Archive for the ‘Environment’ Category

Quili

Tuesday, February 1st, 2011

I was thrilled last Wednesday to have lunch with Phillip Spolin, nephew of Viola Spolin, the godmother of modern improvisation.  Phillip had some kind of two-pronged plastic thing in the breast pocket of his jacket, and throughout our meal, I’d steal glances at it, wondering what it was.  A pair of glasses?  A couple of pens?  I was so caught up during our lunch in his stories about Viola that I never got to ask him.PhillipSpolin_Quili1

After lunch, I left the restaurant a minute behind him, and he was in the parking lot waiting for me, with the thing that was in his pocket in his hand.  It was a plastic figurine in a dancer’s pose.  (The two ‘prongs’ were its legs.)  He explained it to me that it was called a Quili, and that an artist friend of his, John Perry, had invented it.

On Friday, we were going to be doing a GameChangers event, and I’d been looking for some kind of prize to give away to participants.  Quilis would be perfect.  Our theme was ‘Connect the Dots,’ and that’s exactly what Quilis are designed to do–connect with one another in unique configurations with the super-strong rare earth magnets in their hands, feet and heads. Perfect alignment with our theme.

Spolin put me in touch with Perry, who lives in Agoura on a small ranch at the end of a winding gravel road.  He provided us with 20 Quilis, including several that aren’t yet on the market, for Friday’s event.  Perry had been designing refrigerator magnets five years ago when he came up with the idea for Quilis, and began making prototypes.  He had to design around an old patent on a small wooden cowboy figurine from the 1960s that had magnets in its hands and feet.  The patentable difference is that Quilis can stand alone without magnetism.  “Quilis don’t balance,” explained Perry.  “They stand.”

The current line of Quilis is available at museum and gallery gift shops.  The new line will be featured in the gift shop of the Kodak Theater when Cirque du Soleil begins a long-term engagement there this July.

In certain ways, improvisers are like Quilis.  They can connect with one another, with their environment and the objects in it.  (Rich Talarico calls it ‘Velcro-ing”)  They use their spines to help define character.  They don’t balance.  They stand.Quili_PerryCaption1

Farminess Guide

Tuesday, January 25th, 2011

Farminess1Nothing ever goes away.   The essential nature of a thing does not disappear.  It changes.  Evolves.  That’s how nature rolls.  It is through change that a thing makes itself timeless.  It is through change that it makes itself known.  It may take a different shape, or be reflected through a new reality, but whatever it was that made a thing what it was in the first place will still exist in the world.  For example, Communism may have fallen in the Soviet Union, but it is alive and thriving in every petty bureaucrat, baked into every Bridge to Nowhere, and encoded in every lie told by a government to its people.  Magic Johnson may no longer play basketball, but the exuberance with which he played the game is, today, alive in some gangly kid from a small town in Hunan Province, who’s sharing her own brand of hoops magic with her teammates and fans.  We may lose a loved one, but we do not lose their love.

If only because it invokes a sense of nostalgia in me personally, I’m happpy to report that the small family farm is thriving.  As a rural lifestyle it barely exists, of course.  Most of the economic vitality over the next century will be in urban areas.  The essence of the family farm–call it ‘farminess’–has morphed into something new.  In fact, in my observation, the essence of the family farm is maybe more present in the world today than ever.  Very few of those reading this will have grown up on a family farm, so there is no way for you to recognize this essence.  Not having experienced the change from what it was to what it is, it will be almost impossible for you to see.  I’m writing this post as a kind of guide, to help you see and appreciate the farminess that’s present today in the networked world.

Nobody said it is an easy life.  Your fortunes hang on every harvest, and when the harvest isn’t good, you may have to take a job off the farm for a season or two.  One bad hailstorm can wipe out a year’s crop; one virus can decimate your herd.  It is, however, a good way to experience life.  Your property is  intellectual not earthen, but it is just as tillable, and contains more growth-friendly enzymes and more potential for generating wealth than the sweetest acre of Nebraska farmland ever did.  You get to be around your family a lot, and they get to see and experience what you do for a living.  Everybody pitches in.  The sense of community is strong.  The work ethic is strong.  The food is healthy and delicious.

Here’s a Farminess Guide, seen through the change from what it used to look like, to what it looks like today…

40 Acres and a Mule—>A Server Farm and a Team of Siberian Engineers

Milk Cow —> Computer. (”Give, Asus, give!”)

Quilting Bee —-> Scrum

Hayride —-> Rave

Dead Animal Truck —> Wayback Machine

Manure Spreader —-> Drudge Report

Eating —-> Exercising

Local Bank —-> Kickstarter

Pitchfork Through the Foot —–> Piercing

Seed Planter —-> Twitter

Church Social —-> Facebook

Trips to Town Once a Week —-> Trips to Wherever, Whenever

Trespasser —-> Hacker

Successful Farmer Magazine —-> Lifehacker

Spring Flooding —–> WikiLeaks

4-H Club —-> Club Penguin

The Weather —-> The Cloud

Old Grey Mare Who Ain’t What She Used to Be—> Silver ‘72 Dodge Charger Awaiting Conversion to Biodiesel

Skunk —-> Spammer

Pine Tar Stain —-> Tattoo

Outhouse —–> Biodigester

Pond —– > Hot Tub

Barn Raising —-> Agile Development

Growing Season —-> Year to Quarter

Butchering Day —> IPO

Cropland —-> Network

Whiskey Still —-> Marijuana Plant

Barn —-> Studio

Smokehouse —-> Food Dehydrator

Gas Tank —- > Solar Charging Station

Grainery —-> Database

Windmill —- > Wind Turbine

“We will kill the old red rooster when she comes.” —-> “She’ll be bringing Chinese takeout when she comes.”

Any fellow farm kids have anything to add to this?

Stay farmy, my friends, and I’ll see you around the bonfire I mean at Burning Man.

Bring Your Toolbox, Not Your Rulebox

Tuesday, January 11th, 2011

One of the best improv groups I’ve ever seen is the three person team, Dasariski, consisting of Bob Dassie, Rich Talarico, and Craig Cackowski, who perform at I.O. West in Los Angeles.  They are a great group for a million reasons.  My favorite thing about them is that they are incredibly patient about letting the game come to them.  They are as delighted as the audience by what they discover in their scenes, and they discover a lot.  It’s what makes a Dasariski show a delightful experience.

Talarico2When I saw that Rich Talarico would be conducting an 8-week class entitled The Way of Improv, I jumped at it.  We had our first class this past week and just as one might expect from a Dasariski player, the coaching was patient, and it was delightful.

Rehearsal space is sacred space, and I’m not going be reporting on these classes, but Rich said something wonderful early in the first class that is worth sharing.  I don’t think he’ll mind, because it is drawn from the commonly-shared language of improvisers.  He said, “We don’t have rules, we have tools.”

That, to me, is a perfect summation of what improvisation is all about.  Of course, there are rules to every game.  In business, there are rules governing every transaction.  What Rich meant is that the art of improvisation itself has no rules.  It has tools.  We put our tools to work to liberate performance.  Rules are just there to give shape and context to the performance.  In terms of improvisation, rules are to tools what the block of wood is to the hammer, what the plaster is to the putty knife.

When you invoke rules to guide your process you are using a block of wood to hit the nail.  You are throwing wet plaster at a crack in the wall.  To solve the problem, bring your toolbox, not your rulebox.

Vaillancourt’s List 5.0

Monday, January 10th, 2011

Vaillancourt1The extraordinary improviser, Paul Vaillancourt, gave me a list of sayings that have been compiled and passed around the improv theater community over the years. The great teachers Mick Napier and Del Close get some of the credit, as do Viola “The Godmother” Spolin and ImprovWorks’ Sue “Pond” Walden, though the exact origins of most of these sayings would be pretty hard to trace. What’s clear to anyone who explores improvisation is that the the meaning behind the sayings originates from the same place that accounts for such profound ideas as jazz, the Dao De Jing, Johnny Appleseed and Pixar Animation.  Here is the fifth in a series (quotes in bold):

Play against cliches. First, play with the cliches of your business.  You all know what they are.  Name them.  Call them out.  Have some fun with them.   And then go against them.  There is a lot of movement in playing against cliches.  Just doing this one thing can transform your scene into something delightful.

Think of the environment as a six-sided sphere, of which the audience is a part. What a brilliant way to determine your marcomm budget!  It’s 1/6 of your total operating budget.  Done.  Next.

The environment also has an outside and an inside. This is a good way of thinking about how your brand’s environment travels with the communication that represents it in the networked world.  Think of your network as a place.  What is that place like?  Who is walking the halls?  How is it lit?  What kind of art hangs in its offices?  What does it sound like?  All these concepts should be consistent and play off one another in virtual space and in reality. A friendly atmosphere in the office extends to the social graph.  Artfulness will be apparent in reality and in virtual space.  Clutter is as clutter does.  Etc. etc.

You don’t have to try to be funny, laughter will happen just by being human.  Being human is funny enough. A common misconception we battle all the time at GameChangers is that improvisation is all about being funny.  So not true!  Improvisation is about communication, learning, and transformation.  It is only by a quirk of genetic fate—Viola Spolin’s son, Paul Sills, brought all the games Viola had conceived with him when he and Bernie Sahlins co-founded Second City—that we in the U.S. associate improvisation so strongly with comedy.  Comedy is just a sliver of the output improvisation is capabl of generating.   It’s like saying all ice cream Praline Pecan.  Taint so.

Playful, direct, co-developed ideas, informations, and dreams will always be far hipper than one person’s alone. This is just a basic human algorithm.  The best ideas of eight people will always be better than the best ideas of one person.  Spare us your genius, and bring us something else.  Your work ethic.  Your brain.  Your smile.  Your song.  Your sense of smell.  Your experience.  But spare us your genius.  Because, you know…our stuff will always be far hipper than yours alone ; )

improvgroupon

Monday, December 13th, 2010

GrouponLogo1This from the business section of the Dec. 6 2010 LA Times website (it was in the print newspaper on Dec. 7) about how Groupon, the geo-couponing company, turned down a buyout from Google estimated to be worth $5-6 billion.

Groupon CEO Andrew Mason is known for his quirky sense of humor, which is evident in the company’s e-mailed daily deal notifications and its office decor.  Many member of the sales and writing staff have backgrounds in improvisational comedy.

Groupon which is expecting 2010 sales of $2 billion, is described by one investor in the article as “…one of the fastest-growing venture-backed companies ever in terms of revenue ramp.  They have plenty of options.”

Of course they do.  They’re improvisers.  The group mind makes the decisions at Groupon.  What more do you need to know?

Kroyering

Tuesday, November 30th, 2010

Our friend, @InvisibleWork a graduate of the U.S. Naval Academy and UC-Irvine’s MBA school, tweeted last week to ask my definition of creativity.  I responded:  “the systematic elimination of everything not conducive to creativity.”

She tweeted back: “<= like this; like going through the process from the other end.”

Bill Kroyer

Bill Kroyer

The animation director Bill Kroyer taught me this game, which I call Kroyering.  It goes like this: To solve a problem look 180 degrees away from the problem. If you can define the problem’s opposite, you will have targeted the problem with just as much accuracy as if you were confronting it head-on.  This ‘exploration of opposites’ makes Kroyering a useful process, especially when you need to come up with an original solution, a creative breakthrough.  Why is this a cool tool?  Three reasons:

First, it gets out of creativity’s way. Like everything that’s natural in the world, creativity wants to happen.  Left to its own devices, it will happen.  If we clear out what gets in its way, creativity will express itself like a plant will find the sun. As Viola Spolin said, “Act on environment, and environment will act on you.”

Second, because a breakthrough is, by definition, something that didn’t exist before, it is not really possible to say what creativity is, or what form it will take, until it actually happens.  It is often more efficient to target what creativity is not.  For this reason, Kroyering offers a disciplined and cost-effective path to innovation.

Third, Kroyering makes institutional memory a positive force instead of an impediment, as it often is (At Disney, where I worked for many years,  the best way to stop any idea dead in its tracks was to say anything that began with, “Well, what Walt would have done…”  It’s why John Lasseter left Disney and ended up with Pixar.  Too many people at the time were telling him what Walt would (or wouldn’t) have done.)  A study by Dusya Vera and Mary Crossan (Organization Science, Vol. 16, May-June 2005, pp. 203-224) reveals that the best problem-solvers in an organization are those with the longest institutional memories, because they are more likely to disregard or subvert institutional memory to solve a problem. In other words, people with long institutional memories are in the best position to see and understand that a system that created a problem cannot be the same one that solves it.  Kroyering helps you identify what you can do differently by getting you out of the attic of your company’s history and into emptier space, where there’s room to expand your vision.

Here are a few qualities that, in my experience, are not conducive to creativity and can be eliminated from your working environment with help from the Kroyering Game:

Randomness; free association; outside-the-box thinking. Creativity craves intent, specificity and structure. Don’t try to get outside the box. Quantum physics tells us that there’s unlimited energy stored inside whatever box we’re in. Or…get yourself inside a different box!

Rigidity, dogma. Whatever creativity is, it’s the opposite of frozen, stuck in place, or with one unyielding position.

Aggression, destruction, violence. The harder you look for it, the harder it is to find.  The next new thing has to be teased and seduced from wherever it’s hiding.  Creativity does not send out invitations, but if we throw a party, Creativity is almost sure to come.  Creativity can’t resist a good party.  Just know that when the fighting starts, and well before the cops arrive, Creativity will be outta there.

Divergence. It is not the separating but the joining of ideas and people that results in innovation.

Dignity, manners. Creativity is impudent. It can be wildly messy. It’s like the weather that way.  Dress appropriately.

Hollowness, heartlessness, lifelessness, cold bloodedness. Sssss.

Eliminating these and other ‘non-conducive’ elements from your environment will help your creativity flow.  When you’re stuck for an idea, your process bogs down, or you can’t seem to get to the heart of a problem, try Kroyering.

The Mighty And

Monday, November 29th, 2010

Yes“Getting to yes” is a popular phrase among business managers. (It is the title of a 1981 book by Harvard professors, Roger Fisher and William Ury.  A 1991 re-issue added an author’s credit for the original editor, Bruce Patton—apparently it took the authors ten years to get to Yes).  The book dealt with negotiating tactics, and spent a record number of weeks on the Business Week best-seller list.  Over the past 30 years, the book’s title has taken on a lot of meta meaning among managers:  Close the deal.  Don’t take “no” an answer.  Get ‘er done.  Reach agreement.  Earn eyeballs.  Satisfy the customer.

In a networked environment, it’s easy to get to Yes.  Anyone can say Yes to anything.  One could make a pretty good case that in large networks, especially when it comes to innovation, there’s an epidemic of ‘yessing,’ paralleled by an equally virulent epidemic of doing nothing about it.  This is a kind of safe harbor, an advantageous position for piggybacking on successes (”A big fan from the start.”) and distancing oneself from failure (”Not taking the hit for that mess.”)

As a description of a particular point in time, “Getting to yes” is fine (and the 1981 book has still-relevant advice for negotiations and sales).  “Yes” does not, however, describe a process.  It’s a status:  Thumbs up.  Good to go.  Roger that.  A big 10-4.  As a status it is, by definition, static.  And “static,” in a dynamic environment like the one in which business operates today, is death.And

By contrast, “Yes and,” a basic building block of improvisation, describes a process, an obligation by every player in the game to contribute, and actively build on the reality of the moment.  In terms of process, “Yes” is the icing. “And” is the cake.  “Yes” may get all the credit, but “and” does the work.  “Getting to and” invokes participation.  It demands collaboration.  It results in extension of ability and expansion of possibility.  “And” moves the narrative. It unlocks the adaptive processes demanded by a networked world.  Adaptation means movement.  And movement is life.

To live, to grow, to seize the potential of the moment, don’t make things good.  Make them better.

C-Suite to Street

Sunday, October 31st, 2010

With each passing week, we hear more about the application of improvisation to business.  American companies, from core to edge, from the C-suite to the street, are becoming more conscious of the need to be agile in a networked business environment, and that means learning how to improvise better.   These companies (excluding the already-agile Silicon Valley/tech and financial sectors) are coming to the realization that in a networked world, it is impossible to script for every scenario we encounter.  There’s too much too much choice, change and transacting in the marketplace.  In this environment, improvisation is the most fundamental business skill there is.  At GameChangers™, we call it a system for producing positive outcomes from unforeseen circumstances.

The anecdotal evidence–what we’re seeing and experiencing over the past three months:

- A study in the magazine Science co-authored by MIT scientists cites a 30-40% improvement in performance in groups that apply collective intelligence to problem-solving.  This is another perfectly legit definition for what improvisation is:  The conscious application of collective intelligence to the solving of problems.

- A major airline hires GameChangers™ to improve its customer relations for its sales staff.  In 3 months, offices that institute the GameChangers™system show a 90% reduction in customer complaints.

- Oakley yes-ands the 33 Trapped Chilean Miners by giving them all a pair of their grooviest sunglasses to wear when they exit the mine, demonstrating that improvised branding has a huge ROI advantage over traditional media models.

- Legendary improvisation-trained actor Alan Alda establishes a program with science writer KC Cole to teach scientists how to communicate better using improvisation.  Alda’s  program is co-located at the Brookhaven National Laboratory, USC’s Annenberg School of Journalism, and Stony Brook U. in New York.  I’m honored to continue the program in a workshop exploring biomimicry (in which we riff on exercises taught to me by the brilliant Belina Raffy in the U.K.) as part of Social Media Week in L.A..

- The ‘Old Spice Man’ viral video campaign, partly designed by a social media manager who attended several GameChangers® workshops and a copywriter who plays jazz trumpet, boosts Old Spice sales by 1200% in three months.  This suggests that brands must begin to measure ROI not by platform, but by narrative.

- The Applied Improvisation Network holds its annual meeting in Amsterdam in September.  Success stories abound!

- Renowned London-based organizational expert, Peter Robertson, is adapting  the AEM-cubeanalysis tool created by his group, Human Insight Ltd., to include metrics for how well large organizations, and their employees individually, improvise.

- We hear that two divisions of a large global consulting firm, unbeknownst to one another, hire improvisers to conduct workshops for their managers in two different U.S. cities.  The company’s training staff, hearing of this, requests a proposal from one of its vendors for a company-wide program for more than 12,000 employees that is based on improvisation.

- The Spirit of Football®, an improvised narrative that explores the theme, “One Ball, One World,” has already signed its first two sponsors for the 2014 World Cup in Brazil, putting them exactly three years ahead of the pace they were on for this year’s World Cup.

- A Harvard Business Review article on Pixar University and its director, Randy Nelson, cites ‘plussing,’ which is an old term Walt Disney used, as an essential part of its culture.  Plussing is another word for  ‘yes-and,’ a basic concept of improvisation.

This is just a partial tip of one iceberg, the one we see from our little boat at GameChangers™.  There are a lot more icebergs in the ocean than what we can see, and let’s be honest, there are a lot more icebergs in the ocean than there have ever been before.

Consequently, there has never been a better time, no matter what profession you’re in, to be an improviser.  Play on!IcebergField1

Los Mineros, Part Seven: “And…Scene!”

Thursday, October 14th, 2010

The ‘Los Mineros’ scene ended in Chile this week with a worldwide swelling of joy at the safe rescue of all 33 trapped miners.  They survived for a total of 68 days 2,300 feet under the earth’s surface, the longest anyone is known to have been trapped underground and lived to tell about it.ChileanMinerRescue1

We have been analyzing the scene here since shortly after the miners were discovered alive.  One of the most instructive aspects of the ‘Los Mineros’ scene is that it has very little spin.  The cave where they were trapped was truly a no-spin zone.  Events were not manipulated or interpreted to someone’s economic or political advantage.   There were no conspiracy theories.  No, this was as unadulterated as a media narrative can be.

During their 68 days in the darkness, the miners had time to ponder their lives in ‘the normal world,’ as Joseph Campbell would call it.  Many, if not all, seem to have been enlightened by the experience, emerging with a newfound clarity about themselves and the world they are re-entering.  “I have been with God and I have been with the devil.  I seized the hand of God,” said one, Mario Sepulveda.

“I have changed.  I am a different man,” said another, Mario Gomez.

Here is a post-by-post summary of the GameChangers series about  the ‘Los Mineros’ scene:

PART ONE:  THE TRAPPED CHILEAN MINER GAME (August 26)

Lesson: Don’t be defined by your circumstances.  Be defined by how you behave in those circumstances.

PART TWO:  LEVELS OF MEANING (August 31)

Lesson: Narratives communicate on three levels of meaning:  Cosmetic, Emotional and Meta.

PART THREE:  YONNI’S WAITING PARTY (September 2)

Lesson: Rules of the game must be known to all players.

PART FOUR:  ESPERANZA! (September 17)

Lesson: Additions can heighten a scene emotionally.

PART FIVE:  SUPPORT FROM THE WINGS (September 28)

Lesson: Additions are generative.

PART SIX:  ACT THREE BEGINS (October 10)

Lesson: End energetically.

Los Mineros Part Six: Act Three Begins

Sunday, October 10th, 2010

ONE IN A SERIES…LosMineros1C

One of the ways GameChangers defines a ‘Scene’—no matter what its duration, could be minutes, could be months—is with a classic three-act structure.  We label these acts Connect, Adapt and Deliver.  Continuing with our analysis of ‘Los Mineros,‘ the Trapped Chilean Miners scene, we can clearly see that the scene is entering its third act. The drill boring through the 2,300 feet of solid rock to the hollow where they are trapped has just made it through to them. That’s a clear signal for the heightening of energy and emotion, increasing tempo and sharpening focus that typically indicate the beginning of Act Three of any scene.

Here’s how the three-act structure has defined Los Mineros to date.

Act One:  Connect.  This is where we first heard about this story.  We were introduced to the main characters.  The conditions of their life-threatening predicament were explained to us.  With the news that it was going to take a long time to reach them, a kind of ticking clock was set in motion.  The clock was not life-or-death, but it helped us frame the scene in our minds.  The ‘Game’ —defined by Objective, Environment, Roles and Rules—came into focus.   A lot of the meaning associated with this act was cosmetic—that is, strongly oriented toward data, raw information, clinical analysis.  A mythic theme, one you might call, ‘Trapped in a Cave,’ got defined.   All of this earned the audience’s attention on a global scale.  Clearly, this was going to be a story that many, may people could relate to.

Act Two:  Adapt.  In this act, complications were introduced to the scene, and communication began to turn toward the Emotional level of meaning, as emotions like Urgency, Fear, Jealousy, Camaraderie, Patience, Frustration and Surprise colored the events during this stage.  We began to learn more about the main characters, and new characterss–wives, mistresses, politicians, drillers, NASA scientists and a newborn baby—entered the scene to interact with the main characters and make the scene deeper, richer, more complex.   This is where the scene often takes unexpected turns, hence the need for the characters to adapt.  Three drill bits were tried before one worked.  Original plans were discarded in favor of new ones.  A miner’s wife and mistress both showed up at the rescue site on the same day.  The newborn baby’s name got changed from what its parents originally intended—to Esperanza, the Spanish word for ‘hope.’   In other words, everyone involved rolled with the ever-unfolding reality.  They had to improvise.  There was no script for this.

And now…

Act Three:  Deliver. Typically, the third act is shorter than the first two.  This has the effect of compressing time, as does the increasing tempo of entrances and exits, and the steady release ‘new news’ by the world’s media.  We are building toward a 24-hour news cycle in a couple of days in which Los Mineros will dominate current events. It is during this cycle that the scene will reach its emotional apex, and the audience will feel more pull and lean forward more than it has at any other time in the scene.  There will be a lot of postscripts added after this climactic 24-hour cycle, but in terms of the three-act structure, this scene will have ended, and new scenes (you can think of them as ’sequel’ or ’spin-off’ scenes) will begin.

For business communicators, the three-act structure is a really useful framework.  It gives players and audience alike a sense of where you are in your scene, and helps you organize the many narrative elements that are part of it.   It will give you the ability to put the emphasis where it belongs, when it belongs there.