Posts Tagged ‘Networked World’

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.

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.)

Where Are You Stuck?

Friday, February 18th, 2011

WAYSScreenShot1This is a demonstration of how connections are made in the Networked World.  And some observations about how Creativity and Destruction go hand-in-hand.

WAYSScreenShot2Because GameChangers followed and contributed (seven blog posts) to the narrative of the Chilean Miners…because we were curious about how the 33 miners happened to be wearing Oakley sunglasses when they emerged from the mine after their 69-day ordeal…because we made a connection with Jonathan Franklin, the correspondent for The Guardian, who was the only print journalist with complete access to the rescue site in Copiapo, and was responsible for the Oakley connection…because Penguin Press has just published Franklin’s book, 33 Men, the definitive account of the miners’ ordeal…and because a lot of companies are asking him to share his experiences and insights…

We have co-created a new GameChangers program inspired by Franklin’s observations during the 69 days at Copiapo.  The program will be offered in the U.S. and Europe.  We will present it for the first time on March 2, at a Global Leadership Conference sponsored by Diversey, Inc.  We are rehearsing it this Sunday in New York City, when Jonathan Franklin and I will meet for the first time in person.

We cannot stress this enough:  Narratives are the ultimate organizing principle in the networked economy.

33 MEN - 3dTraditional news reporting and the internet made us aware of ‘Los 33.’  Social media–Facebook, Twitter, this blog, etc.–helped us track and participate in their story.  Skype, email and telephone made personal conversations and collaboration between us and Jonathan Franklin possible.  The Applied Improvisation Network helped us extend the program to Europe.  Geo-locating apps–I can’t even tell you what they were– helped us locate and provide directions to our rehearsal studio in NYC.  I used a virtual concierge to book my travel.  And of course personal relationships made things possible that no technology or platform could.

Through it all, it was the narrative that guided us.  With a narrative as your guide, the choice of platforms becomes an objective process, a series of consistently logical decisions.  How best to participate in a narrative is an entirely different, and more productive, discussion from how best to deploy a platform.  Choose narrative!

Interestingly (and typically) the mainstream media, beginning with 60 Minutes last Sunday, have focused on the more sensational aspects of the ‘Los 33′ narrative—on the fact that in their darkest hours, when they had no idea if they’d ever be found, a few of the miners began to think about cannibalism, or that since their rescue they’ve been suffering from PTSD (this is news because?…).  In Where Are You Stuck? we focus on the positive aspects of the rescue.  On the heroic qualities of the miners and their rescuers.  Teamwork.  Altriusm.  Sacrifice.  Leadership.  Creativity.

In every crisis there is opportunity.  In every crisis, there is destruction.  For something to be created, something must be destroyed.  Doors open and close in unison.  Shiva is the god of creation AND destruction.  Productive change entails creative destruction.

When the times are a-changin’, getting stuck can become a chronic problem, because individuals and organizations get frozen deciding (or avoiding deciding) how to respond to the changes they are experiencing.  The challenge confronting anyone looking to get ‘unstuck’ is all about focus.  Will your focus be on the creative or the destructive aspects of the change?  Will you see the opportunity, or obsess on the loss?  Will you bang on closed doors or walk through open ones?  Will you cling to the status quo until you realize, perhaps too late, that what worked in the past isn’t necessarily what will work in the future?  Interestingly, this is the challenge facing the Miners today.  Working deep underground isn’t an option any more.  That is a closed door.  What got them out of the mineshaft isn’t the same process that will get them out of the ‘mindshafts’ in which they find themselves trapped today. When context changes, everything changes.  Including the nature of heroism.

What made the Miners heroic in the eyes of the world is still within them, but like anyone else, they will have to change their game to suit their new situation.  This time, unlike the 69 days they spent in the mine, they have a choice.  Choosing to move consistently in the direction of creativity, opportunity and the newly-opened door is a challenge each of them will have to confront in his own way.

Check out the Where Are You Stuck? program, and fill out the response form to let us know how we can best help you.

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.

The Mighty And

Monday, November 29th, 2010

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

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

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

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

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

Chance Favors the Connected Mind

Thursday, September 30th, 2010

The author Steven Berlin Johnson, recently gave a TED talk on the subject of his next book, which will be his seventh: Where do good ideas come from?

He’s an observant man, so the observations come tumbling out of him in a 17-minute torrent, from why coffee shops were important to the Enlightenment, to the debunking of ‘Eureka’ moments.  If you want the full effect, step into the Johnson waterfall and view the video.

If you’re looking for a summing up, well, there’s a one-word answer to the question, ‘Where do good ideas come from?’ The answer is ‘Improvisation.’  Good ideas come from improvisation.  Check this out:

Johnson says, “Don’t protect ideas, share them.” This is precisely the concept behind of yes-anding.  Instead of scripting, blocking, denying, judging or yes-butting–all anathema to innovation–add to the ideas of others.  Walt Disney used to call this “plussing,” a phrase that has been adopted by Pixar Animation Studios.  In doing so, Pixar yes-anded Disney.  That’s how it works.  Ideas evolve.  And when you yes-and by sharing, they evolve faster and more purposefully than if you don’t.

Johnson says, “Ideas are a network.” This equates to the Group Mind of improvisation, where ideas belong not to any one individual, but to the group, and the scene.  Ideas are not isolated phenemona.  They always exist in relationship to other ideas, and other people.  An apple falling on Newton’s head was not his idea.  It was a connection between a number of ideas that described the physical world at that time.  Johnson says, “Chance favors the connected mind.”  He might just as well have said, “Chance favors improvisers.”  It was because he was able to connect it to other phenomena that the chance occurrence of an apple falling on his head became meaningful to Newton.  This is no different than what a good improviser does in a scene.  He or she turns chance into meaning by making connections.  That’s the work.  It’s not easy.  It is a practice that takes study, discipline and time.

Johnson says, “Ideas are a slow hunch.” This equates to the patience some of the best improvisation groups have for finding the game in a scene. My favorite example of this from improv theater is the L.A.-based group, Dasariski.  Those guys take their time about finding the game, this discovery arises organically–though quite predictably–from conversations, and it is a beautiful thing to see.  Good ideas are the equivalent of productive games in improvisation.  They often arise from anomalies or even mistakes.  They’re generative, that is, they led to other ideas.  Even though it makes for better anecdotes, ideas are not like a single frame from a movie, a frozen image—apple hits man on head!—they are montages of images, and jumps back and forth in time.  Ideas are narrative.

Johnson says, “Ideas are a product of environment.” Yes and this, too, is one of the most fundamental ideas of improvisation:  Environment fuels performance.  This is why Belina Raffy conducts improvisation classes in Europe that are based on Biomimicry, where performers mirror biology to help their innovation process.  Today, thanks to our connection with Belina (ideas are a network, remember?) we are beginning to play with biomimicry at GameChangers.   As Viola Spolin said, “Act on environment and enviroinment will act on you.”

The Customer’s Dual Roles

Wednesday, July 7th, 2010

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

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

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

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

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

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

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

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

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

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

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

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

Apparatus and Apparition

Thursday, June 24th, 2010

Observing the interwebs abuzz today about the long (up to an 11-hour wait in L.A.!) iPhone lines, and the lines already forming (three days ahead of the first screening!) for the next Twilight sequel, I am reminded of this scenario:

Piaggio1A friend of ours who works in sales gets honored often as a leading performer at his company, a large and established organization which is one of the 87 current members of the S&P 500 that have been members since its inception in 1957. The honoring happens at lavish banquets attended by the company’s top managers and featuring a pricey speaker.

Understand that our friend is a madman, who rides his three-wheeled Piaggio motorcycle with the governor of the state where he lives, has 28 tattoos— including one on his (hairy) chest of a man pushing a lawnmower, next to which he shaves a smooth swatch as if the tattooed lawnmower has mowed his chest; and as a hobby he spent a couple of years performing standup comedy as a Catholic priest (he’s Jewish).  None of the tattoos is visible outside our friend’s business suit. Nobody at his company knows he does stand-up under a stage name while wearing a Roman collar.   He plays the company game, but it is far from the only game he plays.

Our friend told us that the speaker at a recent banquet where he was honored as his division’s Salesperson of the Year gave a speech about ‘Finishing First.’ About how nothing else would do. About how a person has a choice between finishing first and being a loser. How in sales, there is no prize for second place, first place is the only place that matters. You either make the sale or you don’t.

Our friend approached the speaker after his speech and struck up a conversation that went like this.

FRIEND: Nice speech.
SPEAKER: Thank you.
FRIEND: What’d you get for it? Forty thousand dollars?  Am I close?
SPEAKER: Uh..that’s in the ballpark.
FRIEND: You know, our first choice for a speaker was Colin Powell, but he wanted two-hundred thousand dollars and we couldn’t afford it.  So it looks like finishing second worked out pretty well for you, didn’t it?

“When I saw the look on his face I felt bad for saying it,” says our friend. “But I couldn’t resist.  It was such an obviously lame premise.  There are all kinds of situations where finishing first has nothing to do with your success.”

So you’re waiting in line for the iPhone or the Twilight.  Cool.  It’s a happening.  A social event.  Remember, though, that meaningful transactions happen in the line, with other people, not at the end of it, with an apparatus or an apparition.

Enjoy the ride and you won’t ever have to worry about whether you’ll be the first to arrive.

Paddles, Balls and Painted Dogs

Friday, April 16th, 2010

This one goes out to all the storytellers…

Ping Pong wasn’t perceived as a real sport until it became table tennis.  And now that it has its first sex symbol in Biba Golic, it has, let’s say, aroused a certain demographic that paid scant attention to it before.PingPongTableTennis1

The wild dogs of Africa could not be brought back from the brink of extinction until Greg Rasmussen renamed them ‘painted dogs’ (per Nick Kristoff in the NY Times).

And the art of storytelling won’t gain mainstream cred with MBA-educated managers and their brands until professional storytelling gets re-branded and re-positioned.  This came to me while I was reading about how  legendary story consultant Steve Denning changed his working vernacular so he could talk to his clients without them thinking they already knew it all.

Let’s begin by looking at the current status of storytelling in business.  Many managers will tell you that storytelling is too airy to feed the bottom line, or as Denning says, they think they’ve got their story covered.   And they do.  They have it covered.  As in they have a story and they’re sticking to it.  Bringing up the subject of storytelling can be a license to snark.  “Story?  Yeah, we got a story.  We sell our product as often as possible for more than it costs to make and deliver it.   We make our number.  We go get a a drink.  We live happily ever after until the next quarter.  The end.”

As we know, these perceptions cripple a brand.  When a story stops moving forward, it dies.  And when a brand’s story dies, the brand is sure to follow.  Here are three moves professional storytellers can make to break through the crippling perceptions.

1)  Shift the focus from ’story’ to ‘narrative.’ Narrative is our table tennis.  It is our painted dog.  Story is finite.  It has three parts, beginning, middle, end.  Narrative, by comparison, has infinite potential.  It is flow.  It is to organizations and brands what the Ohio River once was to the Shawnee Tribe.  The source of sustenance.  Stories are like the fish that come from the river and feed the family.  Narrative is the river.

2)  Share the narrative. In the networked world, brands can no longer script and control their stories the way they used to when there were only twelve or fifteen media channels for a manager to worry about.  And they can no longer operate on the false assumption that the story that works today is the same one that’s going to work tomorrow.  Today, brands have to find ways to participate in their customers’ stories.  They have to learn to share the brand narrative with customers.  That is a tectonic shift whose implications have just begun to surface in C-suite discussions and executive reading lists.

Sharing the narrative has many benefits.  (We’ve been listing them here for two years, check the archives for backstory.)  One of the big benefits is that narratives that result from collaboration with the customer energize a brand like nothing a brand can do on its own.  And thanks to the proliferation of media platforms, sharing the narrative has the potential to generate ‘positive unforeseen outcomes’ on a massive scale.

3)   Move from scripted to improvised narratives.  Shared narratives cannot be scripted, they have to be improvised into existence. There are too many players in the game to script for all of them, and make no mistake, each and every player plays a role. All it takes is one customer with a bitch and a big network to knock down your market cap like Bluto took out Popeye before he ate his spinach.  Improvisation is to narrative what spinach is to Popeye.  Scripted (and re-scripted and re-re-scripted) scenarios quickly fall out of sync with the customer audience.  Improvisation, by contrast, is about staying in the narrative flow. If you’re not in it, you’re out of it.  Eat your spinach!

Stories are the best way we have of simplifying complexity, of finding common ground.  They provide context that no technology or platform can. In a complex system, context owns.  Because business gets conducted in an environment that’s exponentially more complex today than it was yesterday, story is more important than ever.  But like everyone else does, we have to go about our work differently.  We’re not just storytellers, we are experts in the science of narrative.   We are Shawnee.  We are hot blondes armed with paddles and balls.   We are painters of dogs.PaintedDog1

Kiki, Lala and Fritjof

Wednesday, March 10th, 2010

Take a look at these two passages.  The first written recently by a couple of anime fan/bloggers, Kiki and Lala,  and the second written by the physicist/philosopher, Fritjof Capra, in his book The Tao of Physics, first published in 1975.  KikiLala1AThe human experience has many faces, is described from many perspectives, in many languages, but it is ultimately the same story.  There is no one in this world you can meet, no animal you eat, no plant you grow, no product you use, no adversity you encounter, no interaction of any kind you can have, of which it cannot be said, “We are in this together.”