Archive for the ‘Networked World’ Category

Boje

Wednesday, November 16th, 2011
Dr. David Boje, the 'Einstein of Story'

Dr. David Boje, the 'Einstein of Story'

This morning, I’m wrapping up a visit with Dr. David Boje, who’s on the faculty of the business school at New Mexico State University. Boje’s work focuses on storytelling and its effect on business (huge!) I participated in two of his classes, one undergrad, one for PhD candidates, in which we explored what he calls the Quantum Physics of Storytelling and its relationship to improvisation. We found all kinds of connections and I think we both came away from the experience feeling there’s  lot more to be discovered and explored in this realm. Improvisation is the ‘trigger mechanism’ that can release the quantum energy (and meaning) stored in stories. Boje’s work provides the framework for the process and the empirical evidence of its outcomes. We’ll leave it at that for now. Very excited to see where this scene goes, and how it can help GameChangers’ clients!

What is Leadership?

Tuesday, September 27th, 2011

Last week, Forbes ran a column by Glenn Llopis that poses the question, ‘Is Leadership Irrelevant?’  The unwritten follow-up question probed though not fully answered in Llopis column, is, ‘If leadership is irrelevant, what can take its place?’  This is an issue that comes up all the time in conversations with executives. People understand that their model of leadership is broken, yet they don’t really know what can take its place.

'A Captain of Industry' by Graham McKean

'A Captain of Industry' by Graham McKean

I don’t think it’s a matter of anything ‘taking leadership’s place.’ What are we going to do, remove the word from the dictionary? Are we all going to wait around for someone else to make the first move? (Oh wait, that’s what happens now.) What leaders can do is adapt to a business environment that is different than the one that shaped the textbook definitions of leadership. This environment moves faster, with more, and more fleeting, opportunities for a generation of restless, tech-savvy players entering the global workforce. To prosper in this environment, leaders and the companies under their guidance must adapt. This is not a one-time only thing, adaptation is not a new program that that can be taken off a shelf and ‘acquired.’ It’s a way of life.

We call this new model of leadership Flexible Vision. Naturally it is informed by the principles of improvisation, among them:

Take care of yourself first. This is a phrase popularized by Chicago improvisation master, Mick Napier. It doesn’t mean be selfish, as in ‘get your golden parachute packed, and don’t worry about where the plane is going because you’re jumping off before it gets there.’  Not that. It means come prepared. Have a take. Be someone. Stand for something. Rock your style. What your style is doesn’t matter nearly as much as whether or not you rock it.

Begin with listening. How can you contribute to the conversation if you don’t know what the conversation is about?

Follow the follower. This is a Viola Spolin concept. The narrative was going on before you entered the scene, and it will continue after you’re gone. Don’t ‘try to make things happen.’ Connect with what’s already happening.

Let go of status. In the old leadership models, status followed a person from scene to scene. If you were the CEO that was your role, and you played it in every scene you were in. This model forced a lot of managers into a mode of pretending to know more than they actually did, to feign authority in subjects with which they were not familiar, just to preserve their status. These ‘false narratives’ are a big inefficiency in any organization clinging to old leadership models. Improvisers, by contrast, change roles and status freely from scene to scene. Though your title is ‘The CEO,’ your roles can be ‘Student,’  ‘Fearless Explorer,”Arbitrator,’ ‘Cheerleader,’ etc. Adaptive leaders adjust their role and status to fit the scene, not the other way around. And the higher a person’s rank in the company (however that is gauged), the more adaptive that person can be, because the range of roles he or she can play is wider than that of a lower-ranked person, e.g. a new employee.

Give gifts. This is the phrase improvisers use for supporting one’s scene and one’s fellow players. In improvisation, giving gifts is the most productive move there is. Those who do it most consistently? Those are our leaders.

'Made for Each Other' - Graham McKean

'Made for Each Other' by Graham McKean

Forgive Those Who Trespass Against Us

Wednesday, September 7th, 2011

This weekend, we will see  billions of dollars in media time, politician time, Homeland Security time, Pentagon time, NFL time, and the cost of our collective attention, spent on remembering 9/11. Most of it will be the ‘Never Forget, Never Forgive’ kind of remembering. Politicians and Generals like Panetta and Petraeus will warn us that it’s still a dangerous world, that our enemies are still omnipresent, and bent on destroying us.

We jump at shadows. A weekend pilot who wanders into the airspace above Camp David (where the President was not staying at the time) is immediately characterized by the media as a possible terrorist; this followed by dire predictions from Homeland Security that the next wave of terrorist attacks will come in small planes.

A mentally ill person armed with an AK-47 shoots up an IHOP in Nevada. The media blend this and other sad events like it into a nonstop drumbeat of fear, marching us inevitably backward in time, toward the paralyzing events of 9/11. We go into hiding from one another. Gate our communities. Update our security systems. Buy more guns. And all this does is blind us to the reality that we live in a country where mentally ill people can get their hands on AK-47s. Instead, we are made to feel powerless that we can anything about it. Except burrow deeper into the darkness.

I’ve got an idea for this week, an antidote for the fear being foisted upon us by people who want to manipulate and profit from it. An idea that doesn’t involve chest thumping, flag waving, or the naming and elimination of our enemies:  Do what the Amish do. Forgive.

When five young girls were executed in a schoolroom by a lunatic with a handgun in Nickel Mines, PA, in 2006, the Amish did the most difficult thing I can imagine. They forgave the gunman and his family. They bulldozed the schoolhouse where the massacre took place, and set about doing the unfathomably hard work of getting on with their lives.

When it comes to 9/11, we haven’t been allowed to forget, and we certainly have not been encouraged to forgive.  Warmongers like Dick Cheney, Don Rumsfeld and Paul Wolfowitz saw 9/11 as a business opportunity. And that, with Cheney’s abominably-timed book promotion, continues to this day.

The battles we must fight are not with our enemies but with ourselves. No matter how much we hurt, or how much harm has come our way, we can never find healing in bringing more hurt into the world, or in harming others as we have been harmed.

Forgiveness is the first step out of the shadow of our fear, into the light of a better world.

2006 Site of the Nickel Mines Schoolhouse, Today

2006 Site of the Nickel Mines Schoolhouse, Today

Leave it to Jobs

Thursday, July 21st, 2011

Over the past three and a half years at GameChangers, we have gone through Cirque du Soleil-like contortions  to explain improvsiation and its value to business in the Networked World.

We have defined it as “A process for producing consistently positive outcomes from unforeseen circumstances.” We call it “serendipity by design.” “A game, a theme, and an exploration.” “Collaborative problem solving.” “Acting on environment and letting environment act on you.” Listening, Learning and Transformation.” “Agility + Ability.” “Freedom within Structure.” “Creating a cosmos out of chaos.” “Openness to opportunity.” “The Big Yes-And.” “Flexible Vision.” “How Tina and Amy Got Their Grooves,” and “Not comedy.”  Among others.

Leave it to Steve Jobs, interviewed in The Pixar Story, Leslie Iwerks’ 2007 feature documentary, to phrase it with the assured elegance of an Apple design.”Unplanned collaboration” is the phrase he uses.

“We wanted a place that would encourage unplanned collaboration,” said Jobs in describing the design of Pixar’s new studio. He repeatedly cites this this as the architecture’s objective.

He didn’t connect this phrase to improvisation, per se, but it’s as good a definition as we’ve heard. Improvisation is unplanned collaboration. And even though it’s unplanned, it’s all part of the design. In the architecture of improvisation, you fully expect to run into someone unexpectedly. When you do, you are prepared to exchange information, find an agreement, and build a scene together or continue one that had begun earlier. You expect that others might jump into this scene with you, and you are prepared for anything they might add. Through this process, in thousands upon thousands of such unplanned increments, each filled with its own unique potential to be productive, you move your narrative forward.

It’s hard to imagine a better case study for the value of improvisational design than Pixar’s studio, or a better model of what it means to be a GameChanger than Steve Jobs.JobsCirque1

Jobs also said it took ten years for Pixar to make any money. We’re just going to ignore that one. Play on.

What is a Theme?

Monday, July 11th, 2011

SarahLawrence2Last week GameChangers got hired to conduct a ‘thematic exploration’ of a client’s brand. Most of us, at one time or another in our educational lives, if not our working lives, have had to wrestle with themes. What are they? And, when it comes to business, what purpose do they serve?SarahLawrence6

Themes are Big Ideas. That’s part of it, but only part of it–because ideas can get too big, and, like a balloon so large it cannot be inflated, they will never find their definition, nor serve their purpose.

‘Stardom’ is a Big Idea. So is ‘Food.’ They are not themes. They are un-inflatable balloons, weighted down with so much meaning we can never get them off the ground. What makes a Big Idea buoyant? What gives it definition and gets it off the ground? Explorability.SarahLawrence5

The Big Idea must be Explorable (by at least two people at any one time). When a theme is Explorable, we can map to it. It can help guide us, and give us our bearings. At any given time, we can assess our position with regards to it. Themes, by virtue of their Explorability, suggest action. We can do something about them, through them, with them.SarahLawrence3

‘Reality Show Stardom’ is a theme. ‘Food of Love’ is a theme. (’Love of Food’ is another theme altogether.) When a Big Idea is Explorable, we can tell, and others can tell, objectively, whether we are engaged with the Big Idea or not. If we are studying dance at Sarah Lawrence, we are, in all probability, not exploring the theme of ‘Reality Show Stardom.’ It’s easy, by contrast, to imagine a hundred moves that do explore that theme. If we propose marriage over dinner, we’re sailing in the ‘Food of Love’ balloon. If we’re eating Cheerios and checking the box scores from last night’s game, we’re in a different balloon. Explorability gives Big Idea shape and definition, and carries us into new territory.SarahLawrence4

Which brings us to the business purpose of a theme:

The exploration of a Theme transports us. That, by itself, would be enough to make the exploration of a theme a valuable exercise. The buoyancy inherent in a Big Explorable Idea gives wings to our actions and adds to our sense of purpose. If a theme is strong, rather than get lost in the exploration of an idea,we have the potential to discover ourselves it it.

There’s a second big reason that Themes are important to business and brands: Themes are the glue that bind your brand to your customers. They are common ground that you explore together. Social media are the mechanisms, a garage full of vehicles, so to speak. Themes define the conceptual, physical and virtual territory you and your customers can explore together.

The narrative belongs to the customer. By exploring Themes that are authentic to your brand and relevant to your customers, you increase the probability that your product will play a meaningful role in their lives.

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

All photos in this post are from http://www.slc.edu/graduate/programs/dance/

ERGO YOUR IDEA

Tuesday, June 21st, 2011

The first time I experienced demand for new system architectures was when we had eight ‘information architects’ on the staff of our internet company, iXL, from 1997-2000, and they were booked solid  for most of that time. We all loved working with them. It was the ultimate white board exercise. They were the first people in the history of the world to have this particular job, and so, with absolutely no standards to which they had to be held, they excelled. People like Josh Galban (today, a product designer at MatchCraft), Ben Bratton (an urban architecture professor and writer-in-residence at UCSD) and Anuradha Sachdev (an experience designer at iCrossing) were among the infonauts who guided us toward  those early user experiences. Because there was no ’stock’ of knowledge about their nascent profession, they had no choice but to learn, and what they learned has been enriching them, their co-workers and their employers ever since.

I think there is a similar need for game designers in business today.

Networked structures and systems are as different from Industrial Age systems as a jellyfish is from a jetty. Networked companies must adapt. Continually differentiate their brands. Quickly recognize and act on opportunity in a constantly-morphing business environment.

Networked companies absorb and ride change like seagulls adjust to the wind.

Continuing our trip to the beach…a rigid, hierarchical approach to business has about as much chance in this environment as a sand castle does at high tide. The flow of change is that strong, that tidal. The new structures must be fluid, like the roiling environment they navigate every day. Fortunately for us human beings, we are 90% water. Fluidity is in our nature. It’s there. All we have to do is recognize and embrace it.

Games are among the most dynamic and productive structures that can be introduced to a system. They legitimize authority, lend themselves to accountability and encourage autonomy–energies that must work in concert for a networked organization to succeed.

At GameChangers, we design improvisation games to help clients achieve their business objectives. Our definition of a game is E-R-G-O. Environment, Roles, Guidelines and Objective(s). If you can define those, game on.

Ideas are cheap; execution is hard. Games require execution. An idea is like a game that’s never been played. We never consider an idea–for either ourselves or our clients–without looking at it through the ERGO lens. Whether an idea is any good or not is a a subjective discussion. The experience of playing a game, by contrast, can be analyzed objectively.

GC_GameGrfx1In a networked world, the power of an idea, its ultimate meaning, resides in ‘how much game’ it’s got. How much ‘play’ it generates. Games create focus. Elevate performance. Stir emotions. Reward innovation. They result in great stories. The value proposition is the size of Monstro the Whale.

(NEXT: POOR GAME, RICH GAME)

Quiz Question

Friday, June 3rd, 2011

At PlayCon 2011, between speakers, the audience got entertained by a series of trivia questions. One of them was this:

How many different ways are there to combine six 8-peg Lego bricks?

6LegoBricks1

The answer:

102,981,500  (Update:  Even though this number was supplied by the Toy Industry Association, I’ve since been notified by a tweet from LEGO_Group that the number of different combinations, according to Math Professor Soren Eilers from University of Copenhagen, is 915,103,765 if the bricks are the same color, 658,869,076,800 if they are different colors.  No matter which number is correct, for purposes of composition, the number is practically infinite.)

If that’s how many possibilities there are for half a dozen 8-peg Legos, just imagine how many different ways six people can connect!

Lego6Figures1

The possibilities are practically infinite. Yet so often when six people collaborate, the temptation is to script an outcome, as if, out of a universe of possibilities, we can pick one that is better than all the rest.

It is a mistake to focus on one specific outcome. Focus, instead, on the game, which has potential to generate limitless positive outcomes, and lets you explore more possibilities than anyone can script.

Quantum Narrative, Take 2

Monday, May 30th, 2011

(Note: This is a re-write of a post from January, 2010, which was a typically (for me) crappy and muddled first draft. The re-write is a contribution to an upcoming seminar on “Quantum Physics and Storytelling’ at the University of Bath, which came to my attention via the Storyhood site belonging to PhD candidate, Mike de Kreek, whose work focuses on the relationship between neighborhoods and stories.)

I.  Story

Watson and Crick

Watson and Crick

We create and share stories as a way of interpreting our experiences and making sense of the world. Stories turn chaos into cosmos. Our ’story sense’ guides us through life. Stories are the basis of community. They energize our relationships. Shape our careers. Filter our music. Impact everything from our spiritual beliefs, to the schools we attend, to the products we patronize.

It is through stories that we assign meaning to objects and events.

DNA, for example, became meaningful on a global scale in 1953, in a story told by scientist-storytellers Watson and Crick in a brand-new, double-helixed protein-based language. Before 1953, scientists knew the DNA story existed, but they didn’t have the tools to see it, the language to describe it, or the storytellers to make it mean something to the masses.

The discovery of DNA—as with any kind of breakthrough in human consciousness—poses an interesting ‘tree falls in the woods’ question. Before we tell a story about something, does it have meaning?

Was DNA ‘meaningful’ before 1953? Definitely. Had to be. Deoxyribose Nucleic Acid was doing its thing before we had the words to describe what the thing was. So if we weren’t telling stories about DNA, how was its ‘invisible meaning’ expressed?

II. Narrative

Here is my theory: Before it gets expressed as a story (and after, too) meaning resides in narratives.

A narrative is a flow of events connected to a theme.

A story is the conscious structuring of events to elicit meaning.

Before anybody ever put the letters DNA into a meaningful sequence, there was this theme, call it, ‘What Are We Made Of?’—a theme as old as the first time a mother wondered what made her babies look different from one another.  Any and all events connected to this theme comprise its narrative.

Before DNA came into being, its meaning was already present in the ‘What Are We Made Of?’ narrative.

Before 1953 and the birth of the DNA story, this potent narrative produced such meaningful artifacts as Mendel’s genetics experiments with pea plants, Shakespeare’s Hamlet, Thomas Jefferson and Sally Hemmings’ offspring, X-rays, ancient Egyptian seeds that had been placed in fermenting yeast to alter their growing traits—and the musings of every mother who ever wondered what made her babies look different from one another.

A narrative connected to a meaningful theme like ‘What Are We Made Of?’ has transformative potential.

We need this distinction between story and narrative because thanks to the internet, we have the tools to experience and the language to express meaning as never before. Things that meant something before the internet don’t mean as much now. And things that didn’t exist two years ago mean a lot today. We live an an Age of Meaning, and narratives, as the ultimate source of meaning, are ultra-important to our understanding of the networked world.

How narratives live in networks will a huge factor in how we connect and engage with one another, how we make sense of, and transform, the world in the 21st century.

III. Artifacts

In addition to stories, narratives deliver meaning in all kinds of other media—memes for example. Memes are not stories, but are important to how we connect with one another in networks. A hamster eating popcorn and a dancing baby are not stories. A rumor is not a story. A headline is not a story. A link isn’t. A tweet isn’t. A status isn’t. A sales transaction, in and of itself, isn’t. Yet these forms and many others can, like stories, hold meaning and therefore they have value. We call stories and all the other meaningful media generated by narratives ‘artifacts.’

Artifacts are memorable, shareable expressions of narratives.

The popular meme of a hamster eating popcorn is an expression of a narrative with a theme we could call ‘Loveable Pets.’ We smile at a dancing baby because it’s a quick glimpse of a narrative with the theme ‘Precocious Children.’

All narratives contain enough meaning to generate a practically limitless quantity of artifacts. What hangs in the balance is the quality of the narrative. Does it inspire or repress? Is it productive or reductive?

IV. Narratology

Our ability to store and experience narratives in networks has opened a new era in the ‘narrative sciences’–filmmaking, journalism, theater, business communication, publishing, branding, education, gaming, etc.—that mirrors what happened to the science of physics in the early part of the previous century.

‘Narratologists’ today are discovering, like Einstein’s community of physicist friends did, that stuff is connected in ways we had not previously had the ability to imagine. Networks abound with invisible and non-linear (the U.S. military calls them ‘asymmetrical’) relationships that have the potential to mushroom in a heartbeat into massive manifestations of energy with the power to create and destroy worlds.  Conceptual worlds. Virtual worlds. Physical worlds.

The distinction between story and narrative is also important because in a networked environment, it is increasingly difficult, perhaps impossible, for any one individual, organization or agency to script, and control stories and other artifacts efficiently. That is how business used to get done. When the number of communication channels were finite, ‘script-and-control’ models were optimal. This is no longer true. Your network’s appetite is bigger than what you can feed it purely in the form of scripted-and-controlled content.

Continual co-creation is essential.

V. Script-and-Control vs. Continual Co-Creation

With an infinite number of channels available to us, narratologists can put new, more flexible story strategies into play. In this environment, ‘co-creation’ models are optimal. Continual improvisation and collaboration are required. In the new narrative-focused models, the emphasis is not on authorship, but on participation. Communication is not a matter of control, but of liberation.  Only a co-creation model can generate enough meaning to satisfy a robust network’s appetite.

A big reason Walt Disney decided to give up filmmaking to focus on his new theme park in Anaheim (coincidentally right around the time of Watson and Crick’s DNA discovery in 1953) was that, unlike his films (”Snow White” had a jiggy couple of frames in it that bothered him the rest of his life), the theme park would, in Walt’s words, ‘always be in a state of becoming.’ With the opening of Disneyland, Walt Disney got into the co-creation business.  Together, Disney and the guests at his theme park explored a narrative you could call ‘The American Dream.’

Since its opening in 1953, Disneyland has hosted over 600 million visitors, and it’s safe to say that most of those guests have generated artifacts in one form or another that depict ‘the American Dream.’ It’s a Great Big Beautiful Tomorrow. It it’s a Small World after all.  It’s an actor’s life for Me!  And a pirate’s life! And a Bug’s Life!

Over the past 56 years, the content Disneyland paid for—in the form of photo shoots, television programming, cast performances, etc.—is Dwarfed by co-created content. Google lists ‘about 58,000,000’ search results for ‘Disneyland.’ How much of that do you think Disney paid to produce?

As Viola Spolin (coincidentally born in Chicago just like Walt Disney), said of improvisation, advice Disneyland and its guests have taken to heart, “Act on environment, and environment will act on you.”

How much meaning can we liberate from a narrative in the form of stories and other artifacts? is a question we should ask ourselves, in one way or another, at the beginning of every working day.

V. Characteristics of Stories and Other Artifacts

StoryBalls1They unfold in linear time, with a beginning, middle and end.

They are designed.

They are made for sharing.

They are repeatable.

They are authored.

They have texts.

They tend toward genres and formulas.

They are inhabited by a finite number of players.

They are iterative.

The provide context and structure.

They are mappable in conceptual, physical and/or virtual geography.

They are hierarchical. Characters and objects in them gravitate toward high or low status, events toward high or low importance.

They are ‘causative’ in two ways:

1)  Everything in a story happens because of something else;

2) They can cause predictable emotions and reactions.

In the sense that they are causative, artifacts are Newtonian.

VI. Characteristics of Narratives

NarrativeManifold3_bwThey have no beginning, middle or end.

They have infinite beginnings, middles and ends.

They are not bound by time, space or geography.

What is observed of them changes depending on the observer.

They can occupy two or more places in space at the same time–they happen here at the same time they’re happening across the room or the planet.

They are generative.

Themes are the ‘glue’ that hold them together.

They resemble the playing of a game by a vast number of players (think of the artifacts generated by a popular MMORPG and you get the idea) more than they do the dynamic between author and audience.

A narrative is non-causative, that is, everything is related, but how and why things relate depends on the environment and the players.

They emphasize thematic consistency over literalness.  There is no ‘right’ or ‘wrong’ way to explore a narrative.

Narratives are quantum phenomena.

VII. What’s the future of narrative?

In a complex communication environment, narrative, and the artifacts it generates, are the best way to resolve complexity, and in fact, this is what Gen Why? kids do extraordinarily well.  Their sense of narrative is unprecedented, and their personal narratives are the stars they steer their ships by.

In an interesting post on filtering, Tim Kastelle and John Steen explain that there are five kinds of filtering: Naïve, Expert, Network, Heuristic and Algorithmic, and, further group these five genres of filtering into two categories, Mechanical and Judgment-Based. That’s How we filter. Narrative is What we filter. Most people give no more thought to how they filter than Grandma gives to the air filter in her car. What they think about and act on, the way Grandma steered her Cadillac to a particular destination, is narrative.

The science around all this 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.

As to what the future of narrative is, it’s a trick question, because there is no future to narrative.  Narrative happens in the Now. It is the world as we experience it in this second. This heartbeat. This breath.

The Future and the Past belong to stories. The Now belongs to narratives.

Like Disneyland, narrative is always in a state of becoming.

VIII.  Ze Zen

We are spider-like, connecting our webs and heeding their vibrations.

We are dowsers, feeling for the tug of an invisible stream.

Everything is a coincidence. This is not a coincidence.

When the story is ready, the storyteller will appear.

My Grandmother Was a Witch…

Tuesday, March 22nd, 2011

Back in the Dotcom era, I’d often get asked to speak on panels about this new thing called the Internet.  The moderator’s final question to the panel would always be something like, “Where’s it all going?”  When my turn came, I’d begin with the line:

“My grandmother was a witch…”

It would get everyone’s attention, for sure.  After a beat filled with lots of blinking eyes, I’d explain that my grandmother knew how to dowse for water with the forked limb of a peach tree, and when I was seven or eight years old I’d asked her one day when she was burning trash in the rusty barrel behind her house how she did it, and she said, by way of explanation, “I’m a witch.  Didn’t you know that?”

After she put it like that, I noticed things about her that, to my young and fertile imagination, seemed like total witchcraft:  How her flowers and vegetables grew to enormous sizes–chrysanthemums like volleyballs and corn on the cob as long as your forearm.  How she would talk to her animals, her hens and her cats, and how they’d talk back.  And how the same voice that could chat with cats could throw off the pitch of an entire congregation singing a hymn in church on Sunday.

I’d tell the audience that I had come to believe that what my grandmother knew was just a tiny part of a whole body of folkways and connections to the Earth that must have, at one time, been whole.  I suggested that centuries of science, rationality and organized religion had shattered and scattered this body of knowledge to the ends of the earth, but that it still existed, as little slivers and remnants, like what my grandmother knew.

I said that what I thought would happen is that the people who are the keepers of these little pieces would be able to use the internet to find one another, and re-connect what they know, and reassemble those slivers in beautiful new ways, and that maybe these new ways would be what saves the planet.

I’d get nothing from the audience.  Blank looks.  Crickets.  Maybe one older woman in the audience nodded in understanding, but that was about it.

And then someone  else on the panel would say something like, “I think e-tail is going to be driver for growth in the tech sector in the foreseeable future…” and you could almost hear the audience sigh with relief as the talk got back to terra cognita.

Today, when I get asked to speak about social media, I will sometimes tell this same story, about My Grandmother the Witch.

Today, almost everyone in the audience nods in understanding.

Next chance you get, plant a peach tree or something.  We’re going to need it.DiviningRod1

Sevanne

Monday, February 28th, 2011

On February 20 in New York City, Jonathan Franklin, author of 33 Men, the new book about the rescue of the Chilean Miners, and I rehearsed Where Are You Stuck?, the new GameChangers program based on our shared observations of the rescue.  His observations are anecdotal, and chronicle the story of what happened before and during the rescue.  Mine are technical, and cite the way in which improvisation informed the process.

The WAYS? menu consists of 15 game-oriented activities inspired by the rescue.  A half-day WAYS? workshop will be comprised of  eight of these 15 activities, of which the client chooses six; two activities, the first and last, are ‘requirements.’  Our first WAYS? engagement is March 2 in Miami, for 120 executives from a large manufacturing company that is restructuring its processes on a global scale.

Because we had only one day to rehearse in person prior to March 2 (Franklin is currently on a worldwide book tour), we hired a coach, Sevanne Kassarjian, to guide and focus our work in New York.  Two ‘applied improvisers,’ Zohar Adner and James Tossone, along with Heather Soldania, a Masters student at USC’s Annenberg School of Communication who happened to be in NYC last weekend, joined us for part of the day.  Jonathan’s wife, father and three-year-old daughter, Zoey, also sat in for part of the day at the Ripley Grier Rehearsal Stages where we were rehearsing.  Zoey even participated in one of the activities, in which her job was baking cakes in a high-speed oven.

It was a good day.  We made huge strides toward getting the program ready.  Sevanne is terrifically focused.  She relentlessly probed and pondered the experience from every perspective.  Her work demonstrates how an improviser can play many roles in quick sequence, always through the essential truth of one’s character.  During our collaboration, she played the roles of Gentle Encourager, Stern Critic, Logistics Manager, Playful Mom, Erudite Intellectual and Fellow Improviser, to name just a few of the hats she wore.  Through it all, she was always the brilliant individual we now know as Sevanne.

Sevanne’s work is itself a microcosm of why improvisation is an essential skill for managers in a Networked World.  A job title is just that, a title.  Sevanne’s job title last week was ‘Coach.’  That title did not define the many ways in which she supported us.  Simply put, she did what was best for the scene, in each and every moment.  Given the gift of improvisation, so can you and your organization.

Play on!

Sevanne Kassarjian (Jonathan Franklin in b.g.)

Sevanne Kassarjian (Jonathan Franklin in b.g.)