Archive for the ‘Innovation’ Category

Power and Powerlessness

Friday, March 5th, 2010

TheNewHow1This is from a blog post by our friend, Nilofer Merchant, author of the new book The New How: Creating Business Solutions Through Collaborative Strategy:

The challenge with people feeling powerless is this: we don’t see how we can contribute to solve problems. We believe it is “someone else’s” to own rather than something any of us can contribute to. Powerlessness leads to apathy on global issues and disdain on local issues.

Now check out this from Mick Napier’s classic book, Improvise:  Scene from the Inside Out:

Two people…staring at each other and wondering who’s going to make the first move.  Two people being nice to each other and allowing the other to start doing something.  In that short amount of time, two humans have created themselves as powerless…Who has time?  The audience is waiting.  They don’t care about your support.  They care about what you do.  What you do now.

These two statements, made miles and years apart, reflect the timelessness of the concept:  Do something!  Participate!  Add to the conversation!  When you’re just getting started don’t worry about what the solution will be, or where the scene will take you.  No one knows, and your audience doesn’t care.  The most important thing is to bring to the scene whatever you’ve got.

The saying in improvisation is ‘take care of yourself first.’  This is not the same as being selfish.  It is, rather, the recognition that making the first move, even if we are not always the one to make it, is always our responsibility.

Story Yourself

Monday, March 1st, 2010
Michael Margolis

Michael Margolis

Not long ago, thanks to a series of events set in motion by our mutual friend, Michelle James, I had the good fortune to connect with Michael Margolis, the founder of GetStoried.com and the author of Believe Me — “a storytelling manifesto for change-makers and innovators.”

There’s a natural affinity whenever professional storytellers get together.  Everything reminds us of a story, and so the conversation tends to leapfrog from anecdote to observation to insight, and back again.  Michael and I not only leapfrogged.  We hopscotched.  We see-sawed.  We tagged, hide-and-go-seeked and monkey-barred.  We were a couple of kids at recess, playing with our favorite toy.

What I like best about Michael’s approach to storytelling is that it’s active.  Story, seen through his lens, isn’t passive.  It’s not static.  Not fixed in time or immutable.

Story is alive.  It’s dynamic.  In constant motion.  In fact, telling good stories, while it has its place, is not nearly as productive as the living of them.  This is what Michael gets at in Believe Me.  It describes stories as our most powerful way of defining and shaping the world we live in.  Seeing stories in this light gives us the ability to transform them from past-tense or scripted, into a form that is revealed to us in each and every breath, and transmitted to our ‘audience’ in each and every action we take.

This is the learning that emerged for me from Believe Me.  Story is more powerful as a verb than as a noun.

Don’t think of story as a Thing.  Treat it as an Action. The act of Changing.  Innovating.  Revealing.  Inviting.  Reflecting.  Making.  Learning.  Leading.  Contextualizing. Connecting. Understanding.  Liberating. And yes…Playing!

Someday, after the fact, a Story may describe What Happened.  Right now, the only time that matters, Story is What’s Happening.  Knowing this difference will make you more observant and appreciative in the moment, and when it’s time for you to tell your story, it will rock, and your audience will Believe.

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.

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.

Mix Mills and Grain Bins

Monday, January 25th, 2010

MixMillsGrainBins1I grew up on a farm.  My father spent a lot of time away from our farm selling and installing systems for other farmers that gave them more opportunity at what was, quite literally, the grass roots level.

One of these systems was called a Mix Mill.  It was a processing machine about the size of a small refrigerator that ground grains like corn and soybeans into livestock feed.  Using a series of black dials on the front of a cool-looking and very loud mint green machine connected to a set of augers, a farmer could dial in mixtures of grains and nutrients, and control the blend and texture of the feed.  This saved the farmer all the time and labor of loading grain into a truck, hauling it to a centralized grain mill, grinding and mixing the grain there in one big batch, then loading it  into 100 lb bags and hauling it back to the farm.

Another product, a Grain Bin, was a big silvery cylinder with drying fans installed around its perimeter that allowed the farmer to store and dry grain until the market presented the best selling opportunity.  No longer did a farmer necessarily have to sell his grain at harvest time, when the market was glutted.  The Grain Bin gave farmers more flexibility by giving them a much larger window through which to move their product.

After breakfast this morning with Scott Walker, the founder of BrainCandy LLC, whose Runes of Gallidon explores production using a networked  model, I can see more clearly than ever that we are in an analogous scenario today.  The ’small farmers’ of our time are Independent Media Producers (IMPs) such as app developers, gamers, bloggers, filmmakers and storytellers of all stripes.

The Mix Mills and Grain Bins of new media–some of them even sporting agri-names like FinalCut, Feedburner, FeedRoom, FeedCompany, Mailbeans and Sprouter–are abundant, and give an IMP almost unlimited ways to intersect with market vectors.  (In fact, anyone thinking of launching a media app would be well advised to take a look at this first.  All 67 pages of it.  It should be mandatory.)

Like Mix Mills and Grain Bins did for farmers, these apps  give the IMP much more say in the supply chain.  A say in when the feed gets ground.  How long it gets stored.  What goes into it.

The apps also hold down the IMP’s expenses.  Costs of fuel, labor and transportation are all lowered.  What was once produced at the centralized grain mill (e.g. a large post production facility with heavy-duty Avid machines and 24-track consoles) can now be produced using laptops in someone’s home studio.

With all these ‘Mix Mills and Grain Bins’ and the unlimited spectrum of mashups and market entry points they make possible, we IMPs– we tillers of the cybersoil, farmers of the fractal, growers of the game–are left with only two questions that have no off-the-shelf answer:  What are we planting? and Why?

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

GameChanger of the Month, October 2009

Thursday, November 12th, 2009

HollywoodElsewhere4Jeffrey Wells came to my attention around five years ago when I was talking with a Hollywood studio publicist about bloggers who were having an impact on entertainment journalism.  The publicist cited a number of names including Wells’, about whom he added, “He scares me a little bit.”

“Why’s that?” I asked, immediately more interested in this Wells dude than in the others the publicist listed.

“You never know what he’s going to write. He can’t be controlled,” the publicist said.

Wow.  Now I was really interested.  A few high profile critics aside, entertainment journalists had been, historically, notorious shills for studios and PR agencies, faithfully adding spin to the narratives they were sold.  This ensured them steady access to the all-important star interviews, along with lots of free meals, expenses-paid junkets, and invitations to review screenings and the occasional gala premiere.

That a player like Wells dared to leave this comfort zone said a couple of things.  First, the guy had to have guts, and confidence in his game.  Second,  entertainment journalism, like all journalism, was changing.  The very fact that my friend, the publicist, was forced to confront his concern about a blogger with a mind of his own was a revolution of sorts.  Very soon after speaking with the publicist, I took a look looked at Jeffrey Wells’ site, Hollywood Elsewhere, for the first time, and haven’t really looked away since.HollywodElsewhere2

Nothing of importance in the film business goes unobserved by Wells.  He is plugged into its zeitgeist.  His well-written commentary, his obvious passion for the cinema, the reliable frequency of his posts, and the broad spectrum of  sources he cites, make Hollywood Elsewhere a singular visit.  The hilariously-neurotic personal experiences he writes about and the commentary by a smart, often-vicious pack of readers are the icing on the cake.

I don’t work in the entertainment business any more, so I don’t need a lot of industry chatter, what I find useful is to get an early heads-up on films that can impact the industry, its key players, the marketplace, and popular culture.  Wells knows how to separate the story from the hype.  While I don’t always agree with his opinions or his perspective, they are always solid.  A reader can triangulate a position, a point of view, from them.

Jeffrey Wells is the GameChanger of the Month for October because he practices fundamentals that journalists and businesspeople in general can use to succeed in any changing business environment:

Cause change.  It is always better to change the game of your own volition than to have your game changed against your will by forces beyond your control.  Wells left the melting icepack of print journalism for the expanding tundra of online media before the people left on the icepack began pushing one another off like they are today.

HollywoodElsewhere3Prepare to struggle. The path to any breakthrough is unpaved.  Gamechanging does not guarantee an easy road to fame and fortune.  It is, rather, a methodical series of steps taken in order to learn, adapt, and discover new avenues for productivity.   Hollywood Elsewhere struggled early.  At one point Wells had to solicit donations from his readers to keep the site alive. It now seems on healthier footing financially, but Wells has a penchant for drama, so you never know what kind of bind he’s getting himself into just so we can all enjoy watching him work his way out of it.

Have a point of view. Wells’ take on the business isn’t the fanboy gush of Ain’t It Cool News, or the studio commissary talk you get from Nikki Finke, it’s uniquely his own.  Visiting HE is like sitting in on conversations about films and current events, and panel discussions with lots of film clips at a neverending film festival with Wells as the lead moderator.  If you dig movies like I do, this is invariably a good experience.

Embrace distributed narratives.  In the networked world, narratives are distributed, never piped down a single channel to their audience.  In addition to the overlapping nature of the conversations between the blogger and his readers, Hollywood Elsewhere’s narratives transpire on multiple media platforms.  They link out to other journalists and web sites.  They also unfold differently over time.  Some of the site’s narratives may consist of a single post; others may continue for a year or more.

In the Networked World,  you cannot control the conversation between brand and audience.  The objective, whether you’re a one-person shop like Hollywood Elsewhere or a behemoth brand like Disney, is to add to the conversation.

Adios, Vacilar?

Tuesday, October 27th, 2009
TravelsWithCharley1

John Steinbeck and Charley

There is a passage early in John Steinbeck’s book Travels With Charley that I often cite in GameChangers workshops, where he writes about a Spanish verb, vacilar, which he claims has no equivalent in English.  (Despite what Babelfish says, it does not mean to vacillate.)  To vacilar, Steinbeck says, is to travel with a sense of direction without greatly caring whether you get there or not.  To be vacilando is to be purposeful in your travels without sweating your destination too much.

A friend of Steinbeck’s told him that the way to attain this state is to go looking for something almost certain not to exist wherever you’re looking for it– a jai alai cesta in Anchorage or a bar patron in Dublin who doesn’t want to talk politics, for example.  To the left brain, this will seem like a big waste of time, but to the right brain, it’s pure liberation.  You never know what may turn up along the way or what kind of beneficial experience you may have.  This is not to say that vacilar is a recipe for randomness.  It does not mean vacillating.  Quite the opposite.  It imposes discipline upon one’s journey.  A sense of purpose and the nature of one’s inquiry trigger one’s discoveries, whatever they are.

Vacilar, I have often claimed, is a good process for creativity, innovation and problem solving.  You do not have to get to a stated destination to have forged a new path.  Business is awash in success stories, from synthetic rubber to Post-It Notes to Google, that resulted from unexpected explorations.  Our friend, the animation director, Bill Kroyer, likes to say that if you want to solve a problem, the best way is to look a hundred eighty degrees opposite of where the problem is.  To paraphrase Kroyer, to find a solution, go to where the problem isn’t.

Last month, as I was waxing on about this concept to a group of NYU business students in a GameChangers workshop when one of them hit me with this comment:  “Why don’t you just Google what you’re looking for?”

Wow.  Quite a reversal this B-schooler laid on me.  It posed a good question:  In the age of Google, has the vacilar concept become obsolete?

Have we become so menu-driven and search-reliant that if we can’t find evidence of a thing’s existence (and website and location and customer rating) online we won’t even bother to go looking for it in the real world?  Have the metaverse and the universe switched places, so that if an object doesn’t exist in cyberspace it will cease to exist altogether, like Marty McFly’s family evaporating from the Polaroid picture in Back to the Future?  Has the spiced-up, mashed-up virtual world gained an edge in our attention over plain old vanilla physical space?  Has the augmentation become more valuable than the reality?  Are we at the dawn of an age, literally a ’second life,’ in which we’ll never again encounter anyone in person whose avatar we have not powwowed with first?

If that’s the way you want it, that’s certainly the way you can have it.  If you don’t want to leave the house without knowing for a solid fact that what you’re leaving the house for is waiting for you like a bride on her wedding day, that’s your prerogative.

It’s just that you’ll be missing so much of the romance along the way.

Vacilar is why, a few years ago, a team of Honda engineers set themselves up with the task of building a humanoid robot that could run, and walk up and down stairs.  Such a robot did not exist.  The engineers themselves saw no practical reason, nor did they need one, for it to exist.  What they knew is that by ‘getting lost in the problem’ of designing a robot they would, along the way, make all sorts of useful discoveries about the nature of robotics.Asimo2

Vacilar is why our friend, Taylor Davidson, specializes in what he calls the Science of Serendipity.  Davidson’s process, which you could call full-time vacilar, takes him all over the world.  He looks for photos that do not exist until he takes them, and relationships that do not exist until he causes them to occur.  None of it could be Googled or Mapquested or scripted.  He uses technology as an enabler, but not as an endpoint.  From a business standpoint, this approach makes no sense except in retrospect, and there’s no time frame on the retrospection.

TDavidsonPhoto1

Photo by Taylor Davidson

For a brief instant in that workshop at NYU, I let myself imagine, darkly, that maybe vacilar was no more, that maybe it had been rendered irrelevant by the marvels of computing, and would have to be stricken from the GameChangers lexicon.  And then I came to my senses.  Not true.  Not true at all.  Never less true, in fact.

Life happens when we take the local, not the express.  When we are open to what and whom we run into unexpectedly, we make possible what we can’t imagine or bring into being on our own, and find new and productive avenues for expressing ourselves in the world.

Getting lost is the first step toward discovering what no search engine can find.

Pragmatic Chaos and the Winning Game

Friday, September 25th, 2009

NetFlix1In the Business section of its September 22 edition, the New York Times featured an article by Steve Lohr about a Netflix-sponsored contest with a $1 million prize for the best solution for helping the movie rental service improve its recommendation system (”If you like Movie X, we recommend Movies Y and Z…”)  The article included a number of insights into what we call a Winning Game:

1.  A winning game attracts winning players. By giving participants access to a very sophisticated data set, NetFlix’ contest was designed in a way that attracted highly-skilled programmers from around the worl.   The game itself serves as an organizing mechanism and a magnet for talent.

2.  A winning game invites collaboration.  The winning team, which called itself BellKor’s Pragmatic Chaos (pragmatic chaos–a great description of improvisation!) was composed of scientists, statisticians and coders from half a dozen countries who joined forces in the course of the contest.   By collaborating, they all increased their chances of getting to the prize.  Collaboration begins with communication.  It leads to learning.  It results in transformation.

3.  The performance of the team is more important than the performance of any one player. See #2.

4.  Successful outcomes cannot be scripted ahead of time, they must be improvised.  No one member of the Pragmatic Chaos team had the roadmap to victory before the game began.  It was the collaboration, and their ability to improvise, that guided them to the winning solution.

5.  In a winning game, there are no losers. Only one team got the $1 million prize awarded by Netflix, but there were many winners.  If you improve your performance through participation, you win.  If you make a connection, add to your knowledge, or get a fresh perspective on a problem by virtue of playing the game, you win.  The second place team in the Netflix contest, Opera Solutions, a NY-based data analytics company, not only got a lot of coverage for its brand in the Times article, its CEO, Arnad Gupta, described the $1 million prize as “trivial.”  “We’ve already had a $10 million payoff internally from what we’ve learned,” he said.

6.  A winning game is designed to improve everyone’s performance. Viola Spolin, the godmother of modern improv, distinguished between competition and contest.  A competition, by her definition, is designed to separate winners and losers, and inevitably results in an ego-fueled quest for status, dominance, and control of the narrative.  Because walls go up and knowledge gets hoarded, not shared, competition limits opportunities to collaborate and learn.  A contest, Spolin explained by way of differentiating, is a way of competing with oneself, and of improving the performance of one’s team.  It results in what she called extension.  Participating in a winning game makes you and your team better players than you were before.

The Times article mentions several other games that, like the Netflix contest, are designed to yield productive outcomes for all their players, among them the X-Prize Foundation, and InnoCentive, an online forum for collaborative problem-solving and innovation that launched in 2001 and has attracted the attention and participation of big brands like Eli Lilly Co., Avery, and Procter & Gamble.

Footnote:  The article quotes Michael Schrage, a research fellow at MIT’s Sloan School of Business and one of the most brilliant analysts of business innovation I know.  Schrage and I have corresponded about GameChangers and improvisation in business.  He told me in one email that he was an “improv kid,” from the South Side of Chicago, the same neighborhood where Viola Spolin lived and worked.  When he was in high school he built props for Second City shows.  “I cried when Del died,” he wrote.  And if you truly know improvisation, you know what Schrage means by that.

For sure, the game is changing.  And improvisers, in all walks of work and life, are the ones who are changing it.

Health Care, Already Reforming

Wednesday, September 9th, 2009

We have a client in the health care sector, and our work with them has put us in touch with remarkable people who are changing the health care game without waiting for President Obama or any other policymaker to tell them how to do it.  People like Jay Parkinson, co-founder of HelloHealth in Brooklyn, Greg Gramelspacher of Wishard Hospital’s Palliative Care Program in Indianapolis, and Gordon Moore, founder of the Ideal Medical Practice Movement.

CarePractice1Dr. Aaron Blackledge opened his San Franscisco clinic, CarePractice, in 2008.  Today it is the fastest-growing primary care practice in the Bay Area.   We have ideas about how the new community-based, patient-centered models will do more than any legislation to define the future of health care in the U.S., but we cannot express it any better than Aaron Blackledge can.  In his own words, he describes what he did to change the game:

“In the beginning I told my employee–at the beginning there was only one–that if he had friends or family that needed to be seen that he had the authority to set the price on his own without asking me for permission depending on how much they could afford or how much of a deal he wanted to give them.  This may seem crazy to some people, but I think I benefited in so many ways from this practice and feel lucky I came up with at the beginning of Care Practice. It really helped to empower my staff and bring in clients that loved Care Practice.  It reminds me now that since we have grown so much in the past 3 months I am not sure if all the new staff are aware of this ‘policy.’  I will have to remember to tell people about this tomorrow.

Carepractice3“I went to Sarah Lawrence for my undergrad degree.  I was a dance major.  My background is artistic as well as medical.  I have taken many improv classes.  My artistic background helps me look at medicine as a design, a feeling, an experience, that the current medical establishment so horribly lacks.  I know Jay (Parkinson of HelloHealth) is a very accomplished photographer.  I don’t think it’s a coincidence.  Artists are used to facing the unknown, the blank canvas or the empty stage.  We’ve done the same with the medical profession.  What we’re doing didn’t exist before we did it.

“I come from a social activist background.  I never desired to be an entrepreneur.  Never desired to own my own company.  I left my last job and was canvassing for Obama in California.  I heard that Super Tuesday speech, where he said,  I’m paraphasing, ‘Be the change you seek.’  And I thought why isn’t anyone doing this?  And I finally realized you know what, this is my moment, this is my time.  And if I’m going to do it, I’m not going to do it partially.

“I tapped into my altruistic desires, into what it meant, and then I risked everything.  Every dollar I owned, or that I’d ever saved, and put it all into this.  If I needed to spend money on something to make this happen, I spent it.

“All my friends thought I was absolutely crazy.  They couldn’t believe it.  Some of them thought it was going to be some raggedy little space, not the big facility that we have.  Everyone else is closing up shop and joining Kaiser.  And they’re like, ‘What, you’re opening a clinic?!  What are you thinking?!  But I looked at it like this:  There’s no access to care in this city.  There are vice presidents of companies that can’t get in to see a doctor for like a week.  If do it transparent, intuitive, and don’t charge a lot…and I really wanted to show that the future of networking and connecting with patients was through social media.

“I put it in a place where there were lots of young people who’d talk about it.  Mention it on their Facebook, on their Twitter, on their Yelp.  I chose the neighborhood I’m in, Mission Dolores, specifically for that purpose.  I’d heard the story about Tommy Hilfiger opening stores in urban areas and basically letting people shoplift from him, and that was sort of my thinking.  Everything has to exceed expectations.  It’s not what you come in with that matters, it’s about what you walk out with.  We’re building CarePractice as an entity that resonates in the community.  Giving free care to the busboy at the little restaurant who cuts his hand…taking care of one of the guys at the bike shop who has an eye infection.  I wanted to express the view that taking care of people is about more than money, and that is how we’ve grown.

CarePractice2“My place looks kind of fancy, but it’s equipment and furniture I’ve bought from doctors closing their practices, CraigsList, Ikea and eBay.  Everything I have is used.  I put the money into the space, because I wanted that experience.  People don’t even know why it is that it’s different, but it is powerful.  The people who designed it (Indicate Design Groupe) design a lot of restaurants and retail spaces.  They’re used to saying to their clients, ‘Okay this is definitely going to be popular, people are going to come here, you focus on the food.’  And that’s the way we think about CarePractice.  They said to me, ‘You take good care of your patients, because we’re going to bring the people.’  So we focused on the roll-out like a restaurant opening.  People identify with that.   We are like a favorite restaurant.  People point us out as their clinic.

“I want to give you real examples of neighborhood care.  Basically it usually involves simple things for people with little money or struggling that we know through the neighborhood.  The Latino laborers of the contractor who helped to build Care Practice always come to me for their bumps and illnesses and I see them for free.  There is also a shop right next to us and I see a lot of the employees for simple stuff for free or significantly reduced prices and they always tell me if my car is chalked or run up to my car when it is about to get ticketed and pretend like it is their car when the DPT comes.   They are always ready to help me carry in supplies when I need help, which is often.  Another example is the security door guy at a neighborhood shop who I always talk to on the street.  He wanted to quit smoking and asked me to get him some Chantix so I ordered him some at cost and he just yelled out to me a week ago when I walked by that it had been 5 months since his last cigarette.  I didn’t charge him anything besides the cost of the meds. When you create that type of sentiment in a neighborhood it is a powerful component to branding a business.

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“You (i.e. GameChangers) talk about the beginner’s mind, improvisation, and not being afraid to feel like a dumbass and make mistakes the first time around.  That’s the way I look at it, too.  Build a company that serves patients first.  I want every one of my employees to see that we’re generous.  Every interaction is an opportunity to show your character.  And in an age of social media, it is magnified by ten.

“I think the health care system is so ready for change, and people are so unhappy, and the amount of money being spent is so huge that I think can happen very quickly, and not necessarily through legislation, but through individual action.  Ten thousand doctors getting up and walking out of the room and saying we’re not going to do it that way any more, we’re going to do it differently, can change it.  That is my goal.

“People often ask me about health care reform, ‘What if we have single payer?  What if we have this or that?’  My response is that I don’t care.  I can turn on a dime.  I can turn the entire practice around and move in a different direction, and I can do it in a day.  If we went to a Canadian style health care model, pfff, I don’t care, I’d change overnight.”

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