How to discuss politics with friends, version 1

My good friends Royal WinchesterRob Lefferts and I like to talk about things. Eventually we realized there were  some things, mostly political, we were afraid to talk about since they’re often polarizing topics that make everyone involved hate each other. Since we like each other, we wanted to avoid that. By going meta, which we are fond of doing, we came up with the following rules, which can help friends talk about contentious issues with each other:

  1. We have bad data. Confirmation bias is the tendency we all have to find one piece of data that supports something we already believe and then stop looking. We say “I studied this thoroughly”, when really all we did was find one supporting source, something the web makes possible for any claim or belief.  This bias even influences the sources we pick for news and the articles we choose to read, making us blind to the diversity of opinions and data out there. Objectively, we know we don’t know everything, but we easily convince ourselves we’ve been objective when arguing. Everyone should admit they don’t have all the data, and the data they do have is  biased because they had a belief before they started looking for data.
  2. We don’t really care – if we did,  we’d do something more than argue. Most Americans do almost nothing to support the causes they are willing to argue with for hours with their friends. If you really feel so passionately about whatever this topic is, what are you doing for that cause? If you do little or nothing, step down from your high horse, please. If we really cared, we could at least agree to invest the time to read the other sides data, and then get together to review. That takes commitment, but if there is no commitment, why are we arguing so passionately?
  3. We’re arguing about being right. Often with friends there is more ego in the room than people admit. Once things get heated, no one wants to say “I’m wrong” or “That’s a good point” or “Maybe I need to rethink my position”. If you note from the beginning that everyone wants to be right, it helps diffuse that motive, increasing the possibility people might actually listen to each other. A truly wise person is capable of growing. They can incorporate new ideas into their thinking and change their mind. Wise people are more interesting to talk to, compared to people who endlessly, and thoughtlessly, defend the same position their entire life.
  4. There are smart people on both sides. For highly contentious issues (abortion, religion, taxes, war,etc.), there are smart people on both sides. To portray one point of view as obvious is denial, and to make ad-hominem attacks on people with opposing views denies the complexity of the issue involved. Smart people can be wrong of course, but that doesn’t mean the way they’re wrong is as trivial to avoid as you assume, or that their ethics and morals are less noble than yours.
  5. What would convince you that you are wrong? If you have no answer to this question, you haven’t thought very hard about your position. There must be some set of new facts or conditions in the world that would make you take a different point of view, even if they are unlikely or improbable.  It’s not much fun to talk to people who have complete certainty that they’re right about everything.

What do you think? We eventually came up with a version 2.

The new book: Mindfire. What is it?

One challenge I have is I’m passionate about many things. I’ve written three successful books, on three very different subjects. Yet I get labeled “The project management guy” or “the innovation dude” or the “public speaking expert”, as for many people each individual book is their lens on who I am. This is good. At least I’m seen as an expert on something.

But my ambition is to have the skills as a writer to make any topic interesting. And that’s where the new book, Mindfire: Big ideas for Curious Minds, comes in. I’ve asked for your input on it a few times for things like the cover and the title, but here’s more detail.

The book is a collection of 30 of my best essays, articles and posts. It’s curated, edited and designed to provide a fun, challenging, but also wide-ranging reading experience. It’s the kind of book I could give to anyone, of any age or profession, who is curious about the world, and have them find in the book many things fires up that curiosity and passion for life. That’s the goal at any rate.

For you die-hard fans who have been reading here since 2003, the contents of book will be familiar to you. But for most it will be great way to experience the best of what I’ve written so far in my career, or to revisit favorite essays presented in a different context. I think it will be fun for people who like how I think about management or creativity to see that very same mind applied to more diverse and personal topics. Or an easy way to help me find a new fan, by giving this super accessible book to someone who has never heard of me before.

I’ll be blogging more about the book over the next few weeks, including what I’ve learned about the self-publishing process. Stay tuned. I’m excited and I hope you are too.

If you want to make sure not to miss the book when it’s out – sign up for the mailing list.

 

Help me Teach Seattle How to Drive

Next week I’ll be speaking at Seattle Ignite 15 on August 20th. My topic? Teaching Seattle how to drive.

I was born and raised in NYC and despite living in Seattle for almost 15 years, I’ve still never gotten used to bad driving habits I see all the time.  From the snowpocolypse, to four way stops where no one goes, to camping the left lane, it seems we struggle with the basics of urban driving.

If you live in Seattle, what do you think the biggest deficiencies are in how your fellow citizens drive? If you could get everyone to start, or stop, doing something on the road, what would it be? Leave a comment.

Bruce Springsteen on Creativity

When I failed out of college and was stuck in Queens for a year, it was a mix tape of Springsteen songs I’d listen to every day in the car as I drove to work that got me through. I didn’t prefer his more well known pop songs, but instead connected with his earnest storytelling of people in difficult situations, tales of facing life challenges in a sophisticated and elegant way I hadn’t heard before.

Recently I watched The Promise: the making of Darkness on The Edge of Town, one of his earlier, and darker, albums. This documentary was recently released in a special remastered boxed set, with a copy of his song writing notebook (pictured above). The documentary is done right, with many long segments of Springsteen discussing his creative process. Here are some of highlights:

About Darkness on the Edge of Town:

“I think it’s an honest record, and that’s basically what I was trying to make… A reckoning with the adult world. [It’s about] a life of limitations and compromises. But also a life of resilience and commitment to life, to the breath in your lungs.

Darkness is a meditation on where are you going to stand? With who? Not forsaking your own inner life force. How do you  hold on to those things? How do you do justice and honor those things?

Whats the part of life you need to compromise? Whats the part of life where you can’t compromise, where you’ll lose yourself if you do? What is sin in a good life? How do you carry your sins?”

On Success and being great:

“The success brought me an audience, it also separated me from all the things I’ve been trying to make my connections to my whole  life. And it frightened me because I understood that what I have of value [is] at my core and that core was rooted in the  place I’d grown up, the people I’d known, the experiences I had. If  I move away from those things… to go about your life as you desire, without connection… that’s where a lot of the people I admired drifted away from the essential things that made them great. More than rich, more than famous, more than happy, I wanted to be great”

On matching the ideas in his head with reality:

“I fantasized these huge sounds, but they were always bigger in my head… the thing I didn’t understand was the fundamental equation… there’s only so much sonic range. We just assumed everything could sound huge.”

On production:

“Bruce would write 5 songs to get 1 song” – Clarence Clemens

“There was a lot of multiversions of all kinds of things. We were always pulling things apart. I had a big junkyard of stuff as the year went by. If something wasn’t complete I just pulled out the parts I liked, like taking the parts you need from one car and you put it in the other car so that car runs.”

On the power of pop songs:

Part of what pop and rock promised was the never ending now. No, it’s about living now. Right now. You need to be alive right now. For those 3 minutes it was all on. All of a sudden you were lifted up to a higher place of living and experiencing and there was this beautiful and ever present now.

On learning how to write:

I go back to most of my writing before greetings and most of it seems terrible to me. Your writing lots of bad words and bad verses.. You’re artistic instinct is what you’re going on, your artistic intelligence hasn’t been developed yet. Hopefully that increases and develops.. At the time I’m going on instinct, and that’s a wide open game. I’m following all kinds of paths and all kinds of roads, and I’m going is “that doesn’t feel right” that doesn’t feel right, that’s how I’m judging.

On the magic of performing and making:

“You pull something that doesn’t exist out of the air. It doesn’t exist… on any given night when your standing there in front of you audience. Nothing exists in that space until you go 1,2,3,4 VOOM.  You and the audience together manifest an entire world. An entire set of values. An entire way of thinking about your life and the world around you. An entire set of possibilities. That can never be taken away.”

I also rediscovered Springsteen’s interview on Charlie Rose, where he also discusses his creative process.

On working habits around writing:

“I wish I did [write every day]. I’ve gone for a long period of time without writing… because I didn’t have an idea. Or whatever is in there is sort of gestating. Its hard to believe, but I think that I’ve gone long periods of time w/o doing much writing. I’ve gone thru difficult periods of forcing myself to write. I think what happens is you move in and out of different veins.. you’re mining, and you hit a vein, and then you go with that, and then it dries up.

On where his song writing ability comes from:

“There were a lot of teachers. I didn’t think I had a great talent, I thought I’d be someone who had to work harder than the next guy. And when I was a kid I did work harder, I’d be in my room 8 hours, 6 hours [playing guitar]. At the dance I’d be the guy watching the guitar player all night long.

I felt like It was something I was going to have work at very hard to do well. And the rest is a certain amount of psychology that comes with what kind of person are you.

Are you a watcher?  Are you somebody who jumps in and is active right away or do you watch? Do you stand back and observe? My nature was always to stand back and watch the way things interrelate. What was going on around me. I was too frightened to join, I didn’t know how to join in. Observation is a large part of my psychology.

And that has a lot to do with people who go on to write, or take their own thoughts and formulate them in to some thing. Result of a variety of dysfunctions that you’ve managed to channel into some positive and creative rather than destructive. It came out of that need to sort myself out… So part of it was natural, and part of it I worked really hard at.”

 

How to Use Bad Data for Good

There are ways to intentionally use bad data to discover important things.

In a comment from Richard I. Garber on my post about maps and trusting technology, comes this bit of wisdom:

Sometimes the map might be wrong on purpose. When I was growing up in Pittsburgh I noticed that the city map from Gulf Oil always contained a fictitious road connection in Schenley Park between Schenley Drive and the middle of a horseshoe bend on E. Circuit Road. It probably was one of a set of errors for letting them detect if someone had copied their map.

Back when I was a student the printed directory for Carnegie Mellon University used to contain a set of phony names with real addresses, and phony addresses with real names. Those features were for detecting who was reselling it as a commercial mailing list. One of my friends was renamed Wadza Duckworth, and another had his computer science department address relisted as being an always-locked storage closet within a room in Wean Hall. Any time those ringers got mail the sender got a cease and desist letter from an attorney.

Which reminds me of the legend of green M&Ms. There’s a popular story, perhaps true maybe not, about various stars like J-Lo or Mariah Carrey. As the story goes, they ask for crazy things in their contracts, like only having green M&Ms in their dressing room. That story, if it’s false, is likely a mutant version of a different M&M story tied to the band Van Halen, that is true.

In their prime, Van Hallen put on massive and complex light shows at their concerts. They had complicated stage equipment and their contracts with the arenas they played in on tour stated very specific requirements. To help them see how well their technical specifications were followed, they added a clause that no brown M&Ms should appear in their dressing room. It was an easy way to test if the entire contract had been read. Upon entering the dressing room and discovering a brown M&M, they’d know instantly that they should check every detail of their tech requirements (Story verified on Snopes).

Missing maps and the fragility of technology

Recently Tim O’Reilly wrote about how using maps on his phone, and assuming they’d work where he was going, got him into trouble on a recent road trip:

It was a beautiful late spring day towards the end of May, hot even, so the last thing I was thinking about was the possibility that Sierra passes might still be closed. So I was quite surprised to find a sign that the road ahead was closed in 5 miles. I’d have to turn around and retrace my path for over 80 miles.

Now right away, I felt rather betrayed by Google Maps. (Bing Maps was no better.) After all, if the relatively small number of Sierra passes are closed for extended periods of time, how hard would it be to detect that fact and automatically deliver only a working route? Instead, Google provided only a small disclaimer (and one that appears only just before the failed step in the route), that the road ahead “might” be closed. Unless I read the entire list of directions carefully, I wouldn’t see the warning till just about the point where I saw it on a road sign! (read full article here)

There’s an old story in here about the double edged sword of technology. I left the following comment:

In Plato’s Phaedrus, there’s a story about King Thamus debating the pros and cons of writing *as a technology* – he feels people will remember less and therefore think less, and the downsides of writing outweigh the benefits.

Its inescapable that each layer of technology we use demands a quiet trade of convenience for dependence, and we’re unlikely to notice until its too late to recover. Printed maps work great too until you realize the map is simply wrong (it happens), or doesn’t provide enough detail to be of use. All technologies have limits, you just don’t notice them unless you’re poking at the boundaries of things.

The sensible survivalists talk about contingency – anything you depend on should be within your power to obtain through multiple means. And it seems that’s good advice for anyone traveling. Most people who get into trouble when venturing forth are underprepared – what’s fascinating is how the convenience of technology has made us comfortable doing many things without any preparation at all.

There’s a  similar article about tourists getting into trouble in Death Valley because of GPS.

The unavoidable power of compromise

Anyone who makes progress in this world makes compromises.

In the case of the U.S. Government, every gear and cog in the system is based on negotiation. Power is divided into three rings, each ring given a degree of power over the others. Why? To force compromise. Inside Congress, the Senate and the House of Representatives, each has the power to reject new laws. Why? To force compromise. Even the executive branch has its power muted by many other forces the population likes to pretend aren’t there. It’s much simpler to point to a singular parental figure, than admit that despite the president’s power, he or she is merely an important cog in a huge, complex system of debates, partnerships, rivalries, and deals (or bribes), with many influential players involved in anything that happens, or does not happen.

One foundation of the entire system is that longevity comes from continual compromise, based on what the population supports. No one ever gets their way without a bargain. Nothing ever happens without some price or consequence. It is not a system designed for innovation, instead it’s designed to slow change  until enough support exists to motivate people to overcome their self-interests. This is part of the design of democracies and republics of all kinds. It was true in the Golden Age of Greece and during the American Revolutionary war. It was in the air at the writing of the Declaration of Independence and the Constitution, and has been true on every day since. The chaos you see in the crisis of the day has more to do with the fact you are paying unusually close attention, rather than a shift in the longstanding nature of representative government itself.

John F. Kennedy wrote a book called Profiles in Courage, about senators who stood on principle against their peers. They achieved important legislation, but were not reelected despite how right they were (retrospectively) in their stands. This is not a failure of government, it’s another form of compromise. Arguably one that has been lost in the dominance of career politicians who put their longevity in office above all things.

These brave people were willing to sacrifice their political careers for an ideal, something any politician is free to do at any time. Most of us make the opposite kind of choice every day. We compromise our principles to keep a fancy job, or stay in a marriage, or stay in our parents-in-laws’ good graces. And since so few of us are willing to make the sacrifices to retain perfect ideals in our own lives, why do we expect more from politicians? They say what they need to to get elected, but to be effective in any way in office demands compromise.

The only people who take true hard lines in this world are the spectators. Fundamentalism of most kinds is the mark of someone on the sidelines. People unwilling to compromise can never take the first step towards power, since they fail to see that all things, including the traditions they see as immovable, were themselves products of compromises made long before they were born. And it’s their own ignorance they are fighting against, not anything of meaning in this world.

How do you invent vaccines? An interview

Last month I had the honor of being the opening speaker at an event at Crucell, an organization that finds new vaccines for diseases (with an impressive history).   I’m no expert on such things, but I’ve learned much just by visiting their new office in San Diego.  It’s thrilling to speak at different organizations – it reawakens my curiosity, and reminds me there’s always another perspective on how ideas work. Plus  I get to meet smart people I’d never meet if I stayed in the same old circles.

My host at this event was Giuseppe Marzio, the Director of Innovation for Crucell.  I asked him if he’d let me interview him, and he kindly obliged.

SB: Do you think creativity is a part of the scientific process? How are scientists trained to come up with ideas?

GM: A large dose of creativity is the key ingredient in every scientific project. Scientists love open issues, unanswered questions, problems awaiting a solution. You observe something you don’t understand, that does not fit in the theory, that you can’t explain. Why did we not observe this before, how can that be, what can we do to test our hypothesis. Ideas, anybody? Until you understand the mechanism, you know the answer, you solve the problem. Only to find out this leads to new questions.

There is no official training for scientific creativity. Scientists learn from other scientists, mentors, colleagues. We study how others solved similar problem in the past. And there is a very strong selection. Only the very best solutions to the most elusive problems get published in the top journals, thus attracting the attention of the international scientific community. We all like attention, don’t we. Publish or perish, as we say.

As director of innovation, what do you do to help create a safe environment for experimentation at Crucell?

Innovation is not an issue, is never an issue. We all are able to generate the most creative ideas. The question is, Do we dare? We don’t need more innovation, we need less resistance. Our own, internal resistance, that sometime blocks you, and prevents you from asking that crazy question at a meeting. Missed opportunity for you, for the company, for the world that might be desperately awaiting your idea. And external resistance, when your colleagues, your boss, the whole organization does not seem to understand the greatness of your idea.

My job is to help people overcome their resistance. I help create a work environment where people can meet, have coffee and discuss their latest ideas without feeling they should be doing “real work”. I introduce collaboration tools that facilitate the exchange of ideas. I connect people with other people who might understand their idea, fund their idea, make a project of their idea. I help them present their vision in a way that will inspire other people. It is all about people.

What techniques for idea generation and development are commonly used? Do you have brainstorming meetings? Whiteboards in every office, like many tech companies do?

Brainstorming sessions, whiteboards, idea generation meetings are all useful and fine, and we do all of it. But the best ideas materialize almost invariantly when we ask a bunch of people with very different backgrounds to look at the same problem. And we give them time and resources to find their own answers to the problem. That’s why we strive to have very mixed teams working together. Not always the fastest track, very often the most interesting.

Many corporations that invest in innovation refer to their creative groups as labs, which is clearly a reference to science laboratories. Since you actually work in a lab, what do you think of this comparison? What could most business executives learn from actually visiting a real science lab?

Lab or laboratory derives from the Latin word labor, which means 1. work, production but also 2. preoccupation, absorption of the mind. Both aspects of the word are very relevant, and there a two lessons two be learned here.

First, you need to work hard in science if you want to succeed. Very hard. Doing innovative research means trying many different approaches, changing experimental settings, writing papers, over and over again. And for one successful idea, experiment, paper, there are dozens that did not make it. Or did not make it first.

And second, you must be able to be totally focused on your idea. Scientists can do that, get completely absorbed by their new hot idea. And while we are at it, it is not just work; it is the way we think, act, and live. Finding the answer then is all that matters. You’ve got to get personal if you want to find important answers.

——————————

The videos from the event, including my opening talk, can be found on Youtube.

 

 

Executives and fake decisions

We all do it now and then: we have a decision made in mind, but we ask friends and family for their opinion. Yet the whole time we’re confident we’re going to stick with our decision no matter what they say.  We just want them to feel involved.

Professor Roberto aims directly at managers and calls this the “charade of consultation”. It looks like involvement, but it’s just for show:

I continue to be amazed at how many executives get themselves into trouble with their teams by engaging in what my friend and colleague Michael Watkins calls the “charade of consultation.”   The charade occurs when an executive makes a decision, and then goes to his team to “consult” them about the issue.   The executive might even entertain a discussion of multiple options, yet then steer the dialogue toward the alternative he or she preferred from the outset.  Naturally, team members see right through the charade.  Such leadership approaches actually diminish trust and commitment.

http://michael-roberto.blogspot.com/2011/07/stop-charade.html

Sometimes we’re open to changing our minds, but just aren’t convinced by what we hear. But other times we go in knowing all along, it’s just for show. Perhaps the answer is to express some level of confidence when involving others. “I’m pretty sure I’m going to do X, but I want to hear your argument for Y.” Then opinions can be offered but there’s no deception involved.

The end of Google Labs

Today Google announced they’re closing Google Labs, their collection of living prototypes and experiments. It will be overstated in the press how much this means or doesn’t mean. It’s common for successful companies to close R&D groups (or more accurately in this case, portals for discovering R&D work), or start them, depending on the winds of politics in the company at the time. The effect of  killing or starting these groups is always hard to measure inside, much less outside a company.

I wrote about the futility of having a VP of Innovation and sometimes I feel the same way about research groups. Some groups earn their keep, but few do. It’s hard to invent whether you’re on the front lines or in ivory towers, and all things equal, I’ll put my money on the people on the front line. As I understand Google Labs from their FAQ, it was a place for the world to discover the pet projects employees were working on for their 20% time. How the world will discover these things in the future is something of an unknown.

But what is telling from the short announcement posted today, is how mature Google has become.  We have on our hands a very straightforward, positively spun, corporate press release, that reads much like what Microsoft or Procter & Gamble might say:

Last week we explained that we’re prioritizing our product efforts. As part of that process, we’ve decided to wind down Google Labs. While we’ve learned a huge amount by launching very early prototypes in Labs, we believe that greater focus is crucial if we’re to make the most of the extraordinary opportunities ahead.. We’ll continue to push speed and innovation—the driving forces behind Google Labs—across all our products, as the early launch of the Google+ field trial last month showed.

When you see phrases like ‘extraordinary opportunities’, ‘prioritizing’, ‘process’ and ‘huge amounts of learning’, in reference to something being killed, you know you’re in the fantasy land of press releases. Winding down sounds oh so graceful, like winding down a party. And mentioning Google+, their current darling, is a well-played card.

And the kicker of course is the by-line:

Posted by Bill Coughran, SVP for Research and Systems Infrastructure

When a company has two levels of VPs (SVP = Senior Vice President) you know the days of free willing autonomy and entrepreneurial inspiration have faded. I remember the day at Microsoft when I learned there were over 100 VPs in the company – My mind was blown – I realized all at once how  it was no longer the company that hired me. It had more than tripled in size, and quadrupled in bureaucracy. David, as much as Microsoft was ever a David (see OS/2) , had now become a Goliath.

Success breeds unavoidable changes. Better leaders minimize the downsides, but only so much is possible.

The question is whether the people working at the old company are the right ones to keep working at the new company formed by success of the old. And when the path for how ideas get out the door changes, for better or worse, all the wise creatives ask “where is it exactly that I’m working?” When that path gets too long, it’s time to go. Google, despite its size and success, still has a better path for ideas than most corporations in the world, but for anyone who has been there too long, that might not be good enough.

Nothing is obvious to everyone

Nothing is obvious to everyone, but everything is obvious to someone. These two facts are something Socrates might have said. It’s simple and true, but easy to forget. Once we learn how to ride a bike, we forget how long it took to learn. There can be value in forgetting, or remembering, depending on how you look at things.

In this post about Math, it’s offered that things don’t seem simple until they are understood:

It’s a common malady of myself and my friends who study mathematics to think that we’re stupid because it’s taken so long to understand something so simple. As I recalled all this occurrences I had a new epiphany: It suddenly seems simple because we suddenly understand it.

But the opposite is also true.

Until you understand how something works, it can’t seem complex.  I drove manual transmission for years before I knew what a clutch actually did. It was just a lever I pushed with my foot that left me go faster. I’d never seen the gears, or a clutch mechanism, so in my mind it was simple.

But one day, out of curiosity, I read about how a clutch works. And transmissions. Not being mechanically inclined, it was complicated. Previously in my mind, the pedal was the clutch. But it turned out the clutch was something specific, and complex, that the lever merely activated. I could never have invented such a thing, much less constructed or fixed it.

If you study any trivial thing with persistence you will find complexity. Atoms yields quarks. Blood yields DNA. The more carefully you look, the more questions you find.

Everything is simple and complex at the same time.

Also see: Why it’s ok to be obvious

Are PMs worth more than game designers?

It’s daft to put faith in any single study, especially ones that make you and your profession look good. Confirmation bias, or finding the first example that supports your beliefs and running with it, is an easy trap.

Rather than point to this as evidence for why project managers or designers are most important (which is dubious – they’re both important), I do find the question itself  interesting.  It’s an attempt at a Moneyball, or +/- analysis, for creative teams.

Mr Mollick found that some 30% of differences in revenue between games could be attributed to the producer and the designer alone; and that the lion’s share of this variation was due to the producer. The boring project manager, in other words, meant more to the success or failure of the project than did the flashy designer. Moreover, the effect seemed to persist even as the individuals moved on to other projects, so more than one game could benefit from the same competent producer.

via Business-school research: Game changers (From the Economist).

You can read the actual paper here.

Cover designs for Mindfire: vote!

In my continuing quest to involve you folks in the process of making this book, it’s time to look at some cover design ideas. For those who haven’t been following, the book is fun collection of provocative essays.

If you want to be notified when the book is out: join the list.

These are not final designs – they’re round two. I’ve worked with Tim Kordik on exploring  different directions and these were the three most different – I’m sharing with you to get the best feedback possible.

How to Vote

  • Our goals are: 1) simple & bold 2) Easy to read from far away 3) Positive & interesting
  • The blurbs and other details are placeholders (hopefully this is obvious)
  • We want feedback on direction – these are not final designs
  • First impressions weigh heavily: don’t think too much
  • Comments welcome: be constructive please

Design A: Dynamite

 

Design B: Triangle

Design C: Blue flame

 

The new book is on its way: update soon

A few weeks ago I reported the results from your votes on the title for the next book. The winning title was MindFire: Big Ideas for Curious Minds.

Since then the book has been rolling along. Later today I’ll have an update on the cover and interior design, and let you folks vote on which direction we should go in.

As a self-published book, I have more flexibility on timing, but right now we’ll lining things up for a mid-September release.  Say tuned later today for more.

The Paradox of Creative Confidence

To get off the couch and do something interesting requires confidence. The more interesting the thing, the more confidence you need. But if you have too much confidence, you’ll be blind to the lessons you need to learn to make something as good as what you imagined in your mind.

But  if you have too little confidence, you either won’t get off the couch, or you’ll give up when you hit your first wall. And no interesting thing is finished without hitting some walls.

The paradox is to be confident, but not confident.  Or to posses the self-control to make yourself confident, or doubtful, whenever you wish, mastering the tightrope of your own mind.

People who make good things walk this tightrope all the time.

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Even Jefferson had second drafts

After a writer is successful, and their works enter the canon, we quietly assume their  work could not have been written any other way. That is until we study how they made their famous works. One reason I made the time-lapsed video of writing an essay is to show how much change is involved in writing even short pieces.

Here you can see one of Jefferson’s drafts of the U.S. Declaration of Independence. He wrote several, and reviewed the document in detail with the Committee of Five. It’s unclear how many revisions or discussions they had, but it’s clear the document is a product of thoughtful revision.

You can see the full transcript of the above version of the Declaration.

The Tree of Life: Movie Review

I like Terrence Malick films, but I don’t recommend them for everyone. The Thin Red Line is one of my favorite movies of all time. It’s up there with Fight Club and Memento in the short list of films I’ve seen a dozen times or more. His latest film just came out, called The Tree of Life, staring Brad Pitt.

The problem with his movies for most people, particularly The Thin Red Line and Tree of Life, is they are long, abstract, non-linear and have fuzzy narrative structures that intentionally defy easy comprehension. They are not sitcoms or thrillers: you have to put more of your attention in to get something out.  The upside is every moment in his films is beautiful and unusual. He reaches as far as he can with the medium of film to express ideas and feelings hard to capture any other way. If you made it through Koyaanisqatsi, Mallick is easy to watch, as there is comparatively lots of narrative – but most people don’t make it all the way through Koyaanisqatsi. In fact in the matinée showing I saw of Tree of Life, one couple got up and left half-way through.

Actual review starts here: The main story is about a boy growing up in Texas (played as an adult by Sean Penn) in the 1950s, with an overbearing father and a loving, but submissive mother, and how they deal with joy and crisis in their lives. Like 2001: a Space Odyssey, there are many scenes wrapped around this story that are abstract, and about the nature of life and the history of the universe. The movie wanders in and out of the main story in epic, but sometimes disorienting fashion. Many epic themes: fathers, mothers, doors, trees (no surprise),  love, hate, birth and death. The mystery of grace, a theme of the Thin Red Line as well, is central here as well.

And there’s something about how he films people that feels like memory. The camera moves in unusual, but not distracting, over-the shoulder ways. His colors and textures magically feel more like my own memories of childhood, warm and slightly worn out, rather than the perfectly sharp and clean feeling most films have.

Every negative review I’ve read of the movie is accurate. Mallick could use a sense of humor. His vision is overbearing and relentless. But so are the positive ones: he makes art unlike what you will find from Hollywood. He offers a different kind of uplifting experience in the theater. Something about his films acts like a seed in the mind, growing in potency after you leave. There were moments in the film I’ve been thinking about again and again since I left, and the stretches where I felt bored have been reduced away. Unlike most movies where the pleasure is only found in the watching, Tree of Life, if you have the patience, pays off in the thinking and feeling for long after you leave the theater.

Trailer below – it’s in limited run in the U.S. – if you’re interested, definitely worth seeing in the theater. You can find a list of theaters where it’s playing  by zip code: