ve got to earn an invitation to participate in the customer’s narrative.

So be a Sherpa.  Know the mountain, and your customer will see that the climb is impossible without you.

The Power of Pull

Wednesday, June 16th, 2010

This is not a review.

This is an appreciation.

PoP_CoverJohn Hagel III, John Seely Brown, and Lang Davison’s new book, The Power of PullHow Small Moves, Smartly Made, Can Set Big Things in Motion, describes the business environments most of us are living in these days:  fluid, complex, generative, with networks, not machines, as their framework.  The book itself reflects this.  Its structure mirrors the structure of a network.  Its concepts are expressed as a matrix.  This gives the Power of Pull depth and perspective that asks quite a bit of the reader.  I had to go through the book twice to even begin to grasp its concepts and their implications to business.

The reading expands as you’re reading, as if you could stop at almost any page in the book and use it as a lens to zoom in on some aspect of business in the 21st Century.  What will it be like?  How will it change us? How can we change it? Who will prosper? What will hold us back? What’s the relationship between chaos and control? Between core and edge? It’s a lot to ponder.  This is not some fluffy recipe for feeling good about the future.  This is an important assessment of the work to be done.

The Power of Pull labels this evolution ‘The Big Shift.’  Make no mistake, The Big Shift is a life-altering change of game.  It is the tornado to Oz.  It is the jump to hyperspace.  It is the event that turns everyday turtles into Ninjas.  Prepare to be transformed by what you read.

Here’s a small sampling of the many concepts expressed the book that can make the difference between survival and prosperity in the networked era of business.

Push vs. Pull. ‘Push’ business models are (the GameChangers term for it) ‘Industrial Age’ models.  They are machine-like, hierarchical, heavily scripted, and emphasize planning over preparation. As one manager told me recently, “We are supposed to plan for every contingency, but you can’t plan for every contingency.  It’s impossible.”  ‘Pull’ models, by contrast, are dynamic, nimble, and emphasize preparation over planning.  In the Pull model, plans are designed to evolve, and deviations from the norm are seen not as failures but as opportunities to learn and grow.

Stocks vs. Flows. Push models treat knowledge as a scarce commodity.  A stock.  A ‘Push’ manager says, “I know but I can’t tell you.”  Pull models treat knowledge as an abundant resource.  A flow.  A Pull manager says, “Here’s what I know that can help solve the problem.”

Fast Learning. Push models called for standardized institutional learning.  Everyone worked off the same playbook.  In the networked world, there’s no time to transfer knowledge from edge to core, have it interpreted, codified and re-distributed to the edge as institutional dogma.  By the time the core has reacted, the opportunity to put the knowledge to use has been lost.  Because they treat knowledge as abundant and not as a scarce commodity, Pull models are free to direct flows of knowledge not just to the core, but to wherever in the enterprise there is a problem to be solved.  This is a far more efficient way for a company to apply its knowledge than the old Push model.

Small Moves. As improvisers we learn that the little things can make the biggest difference to performance, because the little things that have the ability to expand into big things, and the audience loves this.  Big things, by contrast, can only get so big as to be unmanageable, or be broken down into manageable chunks.  The small moves have manageability built into them. Networks are designed to knit together small moves into significant phenomena.  When communication is significant, markets move.   And when markets move, money gets made.

Serendipity. (I neglected to include this in the original post, and it’s important.)  Serendipity is an unforeseen positive outcome.  Because networks contain infinite potential for serendipity, it is essential to take it into account in the Pull model, as Hagel III et al certainly do.  Improvisation can influence serendipity in two ways:  First, because unforeseen positive outcomes are what improvisers intend in every scene, it invites serendipity; second, it is a process for turning the unforeseen events into positive outcomes.   Push models automatically regard what is unforeseen as negative.  Pull models (and improvisers) greet what is unforeseen as an opportunity to make something positive happen.

What JSB, Hagel III and Davison describe in The Power of Pull is a kind of magnetism.  The cover of the book shows iron filings aligning along magnetic fields.  This is my one quibble, what I’d call a slight disconnect in their narrative:  If The Power of Pull is, in fact, meant to describe magnetism, then the concept of Push can’t be discounted or discredited quite so much as the authors seem to want.  Magnetism involves both Pull and Push, attraction and repulsion.  There is a relationship between the two.  Just because we are divorcing Push to marry Pull doesn’t mean we’ll never deal with Push again.  We had kids with Push.  We built some wealth together.  As the authors themselves point out in the book, without a core there can be no meaningful edge.  Push will never be entirely out of the picture.

There is a whole new language coming into existence to describe business in the networked world.  This language invokes new rules, like the 140 characters rule; and defines new ways of collaborating, like the crowdsourcing game.   The Power of Pull freshens the lexicon by describing how and why business is changing, must change, to prosper in the new realities made possible by networks.  If, as I believe, this is magnetism we’re talking about, the work of realizing the new realities will consist in equal parts of rejecting the negative, attracting the positive, and not messing with the in-betweens.   Push, Pull or Get Out of the Way!

The Game is the Frame

Sunday, June 13th, 2010

In a conversation with John Seely Brown and Erick B this past week at a party in Westwood hosted by the Deloitte Center for the Edge, we talked about creating value at the edges of networks, where the flow of information is fiercest.  (The new book, The Power of Pull, co-written by JSB with John Hagel and Lang Davison, explores this subject in depth.  My review to follow.)

JSB asked Erick and me how social networks (Erick’s area of expertise) and improvisation (mine) create value.

I asked rhetorically in return, “Why do pictures have frames?”

The conversation continued for a minute or so and then JSB repeated, “Why do pictures have frames? That’s a good subject for an article!”

So here it is, JSB.  An improviser’s answer to the question, “Why do pictures have frames?”  (Erick B?  You got anything?  Bring it!)

Frames impose discipline. How many times have we all heard the phrase, “Think outside the box”? Scary many.  Over the past ten years, it has succeeded “paradigm shift” as the #1 business cliché.  Worse than a cliché, it’s bullshit, because it implies that a good creative process is not subject to restrictions.  That it’s totally free. Random and unfettered.  A good process, in fact, begins with restrictions.

A sculptor chooses a rock.  The rock is a frame. The sculpture is already in the rock, and it’s the artist’s job to coax it out.  The rock tells the artist what tools to use.  How much time to allocate.  How much force to apply to the coaxing process.  The nature of the rock suggests where the sculpture will eventually live.  The artist can only create within the limitations of the rock, and yet, within those limitations, there is unlimited potential to bring something delightful to life.  The artist uses the frame of the rock to test his or her own limitations to make something of value.  Our limitations are not in the rocks we choose, but in ourselves.

For improvisers, the game is the frame.  The game liberates potential because players know that everything required for a great performance is already in the game, waiting to be discovered.  In terms of business, ‘framing games’  put the emphasis where it belongs, on human potential, and not on a particular system or platform.

ArtFrame1Frames create focus. The eye knows where to go.  The geometry of the frame introduces–to both the artist and the beholder–spatial and temporal relationships.  These relationships between the art and its environment, and between elements of design within the frame, give meaning to what’s inside the frame.   Likewise, the act of framing helps define relationships within networks; and between a network and the business environment.

Frames provide context. Unless the immense amount of communication coursing through a network is given context, it tends to be read as raw data by platform- and metrics-obsessed managers.  Data is not narrative.  Data is not theme.  Data without a framing game to give it context is meaningless, like water without a container.   All it does is evaporate.   The molecules are still there, but its usefulness vanishes into thin air.

Frames invite valuation. Let’s face it, business needs numbers.  The margins must be there.  How much is the time of a employee at the edge, in steady communication with players outside the company’s network,  worth?  Framing games make valuation possible.  (Not easy.  Possible.)

In The Power of Pull, JSB, Hagel and Davison describe ‘shaping strategies’ for networked organization, which are analogous to the framing games described above.

If this has whetted your appetite for the subject of ‘why pictures have frames,’ you can deepdive into this conversation between the renowned academics, David Bordwell and Henry Jenkins, part 3 of a series about framing transmedia narratives.

Saluting Leroy Stick

Thursday, June 3rd, 2010

BPGlobalPR1Leroy Stick authors the brilliant BPGlobalPR Twitter account.  If you’re not following it, you should, because it’s another  good window on how social media acts on environment, and it’s one of the most engaging narratives you’ll find in any medium, tragic and hilarious and ultra-tuned to the zeitgeist, all at once.  It is a running commentary on what happens when a brand believes it can impose its own reality on a world that knows better.

Two days ago, Mr. Stick explained the genesis of BPGlobalPR.  Thanks to @andysternberg of Live Earth for pointing it my way.  Here’s an excerpt:

You know the best way to get the public to respect your brand?  Have a respectable brand.  Offer a great, innovative product and make responsible, ethical business decisions.  Lead the pack!  Evolve!  Don’t send hundreds of temp workers to the gulf to put on a show for the President.  Hire those workers to actually work!  Don’t dump toxic dispersant into the ocean just so the surface looks better.  Collect the oil and get it out of the water!  Don’t tell your employees that they can’t wear respirators while they work because it makes for a bad picture.  Take a picture of those employees working safely to fix the problem.  Lastly, don’t keep the press and the people trying to help you away from the disaster, open it up so people can see it and help fix it.  This isn’t just your disaster, this is a human tragedy.  Allow us to mourn so that we can stop being angry.

Not Making It Up as we Go Along

Tuesday, May 4th, 2010

Some of my favorite GameChangers are working these days in New Orleans.  As we are going to see eventually with Detroit, artists cannot resist large blank canvases, storytellers chaos, designers dead space, or musicians dead air.  The seeds of innovation are best sowed on dormant ground.  This is where we find the opportunities for new growth, for the expansions of understanding and ability.

This slide was presented as part of a seminar in New Orleans attended and photographed by our friend, Ray Nichols:GodinSlide1

I love a lot of stuff coming out of New Orleans (current bad news about the oil disaster excepted), but I don’t love this slide.  Those of us who design improvisation for business spend too much time already dispelling misconceptions about what we do, and this is the single biggest misconception, that improvisation is “making it up as you go along” a.k.a. winging it, a.k.a. flying by the seat of one’s pants, a.k.a. spewing whatever comes to mind.

In fact, improvisation is specifically not ‘making it up as you go along.’  It is contrary to the idea of making it up as you go along.  It is, rather, a process for acting on one’s environment in a substantive and productive way to generate positive unforeseen outcomes.  One’s environment is not ‘made up’ as one goes along.   It is real, just as the reality of one’s scene partners is real.  They are not making stuff up.  They are dealing with reality, just like you are.   Deal with it.

There are, in fact, many other ways to “make it up”  besides “as you go along.”  There is making it up ahead of time and trying to get followers to go along.  There is making it up after the fact and hoping history goes along.  And there’s making it up in your head, and trying to get your heart to go along.   All of these are realities that must be addressed in any business narrative.

The quote by Godin suggests a divide between planning and spontaneity, between fact and fiction, when in fact business, and life itself, is a balancing act, a continuum, between the two.  Most actions in business are calculated to a fault, and rely too heavily on planning.  (Maybe that is the point of Godin’s quote.)  The purpose, however, of applying improvisation principles to business is not to say, “Forget your planning and your calculations, ignore your research and your institutional memory, because…hey,  we’re going to make this up as we go along.”  That would be disastrous on many levels.  What improvisation says is do your planning but emphasize preparation, because every plan changes, and it’s your ability to adapt to change that will determine your success.

Business improvisation liberates the unconscious mind, but does not disconnect from an awareness of history, environment or context.  It is informed by, but not totally beholden to the numbers, the data, and the rational mind.

The essential message of improvisation is this:  Don’t make it up.  Make it real.  Then act on that reality.