Archive for the ‘Scenes’ Category

The Oakley Coda

Thursday, December 16th, 2010

Back in October, when the 33 Chilean miners emerge from the mine where they have been trapped for 69 days, they are all wearing Oakley sunglasses.  Every journalist covering their emergence comments on it.   Every photo of every rescued miner–and how many impressions is that worldwide?  Billions? Trillions? Chillions?—shows them wearing their Oakleys.  I’ve been following the narrative for a while, and long after the rescue has ended happily, I am still curious how those sunglasses got on those 33 billboards faces for all the world to see.LosMineros_Oakleys

Three weeks ago, I contact a friend, Kurt Kochman, who used to work at Oakley (he’s now the Web Customer Experience Manager for Skechers) who puts me in touch with an executive at Oakley, who puts me in touch with a PR person from Oakley named Diane, who puts me in touch with journalist in Chile named Jonathan Franklin, who Diane says, “Knows the story better than we do.” Hmm. A non-Oakley person who knows the Oakley story better than Oakley does? This is my kind of branding. No wonder I wear Oakleys.

Jonathan Franklin

Jonathan Franklin

The Chilean miners, it turns out, come out of that mine wearing Oakleys because Jonathan Franklin works his way through school in the 1980s by selling sunglasses.  There’s a lot more to it than that, of course, but that is how the thread begins. “I’ve always been a fanatic for sunglasses,” says Franklin when we speak on Skype this week. “When I was in college [at Brown University], I made my living selling sunglasses.  I had a company called All I Wear. We had ten or twelve students covering campuses up and down the East Coast. I’ve also been a street vendor of sunglasses.  Good ones. Vuarnets. Ray Bans. Oakley wasn’t on my radar yet.”

Here is what happens between Jonathan Franklin’s college years and the rescue in Chile that results in the miners wearing Oakleys:

2) Twelve years ago, Franklin moves to Chile where he works as a correspondent for The Guardian. He also freelances all over the Americas for publications like GQ, Esquire and Playboy. He embraces the Chilean culture, loves it there, gets married there, begins raising a family there.

3)  In 2003, five years after the move to Chile, while covering a story in North Carolina for GQ about the World SWAT Championships, meets Erik Poston, a sales rep for Oakley. He and Poston bond over their mutual interest in sunglasses technology. “He took time off from whatever he was doing to talk about the optics in sunglasses,” says Franklin. “Oakleys are great in the deserts or the mountains.”

(We call this mutual interest, or agreement, ‘finding the game.’  It is game that will pay off for its players seven years later.)

4)  When he arrives on the scene of the August mine accident in Copiapo, 800 km east of Santiago where he lives, Franklin is the only print journalist given a ‘rescue pass, which means he has full access to the rescue site, and regular conversations with the miners. His pass designates his job on the rescue site as ‘Writer.’

5) A few weeks after the miners get discovered still alive, Franklin sits in on a meeting at which the subject is the design of the rescue vessel [The Phoenix].  “Talk about improvisation,” he says, “there’s never been anything like this. At one point, they said they’d need sunglasses for the guys. They just kind of skipped right over it, said they’d get safety glasses or something.  They had so many things to think about that they just skipped right over the glasses.  I raised my hand and said, ‘Excuse me, I am only a journalist, and I don’t mean to be butting in, but why don’t you get the guys some Oakleys or some real sunglasses?  And they said we don’t care about that.  And I said how about if I’m in charge of sunglasses?  So they said okay, fine, one less thing for us to worry about, you’re in charge of sunglasses.”

(This is classic ‘yes-anding’ by Franklin.  Yes-anding can move a scene in an unexpectedly productive direction.  It can also, as it does here, transform a trivial detail into something important and valuable.  These little twists are the stuff great stories are made of.)

6) “God knows why, but I had saved the guy from Oakley’s business card. So I write him a letter.   I said I’m a journalist, I’m not going to make a penny off this, but if you get me the glasses, I’ll get them to the miners.”

7) Oakley responds immediately. They ask for specs. The Chilean Navy, which is tending to the miners’ health, sends the specs. Anatomical, so that debris and dirt won’t get in. And dark. 1oo% UV and UVB ratings. Research scientists at Oakley go back and forth with the Navy a few times until they get the best lenses on the most appropriate frames. They ship 35 customized pairs to the Copiapo mine.

The glasses arrive at the last minute. A Navy doctor sends them down the rescue chute. When they come back up, they are on smiling faces surrounded by more smiling faces, and the rest…is eyewear history.

IMG_0523“The Chileans were very grateful,” says Franklin. “The miners, before they were released, were very grateful.  And it was good for everyone.  I know Oakley has gotten criticized for exploiting the situation, but the CEO of Oakley, who sent me the glasses, had totally forgotten about it.  He was watching the rescue on TV, and the first miner pops up and he’s wearing Oakleys, and the CEO says to his wife, ‘How about that, he’s wearing our glasses!’  And the second miner pops up, and he’s wearing Oakleys, and the CEO said, ‘Oh, yeah, that’s right, we sent them some of our glasses!’  He’d totally forgotten about it.”

Lots to be learned from the Oakley Coda:

If you add something productive to every situation you’re in, outcomes take care of themselves.

Subject matter expertise is a good point of connection.

Minor roles in one scene can become major roles in the next scene.

Don’t persuade, participate. The best way to influence the game is by playing it.

Give gifts to your scene partners. Your expertise can be a gift.

Be sensitive to context. If you join a scene in progress, have a good reason why.

Meaningful connections have a long shelf life. This is relevant to network economies, where meaningful connections can be ‘parked’ indefinitely, until a scene calls for them.

Narrative trumps nationality.

Do the good thing in the moment, and the better thing will happen down the line.

Damn, I can’t think of them all! There’s a lot! Find something for yourself in this story and put it in play. Good things will happen as a result. There is a science to serendipity.

You cannot script a story like this. You cannot bake it into your media plan. You cannot buy it, for any price. No one at Oakley could have caused it to happen. If they had tried to achieve the same outcome on their own, it would have come across as rank exploitation. They would’ve never penetrated the inner circle at Copiapo. Instead, they had a conversation. Way back when, they planted a seed. When conditions were right, that seed grew and blossomed into something beautiful, something money could not buy—an incredible narrative.

If you’d like to soak up more of the Chilean miners’ story, you’ll want to pick up the book Jonathan Franklin is writing. It comes out February, 2011.

Zero History Lessons

Friday, November 12th, 2010
William Gibson

William Gibson

Where trajectories of fashion, business, government and technology will someday intersect, William Gibson is already there, reporting back in mindbending detail.  His novels are, for me anyway, like books of code, densely-clued mysteries about the near future, that challenge a present-day intelligence to unravel them.  Here is one clue that gets dropped over and over again in Gibson’s newest novel, Zero History:

In the future, improvisation is a must-do.

Page 135:  “Doing it, as a pickpocket had once advised him, as if it were not only the expected but the only thing to do.”  The improvisation:  When you invest in your scene, the scene makes choices for you.  ‘Doing what’s expected’ is someone else’s script for you, it’s a voice in your head that’s not even your own.  ‘Doing the only thing to do’ is the feeling that you are in tune with everyone and everything around you.  It is acting on the clarity of one’s intuition instead of  obeying the voices stored in the RAM of one’s rational mind.  Just don’t be using your new-found powers to pick pockets.  Not all improvisation is put to work for the good of the team.  Beware the bad game!

Page 171:  “THE ORDER FLOW” (Chapter title.)  Gibson’s characters talk about “the inability to aggregate the order flow”—the sum of everything being bought and sold around the world at any given moment in time—as being the dynamic that keeps markets alive.  “Stability’s the beginning of the end,” says the character of Milgrim, a high-level intuitive, quoting an even more intuitive base jumper named Garreth.  “We only walk by continually beginning to fall forward.”  The improvisation:  Always fall forward, never stand still.  Turn fails immediately into positives.  Embrace flow.  Stasis—a static state—is the enemy.  Harness chaos with structure.  Subvert structure with flow.

ZeroHistory1Page 202:  Garreth talking about whether a phone call that’s crucial to their fates will happen or not:  “Either way, we’ve moved it forward.”  The improvisation:  ‘Something happening’ and ‘something not happening’ are both opportunities to move your scene forward.  Don’t worry about what will or won’t happen, do something with whatever happens.

Page 225:  “You’re just doing this to see what happens,” says Milgrim.  The improvisation:  Do something and see what happens.

Page 234:  “…some kind of London PR hive-mind thing,” says a character named Heidi, a biker chick who uses taser-tipped darts as her weapon of choice.  “Wires are hot but there’s no actual signal.  Kind of subsonic buzz.”  The improvisation:  This is a description of the group mind.  Nothing perceptible is communicated.  What the group needs to know is simply, without ever being consciously transmitted, already there, waiting to be shared.

Page 319:  “Follow the accident.  Fear the set plan,”  says Garreth.  “I thought you loved plans,” says Heidi.  “Love planning.  That’s different.  But the right bit of improv makes the piece.”  The improvisation:  Think of your process as a series of scenes, in Gibson’s lingo, ‘pieces.’  Preparation is more important than planning.  Planning goes out the window in the first few beats of your scene, but preparation will be there for you throughout.

Zero History also has juicy insights into the future of marketing and brand strategy, which I’ll post separately.

Now go do something to see what happens.

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.

Los Mineros Part Five: Support from the Wings

Tuesday, September 28th, 2010

ONE IN A SERIES…

A scene can always gain momentum and depth with support from the wings.  Support can come in almost any form–a walk-on, a tag-in, a sound, a song, a prop–anything that adds context to what’s already happening.  We see this happening with Los Mineros, the 33 Chilean miners trapped 2,300 feet below the surface of the earth in a copper mine.   You could say that the scene has become a kind of flurry of support from the wings.  This is typical of a second (of three) acts in a longform improvisation.  Lots of additions get thrown into the mix.

There were a couple of notable ‘adds’ this week:LosMineros_Capsule1

The first was a prop, the wire mesh one-man capsule that will bring the miners back to daylight one at a time.  This heightens the scene by helping us get a better picture of what the rescue effort will look like.  The capsule gives us an idea of how wide a hole they’re having to drill to reach the miners.  It will be interesting to see what kind of rule Los Mineros add to their game to determine in what order they come to the surface.  In terms of status and media exposure, especially in the first 24/7 news cycle, first guy up is going to be Neil Armstrong to the 32 Buzz Aldrins who follow him. (POST-RESCUE NOTE:  Not quite accurate.  Every miner had his moment, and the last miner was the highest status player in the scene.)LosMineros_Headline1

The second big addition from the wings last week was media training.  According to a story in the Guardian, PR people are coaching Los Mineros on how to comport themselves with the media when the light finally hits them, and, no doubt, how to book themselves on Oprah, get a reality show deal, negotiate endorsements and hire ghostwriters for their books.  This addition to the scene is pure comedy gold.  By the time they reach the surface, Paris Hilton and the Pope will both be there to greet them. (POST-RESCUE NOTE:  It speaks well of everyone involved that the scene, thankfully, never turned into a circus.  Publicity seekers who showed up at the site were promptly sent home.)

Social Media Week Diary

Monday, September 27th, 2010

IMG_0178From beginning to end, Social Media Week in Los Angeles (with corresponding events in Bogota, Buenos Aires, Milan and Mexico City) was a  productive game, consisting of 95 events in all, of which I attended or facilitated eight.  Toby Daniels, the Founder and Exec Director of Social Media Week, Erick Brownstein, the L.A. producer, Ben Scheim and the Crowdcentric team, along with Meebo, L.A. Weekly and the other title sponsors, know what they’re doing and it showed.

The week’s events demonstrated again and again that what happens in social media doesn’t stay in social media.  Interactions in the social sphere have the potential to turn into valuable real world interactions:  business and personal relationships; jobs; art; activism; entertainment; awakening; health; transactions; fandom; travel; renewable energy; good food and drink; style; and let’s not forget money.  We’re in this to make the economics work, because if the economics don’t work, no one works.

To that end, there was an urgency to the presentations.  If social media is to drive economic growth, how will it happen?  That’s the question underlining every event I attended or heard about.  We pooled a lot of good answers, too, lots of ways that social media can generate ROI.IMG_0282

SMW week showed us that a movement need not begin massively.  Small groups can connect to large networks.  Local action sparks the mass movement, global networks can inform local cultures.  In the social sphere, flow is more important than stock, a trajectory is more indicative of potential than a position, and a community is a better audience than a demographic.

Here are some of my impressions from week:

—>On opening night, at Inner City Arts, a couple of blocks from Skid Row in downtown Los Angeles, Sir Ken Robinson simplifies the complex problems of sustaining  a healthy planet, and throws down the gauntlet to the crowd.  Even though he’s already a knight and everything, he wants us to go out and slay dragons!  He makes it sound like a noble quest, so sure, why not?

We don’t really have a choice, do we? As Sir Ken points out, the population of the earth is on a hockey stick, and it’s going to put such stress on the planet’s resources that, unless we can change the way we live and act toward one another, we are in for a bad ride.  The scarcer the resource, the bigger the war?  How’s that sound, for starters?  If we get ourselves into wars that last 10+ years when petroleum supplies are at their current levels, what kind of wars do we think are we going to get into when supplies have passed their peak? If we cling to the current business models, we are literally talking about endless war.  In fact, we may already be talking about endless war if the Pentagon gets it way.  There are currently over 700 military bases around the world.  No one in the military will project the U.S. getting out of there before 2016.  That is a 16-year war, ladies and gentlemen, costing trillions a year–that we know about. It’s military follies like these that, historically, bring nations to their knees.

—->Also on Opening Night, Dave Stewart of Eurythmics fame performs with two beautiful women, one a violin virtuoso, one a chanteuse with a stunning voice.  They are amazing together, really, especially the part where  Stewart and the violinist improvise a song.  When the singer joins them, they begin performing Eurythmics hits, and the thought strikes me, “That man is going to spend the rest of his career looking for a replacement for Annie Lennox, and he’s never going to find her.”

—->Meebo, Semantic Foundry and CrowdCentric host an event at the Pacific Design Center on Social Media and User Experience.  (It kills me to miss Rob Reed and Jonathan Taplin‘s session on Geo-Location, but those guys are here in L.A., and this event is hosted by a crew from NYC, so I choose the scarcer resource.)  I’m stunned at how deserted the Design Center is at 2 PM on a Tuesday.  It has never been one of those places crawing with pedestrians, most of its showrooms being by-appointment only, but even by those standards, it’s a ghost town.  It’s telling that the only signs of life in the belly of the Big Blue Whale, as far as I can tell, is coming from the 150 or so folks attending the SMW event.  It must mean something.

The presentations on user experience are good and smart, and a breakout session changes the dynamic just enough to hold most of the audience for three hours.  The art of designing user experiences has come a long way since the mid-90s, when no one knew what an ‘information architect’ was.  I like how UX designers are tying the customer experience to narratives.  We’re still not doing such a great job of defining what those narratives are, but we are at least recognizing that narrative is what connects buyers to brands, organizes complex datasets, and generates the trust that binds citizens to community.That recognition is, in itself, huge.

—->On Wednesday, I conduct the first of what will be three GameChangers workshops for SMW. This one is entitled ‘The Revolution Will Be Improvised—Brand Narratives in the Networked World.’ 30 people from all walks of life participate–from MBA students to a Malibu beach girl with a transmedia project funded with Brazilian money, to the V.P. of digital for Deutsch Advertising.  As always, we have a lot of fun, and everyone learns something.

—->On Thursday morning, I give a one-hour presentation entitled ‘Communication Trifecta’ at the Institute for Multimedia Literacy at USC, in which we focus on ‘three levels of meaning’ – Cosmetic, Emotional, Meta.Several people in the audience indicate that they’ve had improv training, so at the end of the talk, I call on one of them, and the two of us perform an exercise I call ‘the Geico Game,’ which turns out great, because she is so good. Always nice to end a scene energetically.IMG_0350

—->That afternoon, I conduct a three-hour GameChangers workshop focused on science communication for students and faculty at USC’s Viterbi School of Engineering. The class is part of a graduate seminar in science journalism taught by the renowned science journalist, KC Cole, at whose invitation I am here. It is a continuation of a program initated by Alan Alda, who joins us on Skype for the last 30 minutes of the workshop.  During the workshop, we play two Biomimicry games suggested to me by my friend, Belina Raffy, of Imprology in the U.K. It is the first time I have coached these particular games.  I could have done a better job of explaining them, but they work.

Over Skype, Alda and I talk shop for a few minutes which is awesome, because he is one of the original legends of the improv community. At the same time, I am a little self-conscious, because the class is just sitting there, listening to him ask me questions like, “Did you do any contact work?” “How did you create the focus that got them outside their heads?” “Did you find that ego was getting in their way?”

A few people step in front of the camera and do short presentations for Alda. One of the biomimicry games, played by six grad students, has resulted in a silly design for an imaginary animal. Alda points out that what I thought was a shortcoming of their design, its ‘silliness,’ indicates that the group has collaborated freely, unconstrained by the ‘rational’ judgments of the left brain, and compliments them on it.  In pointing this out, Alda himself demonstrates one of the principles of improvisation—there’s opportunity in everything, even in what we might at first perceive as silly or inconsequential.  IMG_0354

—->Thursday evening at The Cimarron Group, a high end entertainment marketing agency….a ‘Fanthropology’ workshop for movie studio and music company marketing execs. I consulted with Cimarron’s social media team on this, but have no responsibilities for presenting it, and we’re there early, so Rick Shaughnessy, who flew in from Chicago for the week, and I sit in the Cimarron Bar, which is an old set from Melrose Place, and talk shop. The event itself is very well produced. Henry Jenkins, the famed author of Convergence Culture, is the featured panelist and Kevin Winston of Digital LA is the moderator. Within the space of an hour, the panel offers dozens of data points that are relevant to any brand looking to create and manage fan communities.IMG_0379

—->Friday…the Closing Night Party at The Room nightclub in Hollywood. Members of the SMW planning committee, the sponsors, and worldwide producers are all here. I’m especially happy to see smiles on the faces of Erick Brownstein of The New Agency, and the members of his L.A. team, including Dawn Sinko and Wendy Walz, who did such incredible work to pull together the week’s 95 events.   We all take a collective breath. Social media is a pebble dropped into the water, and we are all optimistic about where the ripples can carry us.

—->[CODA] On Saturday, Lee Fox, the energetic founder of KooDooz, a cause-related application for kids, hosts an event at the Santa Monica Library, about dealing with all the plastic in the ecosphere. There’s more than you want to know. I thought there was one gyre, as the massive island of floating trash in the Northern Pacific is called. Turns out there are three, each of them larger than the state of Texas. Lee screens the excellent documentary Bag It, a story told by a funny and personable guy named Jeb Barrier, who decides to take a closer look at the plastics industry after he gets some personal news about his family. I meet Ian Moise, the founder and CEO of Reuse Connection, and make a mental note to introduce him to my friend Deb Maher in D.C., where Ian is based, to tell him about Deb’s plan for turning recycled plastic into shipping pallets to replace the wooden ones that predominate today.

I take a picture of a kid wearing a costume made of plastic bottletops, which we learn in Bag It cannot be recycled, and often end up killing the sea animals who eat them. The kid gets it. We cannot deal with the challenges we face as problems to be overcome. They are too big, too overwhelming. In fact, in Bag It, one environmentalist says of the gyres, “There’s nothing we can do about them.” No, the only way to deal with the problem is for all of us to emulate the kid in the bottletop costume–to see a problem as art that has not yet been created, as a story that has not yet been told.IMG_0423

JetBlue Scene

Monday, August 30th, 2010

Jeremy Redleaf, one of the new physicists of the narrative form and the creator of this brilliant siteOJN1initated the scene when he sent me this emailJBJeremy1

about this JetBlue adJetBlue1

which is anchored by copy that saysJBJeremy2In my role of Commentor On All Things About Improvisation in Business, I responded to Jeremy’s email with this GameChangers postJBGameChangers1in which i point out that ‘the first rule of improv’ if there even is such a thing, which itself is debatable, is not to say ‘yes’ but to say ‘yes and.’   ‘Yes’ is a state of mind.  ‘Yes and’ is action.  The most fertile ground in the world is useless until it’s planted.  ‘Yes’ is the ground.  ‘And’ is the seed.  My blog post inspired Jeremy…JBJeremy2C

Posi-ffiti!  Yes!  I love threads like this.  As usual, I’d tweeted a link to my blog post. I decided to yes-and Jeremy by calling JetBlue’s attention to its error with a Tweet.  I was able to Google their CMO, Marty St. George and find his Twitter account.  JBTweet2To Marty’s credit, he tweeted back within 15 mins.  This already puts @martysg and JetBlue way ahead of most CMOs in brand narrative game.  It also tells me that this is one vigilant, sensitive cat.  Dude’s running it like Ochocincomartysg1

here @martysg commits the improvisation error of denying.  He does this by being vague–what does “if you said ‘no quotation marks’ I might be with you” mean, anyway?–and acting as if I’d accused him of misquoting ‘John’, and seems to be saying that the mistake is not theirs, but mine, for calling them out on the wrong thing.  I responded by suggesting the ‘Posi-ffiti’ gameJBTweet3

and further suggested how to initiate the game…JBTweet11

@martysg blocks the game… martysg2By acting as if I’d said something I hadn’t–that ‘The Posi-ffiti Game’ would have to be played without ‘John’s’ permission–Marty kills the scene.  This was probably his intention.  He also implies that quoting people without their permission is MY style.  In one statement, he refuses my gift and pimps my character.  Nice.  This is classic old school management style, a familiar corporate game I call, “Parry and Thrust.”  It’s played  by stalling, and staying non-committal (“Hm…if….I might…”) and then landing a knockout blow (“Do something unethical?  Not us.  YOU maybe.  Not us.”)

Look, everybody understands that a CMO like @martysg will not alter an ad campaign because some nitpicker tweets him about the word ‘and’ in an ad.  Like I said, he gets credit for being open enough to have the conversation in the first place.  This is more responsiveness from a tweet than you’d get from 90% of all the CMOs in the world.  It is, however, short of the kind of action a person would get from an improvisational brand like Southwest Airlines.  Furthermore, what happened when @martysg did respond is precisely the point of my blog post.  The conversation didn’t go anywhere because Marty St. George ‘yessed’ and he did not ‘and.’

How might Marty have yes-anded?  Anyone who’s gone through a GameChangers workshop can give you a dozen games that would be more productive than ‘Parry and Thrust.’

The good news coming out of this exchange is that all is not lost.  Jeremy Redleaf has a new job description for OddJobNation: “Posi-ffiti Artist.”

To an improviser, Lost is just the first step on the way to Found.

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, O to Z

Wednesday, August 25th, 2010

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

Objective–The desired outcome of a scene; the focus of a scene; the business goal of a scene; one of the four elements of a Game

Opening–An ‘overture’ prior to a scene or series of scenes in which a player or a group develops the themes for a performance; usually begins with a suggestion from the audience

Organic Opening–A style of group opening in which a ‘stream-of-consciousness’ dialogue and/or actions identify the themes for a performance

Organizational Environment–The overall physical presentation of a business to its audience; the ‘stage’ upon which a business performs; includes exteriors, interiors, wardrobe, lighting, transportation, ambient noise, air quality, etc. etc.

Pandering–A performance-related problem that occurs when a player appeals to an audience’s basest instincts; in improv comedy, this is known as ‘going for the easy laugh’

Performance–The actions taken by a player or group to achieve an objective; a scene or series of scenes designed to earn the audience’s approval and achieve an objective; participation in a game; the object of analysis  (by a coach/manager and/or audience) of a group’s effectiveness; an improvised scene or series of scenes; the effectiveness of a brand’s narrative in the marketplace

Pimping–A performance-related problem that occurs when a player makes an unreasonable demand or sets unreasonable expectations of other players; setting up a scene partner to look bad; asking a scene partner to perform in a way that conflicts with the scene partner’s role and/or character.

Play–Participation in a game; spontaneity; full engagement with one’s environment and scene partners; a design for achieving positive outsomes from unforeseen circumstances; performance; the enjoyable, shareable and scaleable pursuit of an objective; (see Improvisation)

Player–Anyone who plays a role in a scene; one who collaborates with others to achieve an objective; one whose work is informed by a sense of play; improviser

Quantum Narrative–The flow of experience, perception and communication–both conscious and unconscious–in which all living things participate;  a thematically-connected definition of these experiences, perceptions and communication; the material from which linear (i.e. ‘Newtonian’) narratives get produced

Role–The set of job-related responsibilities and duties for a specific player within a scene; unlike Character, roles can vary from scene to scene, and can also vary in terms of status; playing a role is often colloquially referred to as ‘wearing a hat’; one of the four components of a Game

Scene–Any interaction between two or more players who share an objective

Scene Partner–Anyone with whom a player interacts during a scene; a teammate

Scenic–Description of an environment that is rich with visual information and objects of inspiration

Scripting–A performance-related problem that occurs when a player plans how a scene will go beforehand; the imposition of one player’s narrative on the other players in a scene; dogmatic then sticks to the ‘script’, even if unforeseen events within the scene call for actions different than those planned

Scripter–A player who goes into a scene with his or her mind mind up about what the scene should be; a player who imposes his or her narrative on other players; the worst thing you can call an improviser

Spolin, Viola–An educator, community activist, author and theater director (1906-1994), who, along with her mentor, Neva Boyd (1876-1963), established the game-based theories and practices upon which GameChangers, and much of modern improv theater, is built; ‘the godmother of modern improvisation’; the author of the seminal textbook, Improvisation for the Theater (1963; U. of Chicago Press); Spolin’s son, Paul Sills (1927-2008), used his mother’s techniques to modernize and commercialize comedia del arte as ‘improv comedy’ through his work at the University of Chicago as co-founder of the Compass Players and as the co-founder and original artistic director of Second City Theater

Status–The level of authority associated with a player’s role in a scene; in Industrial models, status did not change from scene to scene, the CEO, for example was high status in every scene he or she (oh wait, we said Industrial, make that just ‘he’) was in; in the Networked Model, the CEO’s (or anyone else’s) status can range in status from scene to scene.

Status Games–A genre of usually unproductive games in which defining and preserving status is the objective; includes games such as ‘Kissing Ass,’ ‘Who’s Going to Tell Him He’s Wrong?  (Not me!)” and “I’m The Decider”; these games usually need excessive follow-up, as reality must catch up to the fictions generated by managers who focus on status instead of objectives that can be shared by the group

Story–The historical artifact that emerges from the playing of a game; the arc of a scene or performance, often said to consist of Beginning, Middle and End; the ‘Newtonian narrative’ that results from interaction with a Quantum Narrative; a snapshot in time of narrative flow; narrative history; an artifact produced by engagement with one’s art; the historical record of a player or group’s interaction with its environment

Suggestion From the Audience–Any idea or piece of information given to a group prior to a performance by those who will judge the effectiveness of that performance; includes market research, customer relationship management, results of spidering and other listening technologies; organizational imperatives; brand statements; directions from manager/coach, etc.

Symbolic Movement–Meta communication that moves a narrative forward

Theme–An idea inspired by a suggestion from the audience and generated in an opening or first scenes in a performance; the idea whose exploration provides the conceptual and narrative ‘glue’ for a performance; that provides the inspiration and foundation for a scene or performance

Upstaging–A performance related problem that consists of of stealing focus or negating the contributions of another player to make yourself look better; trying to good at someone else’s expense; blocking the audience’s view of another player in a scene

Yes and, Yes anding–Accepting a scene partner’s reality or declaration, then adding useful information or contribution of your own in order to arrive at a new idea or reality shared by the group; a shorthand phrase that describes the most fundamental concept of improvisation, the agreement between players that results in transformation

Zone, in the–see ‘Group Mind

THIS IS A LIVING LIST; PASS IT ALONG AND ADD TO IT, AS WE WILL CONTINUE TO DO HERE AT GAMECHANGERS.

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….