Do sci-fi movies impact the future?

Today I was reading yet another article about how a movie, in this case Iron Man 2, shows a possible future for computing. I think its kind of silly to put much faith in devices designed for movies, but that’s not a surprise since I think the future of UI will be boring.

My point is simply that filmmakers use technological ideas in movies to serve narrative and stylistic purposes. They are designed for how cool they seem to watch someone else use, rather than for actual use. Things that are designed to be used by actual people 100 times a day tend to be boring, because they should be comfortable, simple and natural and not cause repetitive stress injuries. But that makes for boring style, which filmmakers rarely want. Flying cars, jet packs, Virtual Reality headsets, AI and voice recognition, all sci-fi staples for years, have little practical market value, despite how cool it is to watch characters in movies use these things.

But in an attempt to call BS on myself, I wondered this:  Have design or software ideas from sci-fi movies ever become successful real products?

I’m not saying movies haven’t inspired people. Sure they have. Star Wars inspired me to draw, and play with lego, and think about all sorts of things. But I never actually made something I saw in Star Wars into a successful real product in the real world. And given the lack of working x-wing fighters and light sabers I’ve seen in the last 30 years, I’m assuming no one else has either. And that’s my hypothesis. Not that sci-fi movies don’t have a purpose, just that they’re lousy at predicting the future of anything, much less product design.

Even if there are some (star trek communicators = cell phones come to mind) the odds seem so bad: sci-fi movies are awful predictors. That’s my bet, but prove me wrong.

The question: Can you think of any specific design / UI / software / computer thing that was shown in a movie, and later invented for real, and became successful? Lets make a list.

Mistakes Critics Make (and Solutions)

Many critics do not write useful reviews.  I’m confident even critics will agree since after all they’re critics: this is what they do! The good ones are as critical of each other as of the rest of us.

Years ago to be a critic required an institution to let you critique. But since the rise of the web, and amazon.com or yelp.com,  everyone has been invited to take part. It’s no surprise that the general quality is low. The common mistakes critics make include:

  • Proving how smart they are, instead of helping the reader
  • Assuming the reader has, or wants to have, their taste
  • Forgetting the reader may not have the same experiences, or exposure to the things/terms/concepts they reference,
  • Judging things as “bad” simply because they don’t like them, instead of because they were poorly made, or made for a different audience

Good criticism is rare because it hinges on the critic having a strong sense of themselves without forgetting to put the reader first. If a critic loves chocolate, but the reader loves vanilla, a good critic can covey the vanilla-ness of a cone of ice-cream sufficiently well for vanilla loving readers to realize they want one. Since a critic doesn’t know his reader, s/he should be assuming many different kinds of readers and writing with sufficient care so they all think he’s writing for them. For example, I was ready to leave the film 300 after 20 minutes (it was amazing for that long, and then suddenly quite boring) – but my experience wouldn’t prevent me from recommending it to young men aged 13-21 of any sexual preference who don’t mind fantastically produced cartoon violence, as it’s the best film ever made for them (as perhaps Conan the Barbarian was when I fit that profile decades ago).

Why review averages are often useless

This begs the question of the 4 star or 5 star review – as what does that mean exactly? Most people give these scores based on how much they liked it, rather than any sense of how much they expect anyone else to like it, meaning the raw average of 100 reviews doesn’t tell you very much. It tells you an average of how people who may or may not share your preferences liked it for themselves, and if your tastes are not like the average of those people, that score is of limited use. For vacuum cleaners or toaster ovens it’s safer to assume most people have the same tastes, but the closer you get to the arts, the less that’s true. In some cases a movie or book that gets all 1 star and 5 star reviews, indicating something bold and strong in one direction, is a better bet for my enjoyment, than one that gets all 4 star reviews (a distinction hard to make on some websites).

Some highbrow reviewers, like those for The New Yorker or The New York Times, use the guise of reviewing a film as a way to explore aspects of culture and history. This is fine, provided the reader gets what they want: some sense of whether they want to see the film or not. If they don’t get that, don’t call it a review. Call it an essay, or an article, or something.

Can a review elevate the reader?

The ideal review should compel me to see, or buy, something, even if the critic hated it, if it in fact would satisfy my different tastes, without disparaging me as the reader for that divergence in taste.  I might just happen to like cheezy pop dance music. It’s possible I have learned how to enjoy Michael Bay films, in full awareness of their flaws. A great critic, living up to the term critique (the art of discerning),  will identify the core characteristics with sufficient clarity than they are almost reporting on the film, or book, or product, rather than on it’s ability to match their personal preferences. An exceptional critic helps me widen what I might enjoy, expanding my range of what I’m capable of enjoying. Or at minimum, articulating what it is I don’t enjoy so I understand it and myself better.

If a critic is truly a master of their trade, whether it’s art, or film, or food, they should be fluent in a wide range of genres and styles, and recognize what is good or bad for that style, independent of whether they like, or do not like, that kind of work. If they can’t do that either they don’t know their stuff, they don’t respect other people’s tastes, or they’re writing for themselves and not their readers.

Why friends make for bad reviewers

For this reason it’s often useless to ask a friend who hates horror films what they thought of the new horror film that came out. If they saw it, they’re likely to tell you not to see it because they hated it (and aren’t you just exactly like them?) It’s a common social response to assume friends share tastes in everything, but it’s not very useful here. The equation of a (what was the goal of the film) + b ( how do my film preferences match yours relative to a) is never considered, and that’s a core equation you need to get data on the thing, which is what criticism is supposed to do.

It’s also often pointless to ask a friend who is a connoisseur of mindless action movies what he thought of the latest Jason Stratham film when you’ve never seen his work before, as he’ll tell you how annoyingly derivative it is of his other work, work you’ve never seen, and therefore wouldn’t even know what you’re supposed to be annoyed by. Alternatively, watching Quentin Tarantino post Pulp Fiction has been largely an exercise in seeing films made by a brilliant filmmaker who happens to love obscure and mostly bad films, trying to make a good film that will work or not mostly based on how many bad films he’s referencing that you have seen. I found Kill Bill hard to watch, but with a different film viewing history, I suspect it would have been different.

The secret thing critics never say

The taboo subject among critics hidden in my dislike of Kill Bill is this: I saw it alone, in a bad mood, at a empty theater, in a matinee showing, and that may have changed my opinion ( compared to having seen it with merry friends after a few drinks). It’s obvious a person’s mood and mindset changes their experience of everything, yet critics and reviewers never, almost as a rule, include their personal context. If you’re in the right mood some art can work for you, if you’re in the wrong mood it will seem like trash no matter what it is. But this important variable is never stated, leaving you to assume the critic is immune to the opinion shifting forces of mood. This includes reviewers explaining their expectations for the thing before they experienced it. If you expected a McDonald’s happy meal and got a five star meal, you experienced it differently, than if you expected a five star meal and got McDonald’s. But this is information, the reviewers expectations which the movie/book/thing is being judged against, is rarely shared, allowing everyone to pretend the reviewer is somehow more objective than the rest of us.

Reviews as revenge!

On the web, sites like amazon.com, yelp, and tripadvisor, have made everyone a critic, for better and for worse. It’s a boon to small businesses to democratize this sort of thing, as anyone can vote (and I’ve been one to ask people to vote via reviews myself). But pure democracy can lead to mob rule, at least in some corners. Clearly some use reviewing as venting, writing as if they are the only people in the world. Their reviews are their way to seek revenge for a bad meal, a ruined evening, or a tough night sleep. And I always wonder: why do they never comment on how everyone else at these places seemed be doing? Was everyone else as miserable and mistreated and furious as you were? If not, perhaps their experience was uncommon, or they’re pickier about some things than others, both important variables to note in a good review. Reading the reviews on these sites is an exercise in detective work, trying to extrapolate from the review to what actually happened, and how trustworthy the reviewer is compared to the other reviews. Some are obviously written by insane, angry people who don’t write well, while others seem only to know how to give 5 stars reviews to things.

Over on amazon.com, reviewers often forget to take into account potential readers may or may not have read as many books on the subject as they have. And if a slam is in order, which does have its place, why is it so rare to see a sentence or two to recommend a better book or movie of the appropriate kind given their wide ranging knowledge? (It’d seem amazon would want this for 2 or 1 star reviews – at least they might buy something else) The reader doesn’t care which project management book they read, as long as it’s a good one for them, so why not help them on their way? I haven’t studied it too closely, but for all the systems I’ve seen, it’s very hard to structure a system that rewards the right kinds of contributions in reviews in the right way. It’s too subjective, for the recursive problems of reviewing reviews.

Tricks with suspension of disbelief

As I’ve grown as a writer I’ve increasingly tried to put my imagination cap on when watching movies, plays or TV shows. Whenever my suspension of disbelief wanes, or my active brain cells feel offended for being active, I put my writer cap on. I invent some reason, or explanation, or workaround to explain the offending gap flagged by my critical brain, and pretend the workaround had been used. I patch the script or story in real time. Or in other words, I try to watch, and read, generously. It’s in my benefit to do so, as I get to scratch my creative itches, while simultaneously extracting maximum pleasure from whatever it is I’m looking at (I can’t seem to do this with food however).

How to become your own best critic

In this line of thought, I recently found this great comment on mefi about how to be critic independent, which inspired this post. Idiopath wrote:

Here are some criteria I personally think are really helpful when looking at art:

  • Which of my criteria did I inherit from someone else (for example my parents or a critic) without any choice of my own?
  • Which of my criteria did I borrow from a friend or someone I admire?
  • Which of my criteria are ones I chose for myself because I liked their consequences (ie. to better observe another more important criterion).
  • Which of my criteria are subverting my other criteria?

And spurred on by his line of thinking, I can think of a few bigger ones:

  • What was the creator trying to do? Did they achieve that whether I liked it or not?
  • Who do I know that might like this? And why? Will they be reading what I write?
  • How can I look at this, from what angle, perspective, or assumption, so I enjoy it more?

Any questions like these lead any reviewer into more of a critique kind of mind, which I’m convinced leads to a better sense of what the review should contain to be of use to its readers. And selfishly, can helps maximize the enjoyment you get from anything put in front of you.

Gears of War 3: My wishlist for Horde

I own an XBOX 360, but only play a handful of games. Most games I’ve tried these last years are so annoying in their UX/gameplay, that despite amazing graphics they are a chore to play. Since I don’t like chores I refuse, no matter what reviews, sales or friends say. That is, except for two: and one of them is Gears of War 2.

Oddly enough, I don’t play the core game – I gave up on the single player campaign halfway through (I was bored, which happens to me often in video games). However I do frequently play a wonderful mode of the game called Horde.

Horde puts you on the same team with friends, and you must work together to fight off wave after wave of bad guys. The teamwork aspect is one of my favorite things (I enjoy deathmatch type games, but I’d rather work with my friends, rather than kill them), as tactics and communication are a big part of the game (which led me to write Management lessons from Gears of War).

I don’t know anyone at Epic (which has a refreshingly simple website), and have no evidence anyone there follows me on RSS. But I hope the wonders of the web might help this little wish list on it’s way towards someone who does.

And in my magic fantasy land those Epic folks don’t get tons of ridiculous wish lists from throngs of fans, and are just sitting around today with no actual work to do waiting for a thoughtful wishlist like mine to arrive.

Primary Wish:

  • Do not fuck with horde (please?).  You made something great here. It’s is one of the few multi-player creations that exists that’s co-operative for a team of up to 5, has excellent gameplay mechanics, and is geared (haha) towards long sustained evenings of playing with the same group of people. If you fundamentally mess with the formula, please always provide a classic version.

Game setup:

  • Host migration: Call of Duty 4 has the best multi-player setup experience I’ve seen. It’s remarkable for being smooth, fast, predictable, and most of all, reliable.  In most games  this part of the experience is neglected, as users are forced to deal with it to play, but COD4 is a high watermark. Specifically, they handle host migration fantastically well: In COD4 if the host quits the game or their web connection dies, the host role gets migrated to another player’s machine and the game continues. In GOW2, the game ends. Allowing players to start horde on any level is a nice work around, which I’m grateful for, but doesn’t help much in other modes.
  • Faster matchmaking – or at least better UI that explains what the hell is taking so long. A basic UI principle is that of awareness. When waiting for matches I have no faith “Searching” actually means anything – I’m left wondering if the problem is no one is online, my net connection is bad, if the epic servers are down, or something else. That spinning animation is etched in my brain, as I’ve stared at it hopefully for many precious minutes of my life.
  • Allow players to join in to horde games at any time. With GOW2 we have to quit, invite, and restart to bring players in. Horde can go long, and players sometimes need to leave, leaving a hole on the our team.

Multiplayer Gameplay:

  • Left For Dead is has the high bar for in-game management experience. You can vote to change maps, change difficulty (mid-game!), pause the game, and let the computer play for you so you can go to the bathroom (and not make your teammates wait for you), all done from within the game while it’s playing. They did a fantastic job. They recognized the major annoyances of multi-player games and eliminated them. It’s just a shame Left For Dead isn’t less repetitive to actually play.
  • Allow for autoplayer in horde, so players can step away from the game to go the bathroom without ruining things for team, or if someone’s net connection drops you aren’t hosed. It doesn’t have to be Stephen Hawking smart, but it does have to do something other than stand around like an idiot waiting to die.

Glitches:

I’m happy to have interesting kinds of difficulty in a game. But if something is frustrating, and goes against the gameplay model as designed, it’s a glitch, or a bug, or a defect. It’s entirely uninteresting to fight with a game’s own design to play it (which is a frequent occurrence). In real life, when I lose at chess, it’s my fault as the user experience is simple and predictable. But if I try to move my knight, and it crumbles in my hand, or explodes, or doesn’t fit in the squares the rules say are available, I blame the game.

  • Stop making me hide behind things while I’m fleeing for my life. The UX for taking cover has some rough corners. When running away, a common part of the game, sometimes players accidentally collide with objects and “hide” despite the fact the bad guys are behind you, which usually makes you dead.  This is bad. The core game design is to hide, I get that, but there are rough edges in panic/flee situations.
  • Make saving wounded players under fire more predictable. One of the most fun aspects of the game is how you can rescue teammates when they’re wounded, racing across the battlefield, while dodging bullets, your teammates cheering you on, to save them. But there are reproducible situations where when enough bad guys are around, the X button appears (the button to save them), but doesn’t work. In other cases, you can be standing right over them, but there is no X button. If tagging out isn’t allowed in close quarters, that’s fine – then put up a glyph up for that. But don’t make me think it’s my fault my buddy dies if it isn’t.
  • Make it easier/faster to drop weapons, especially when trying to save a wounded teammate. It’s reasonable how hard it is to move with Mortars and Grinders (machine guns) as they are heavy weapons, but dropping them should be something that can be done instantly. In close quarters it seems the control (switching weapons to indicate dropping the heavy one) can be unresponsive, which means the weapon doesn’t drop, your friend doesn’t get saved, and some cases a cascade of mistakes follows, and everyone dies.
  • Make mystery time between waves less mysterious.  Having weapons and shields disappear between waves is fine and adds resource management to team challenges. But a countdown timer or some indicator of how much time left seems fair, given it’s impossible to know if you have time to drop your shield to grab that grinder gun. In the current design it’s possible to lose both weapons if you try to switch, but overestimate how much time remains. I don’t mind magical disappearing things, provided it’s predictably and transparently magical.
  • Disappearing shields and invisible weapons. Half the strategy of higher levels is killing bad guys in the right order so you can use their gear. But killing Maulers, who carry shields, sometimes results in their shields mysteriously disappearing.  The opposite problem is when a shield is placed in the ground, and an extra weapon lands near it. It’s impossible to get that weapon, as all you get is the option to pick up the shield. So you have to pick up the shield, move it, drop it, and then go back and pick up the weapon.

True Wish List (Things beyond basic UX issues):

  • Scoring that reflects co-operation. In higher levels a key role is “shield boy” (aka “rodeo clown”). Someone often has to get up in front and hold bad guys back, but they get zero points for this activity. The only points earned for co-operation are tagging out players, but it’s a pittance (50 pts). It’s a team game and like +/- stats in basketball, there should be ways to score points without being great at killing the bad guys. I’d like to avoid the pinball like scoring in Call of Duty, but some reward each round for the player who did the co-operative things most likely to lead to survival deserves acknowledgment.
  • Fun end of game reporting. No one ever sees the end of game scores – the game ends, and everyone bails.  Another great detail of Left For Dead is the end of game info, which tells each player their shooting accuracy, their total points, the bad guys they killed the most, who died the most frequently, etc. Which is lots of fun to watch together. It’s fun, but also feedback on gameplay, suggesting how players need to improve, or what impact our tactics have or don’t have.
  • Some basic rules for enemy spawning. We’ve spent a lot of time studying spawn points, and have determined there is a heuristic involving where the players are on the map. Our core strategy is to have a safe box (aka “the hidey-hole”), that we inspect and then form a perimeter around. But every now and then enemies spawn behind us, which is impossible given the laws of physics. These surprise attacks can be thrilling, but more often betray my sense of the rules of game. I’m not asking for an easier, or even more realistic game, only for some transparency in the spawning rules. Unless the bad guys have the power of teleportation at will, which could be interesting in limited doses, they shouldn’t magically appear in a room we’ve already swept. Or if that’s the rule, I’d at least like to know what it is.
  • Variable size/paced waves (“The random attack”).  Left for Dead has survival mode, which goes for long stretches without a break.  This is interesting, in concept, but gets tiring quickly. It’s too brutal. But working the other way, in Horde there is room for more randomness – once every 5 or ten waves, could be an enemy SWAT team attack that occurs, or an extra weapons drop, or a boss-type enemy, something that doesn’t happen regularly that mixes up the fixed pacing of horde (which runs a similiar sequence of 10 waves again and again).
  • Bonus wave. A specific idea for the above, is a bonus wave. 80s video arcade games, like Pac Man and Galaga, had bonus waves where the rules were different, every 5 or 10 waves. They did this to break up the rhythm and pace.  It could be as simple as having a surplus ammo wave, where there were tons of ammo and weapons. Perhaps there’s a score bonus if all the ammo boxes are collected. Or a series of shields that must all be moved from one part of the map to another. These waves would be optional – no penalty for not participating. And the appearance of a bonus wave could be based on team performance in some way.
  • Map editor for Horde mode. Every fan boy always wants a map editor for every game they play. But I don’t care about them – I basically only play one game, horde, so I only want a map editor for that. There are so many dimensions to gameplay in horde that could be extended and developed by maps of different size and design. I’m not sure in principle why a game company wouldn’t a community around the game to be able to make maps (but can imagine not wanting to spend money on the resources to make it possible and support it).
  • Host migration: if someone quits the game, host gets migrated to another player’s machine
  • Faster matchmaking – or at least better UI that explains what the hell is taking so long.
  • Allow players to join (be invited in) to horde games at any time
  • Improve UX for taking cover so players stop accidentally hiding behind objects when trying to run away
  • Minimize the bugginess in taging out wounded players (x appears but pressing it doesn’t work, or you’re right over the wounded guy, and no X appears)
  • Make it easier/faster to drop weapons, especially when trying to tag a wounded teammate
  • Allow for autoplayer in horde, so player can step away from game to go the bathroom without ruining things for team
  • Map editor for Horde mode

Fishing with Strawberries: on Tim O’Reilly

Tim O’Reilly is the CEO and founder of O’Reilly Media, the publisher that has printed all three of my books. He’s a high profile guy and gets written about often, but this week there’s finally a piece in Inc. that does the special thing of capturing someone I’ve had the pleasure of hanging out with a couple of times over the years. I don’t know him that well, but it’s so rare someone you’ve met gets written about in a way that reflects the person you know.

One favorite part of the article is an old story Tim told.  Years ago, O’Reilly Media was looking to find partners for an early Internet venture. Bob Broadwater, an investment banker, gave them the following advice.

“You don’t fish with strawberries. Even if that’s what you like, fish like worms, so that’s what you use.”

And Tim, in a short essay, explained:

That’s really good advice for any sales situation: understand the customer and his or her needs, and make sure that you’re answering those needs. No one could argue with such sound, commonsense advice.

At the same time, a small voice within me said with a mixture of dismay, wonder and dawning delight: “But that’s just what we’ve always done: gone fishing with strawberries. We’ve made a business by offering our customers what we ourselves want. And it’s worked!”

And in my own career I’ve thought much about these things, and I’m convinced they’re not mutually exclusive. Often in writing I’m aiming for Strawberries. This is the driving motivation in many of my essays: I simply wish someone else had written these things so I could read them. I feel there is a question or answer that should be out there, but isn’t, so I go and make it, and feel satisfaction when I do. Even if no one else cares, I feel like I solved a problem and filled a microscopic void in the universe.

But the ones I tend to publish are those that I sense, based on experience, there are many people who would want to read them. And to run the above metaphor into gross oblivion, this would be fishing with strawberry flavored worms, or worm flavored strawberries, which sounds awful and disgusting, but demonstrates there can be creative ways to satisfy yourself and others at the same time. There can be 80% worm and 20% strawberry, or 50% or 50%, or a hundred different breakdowns of how much you are thinking about you and how much you’re thinking about your customer, or reader.

If I know you, or have a sense of you, I can find the sweet spot between what you like and what I like and spend time there.

To only make strawberries makes you an artist. And to only make worms makes you a capitalist. To make both at the same time, or some of one now and then some of the other later, perhaps makes a successful artist. Or an artistic capitalist. Or in Tim’s case, it means you’re having a successful life that has helped people like me make successful lives, and perhaps that’s the best kind of fishing of all: fishing that helps other people learn to fish.

Ignite: How speakers prepare

I’m a huge fan of helping people speak – I’m the speaker coach for Ignite Seattle, and did an Ignite talk called How and Why to Speak at Ignite hoping to get more people up on stage.   Many events now use this short video, an ignite talk about doing good ignite talks, to help get people interested and psyched to participate.

In the “things I promised but never got around to” department”, before my book  Confessions of a Public Speaker came out, I surveyed everyone and their mother about their experiences speaking in short format form, like Ignite or Pecha Kucha (5 or 6 minute talks with automated slide decks – see the end of boring presentations on forbes.com). About 150 people responded and here are the results.

I offered two $100 amazon gift certificates, and the winners have been notified via email.

Top line summary:

  • ~40% of speakers spend at least 6 hours preparing – this is roughly one minute of effort  for each second of the actual ignite talk.
  • 55% of speakers found Ignite harder than regular speaking
  • Yet 90% felt the audiences are better or about the same than regular events
  • Most speakers are in their 30s and are men (~80/20 gender breakdown) (Ignite has strong tech influences, and this breakdown likely reflects the tech industry rather than any bias among organizers)
  • And an amazing 98% of all speakers were glad they spoke at Ignite

Here are the charts with some additional commentary:

1. How old are you?

I suspect this breakdown maps exactly to the primary professions and affiliations of those who speak at Ignite.  If you took the age breakdown for the tech sector, and those interested in arts, music and DIY, it’d look nearly the same.  It also reflects the age breakdown of the original organizers and volunteers pretty well.

2. What is your gender?

I’d be curious to know how much this reflects the audience gender breakdown. I think it’s pretty close. Not that this is good, but that there is a feedback loop that’s hard to break: to get more diverse speakers is easier if there is a more diverse audience, and vice-versa.

This is also averaged across all Ignite venues that reported, and each city and organizer will have varying interest and success in how well they pick speakers.

3. How much experience do you have?

Most of the speakers are not particularly experienced. More than 50% are occasional speakers or have almost no experience at all. This is a fantastic number – ignite might be effective at giving visibility to people who don’t often get it or aren’t usually attracted to the stage.

4. Did you find ignite easier or harder than other public speaking?

Many people reported the challenge of no control over the slides was entirely new, as was speaking with a strict time limit. They’d never done either before and this was unexpectedly difficult to get used to. Most people reported it took much more effort than they expected to work within shorter time limits, and it demanded that they practice, which was a new experience for many.

5. Was the audience easier or harder to work with than other audiences?

Despite the format being harder, there was strong evidence the crowds are much more positive and supportive than in general.  Part of this could be the social nature of ignite events (they are held after work, are often free, have bars serving alcohol, etc.), as well as people’s empathy for the special challenges they know the speakers must face.

6. How much total time did you spend preparing?

It’s surprising to see this, but it does take time to get the sequence and content of slide right, even if only for five minutes.  TV commercials are only 30 seconds long, but can be harder to produce than longer formats for similiar reasons. Every second or slide counts.

7. How many times did you practice the talk?

The relatively low rehearsal counts suggests people spend a great deal of time making their slides without practicing.  Based on my research, this is definitely a mistake. More rehearsals, even with only half baked slides, will increase the speakers sense of what the slides need to do, and allow them to work faster in producing their material.

8. Are you glad you spoke in this format?

What an amazing chart. Speaks for itself.

Many people reported that ordinary public speaking seemed much easier by comparison, that they got great feedback from people in the audience, and had more confidence afterward in their any public speaking activity than they had before.

The strongest complaint in the 1.4% were hostile audiences – something uncommon at most ignite events, but with a tough crowd there’s much less a speaker can do given they’ve rehearsed in order to be slaves to the slides.

Data details:

  • This survey was conducted using surveymonkey in late 2009.
  • I used this blog, my mailing list and the help of several ignite groups to spread the word. Special thanks to Brady Forrest and The Ignite Seattle crew (Justin Martinstein, Randy Stewart, Brian Dorsey, Stuart Maxwell and Brian Zug) for all their support over the years.
  • I contacted the Pecha-Kucha folks, who offered to help, but despite many requests did not pass my survey onto their mailing lists – Thus, of the 150 respondents 90+% were ignite veterans.
  • There is a growing movement afoot for short form public speaking: read this for more.

If you’re interested in being a better speaker, check out my bestselling book, Confessions of a Public Speaker. Grab a free chapter here.

The new browser wars: an analysis

A billion years ago I worked on web browsers. I’ve written about them before, and got myself into trouble here and there for what I’ve said. I get asked often what I think about Chrome, or an innovation analysis of Opera, or this or that, and it’s a good time to look at what’s been going on.

Recent data showed that IE has fallen to 59%, the same share of the market it had when I worked on IE 4.0 in 1999.

Here’s my analysis:

  • All data is biased. There is no single count on market share, so never allow yourself to get the final word from one sample. Browsers, like cars, reflect demographic differences. The browser data from slashdot.org will be very different from wsj.com, because of age, income, gender, profession and other differences that are not representative of the total population.
  • A large percent of browsers users do not choose their browser.  One play Microsoft made in IE4/IE5 was to invest heavily in IT deployment of IE (See IEAK). They made it very easy for large companies to rollout IE across 1,000 of desktops, including libraries, university’s and other places that control many desktops.  This is likely an anchor of Microsoft’s market share as I don’t think anyone else does as much for them. This user group is notoriously slow to upgrade or change.  It is hardest for Chrome, Firefox or Opera to penetrate this usage base. Big shops bet more than just the browser on IE: they bet lots of web apps and internal tools. To switch requires rebuilding that infrastructure, making the choice much larger than just browser installs. The browser is free but there’s much resting on the decision that isn’t.
  • Firefox’s growth has flattened in part because of the above. Most of the people who care what browser they use and have the choice have already chosen. The next wave of growth has to be fueled at reaching out beyond Firefox’s core base of younger, more tech-savvy people (or people who want to pretend to be young and savvy). Chrome has likely been the Ralph-Nader of browsers, stealing some of Firefox’s thunder. Opera is still the same creative but lonely story , a very inventive product that most people rarely hear about here in the U.S.
  • We forget most people don’t care much about browsers.  If you read this article, and have seen browser stats in the last month, you are a browser geek like me. Few others on this planet care much. If they’re my age or older, and the web isn’t a key part of their social life, they’ll use what they have and unless it explodes or makes them cry, they won’t think about it. At WordCamp SF this weekend, I heard IE referred to as “the browser for old people”. A browser is one of the most passive kinds of software ever invented: it’s a platform for the websites not for itself – the browser UI occupies maybe 10% of the screen at all times making it forgettable by design: if its working well you shouldn’t notice it. In a great post on pingdom, they studied the upgrade rates for each browser, and IE users upgrade the least, or IE does the worst job at convincing its users to upgrade.
  • HTML5 will not save us. The world is confusing to most people in part because they’ve never attended a standards body meeting. It’s a bloody, messy, clumsy, slow and frustrating process for everyone involved, and although it is necessary and I believe in standards and I’m glad we have the W3C, the process is always problematic and painful. HTML5 will be progress, for sure, but there will always be the same challenges of sorting out what Chrome did, but IE didn’t, and what FF did right but Opera or Safari did wrong, or just differently. Wise standards bodies depend on implementations to validate their standards, and as the different browsers are competitors, it’s never a straightforward process – it’s a huge unavoidable compromise – meaning the results are never as straightforward as we wish either.
  • Since the killer feature is dead, the battleground is on core (speed, security, reliability) which are not Microsoft’s strengths (certainly in perception, if not reality).  Microsoft is still dominated by the annual release cycle, with big marketing pushes around the new features in each release. But Chrome has made a different bet, aimed both at IE’s weaknesses (big, heavy releases) and Google’s strengths (speed, less legacy code, web-app focused). They are pushing an argument, supported by the vibe of the web – catching up on features can be done, but catching up on perf and security is much harder (even if we’re just talking perceptions of perf and security). Firefox is curiously in the middle: with the common bevy of tabs and extensions, it’s not a spry little browser anymore, but instead a happy compromise between Chrome and IE. The rub is they are now being attacked from both sides, above and below, and they’re no longer the lightweight alternative.

Stats I want to see:

  • What percentage of browser users have at least one plugin? I mean one that they chose to add themselves. I bet this number isn’t as high as we all think it is, but I’ve never even seen an attempt to document this. It might be a useful comparison between browsers: both the number of available plugins, and their frequency of use, per browser.
  • What percentage of installed browsers could be changed by the user? I’ve never seen this stat either, but it’s key. If there are 50 million web browsers open right now, how many of them are operated by someone who is allowed to change it? And knows how? It would indicate to both Microsoft and Firefox exactly what they need to protect or go after.

Personally I’m still happy with Firefox. I gave Chrome a spin when it was first released, and was pleased, but not enough to switch. The handful of FF plugins I use keep me tied to it, in what is a a  kind of meta-killer feature: plugin addiction. I’m locked in to the plugins I have and they’re browser specific, forcing me, post facto, to stay with the browser I have.

Research Challenge: Guns, Cats and Parachutes

Things are chugging along with the updated edition of The Myths of Innovation. But there are two nagging research issues I’m hoping someone with some investigative chops might want to take on.

Deadline: Friday May 7th
Reward: Acknowledgement in book + signed copy (see bottom)

1. DDT disaster / Parachuting cat’s into Borneo

The story about DDT in Chapter 10 is related to a story about cats being dropped into Borneo to deal with the rat population explosion caused by DDT.  I was careful in the book not to base my point on this story, but I was never able to get solid, first person evidence on the entire story.

  • Was DDT was actually used and had the cascading and devastating effects described?
  • Were cats were ever actually used, much less via parachute (which I assume is ridiculous – certainly that they were individually strapped into parachutes, which most people assume)?
  • Does an official WHO official report or document of any kind exist sfor the event?

The basic story is here – Operation cat Drop and a possible summation is here.

2) Why didn’t firearms take off in Asia?

On page 115 I explain how culture effects the rate of adoption of a new innovation. But my story about Japan, and their romantic preference for swords, has no reference – the footnote I offer is wrong.  Now, I did not make up this story, I’m confident I read it – but I definitely misreferenced it and I’ve been unable to sort out which historian made this observation. The basic point is – if firearms were invented in China, why didn’t they become as popular there as they did in Europe?

  • Is this story about Japan and firearms even true?
  • Is there a similar story that supports my point that is better referenced and supported in the literature?

One possible research trail.

3) If you read the original 2007 edition of the book, and found other sketchy claims similar to the above in the book that should be investigated further, please speak up now. There’s still time for me to either pull the mention, change the story to be more accurate, or provide better references if in fact I was on the right track in the 2007 edition of the book.

Reward: The 3 or 4 folks who provide the most useful research will be thanked in the acknowledgments, will get a signed copy of the paperback edition, and I will tell my Mom about how cool you are.

1. Parachuting cat’s into Borneo

The story about DDT I tell in Chapter 10 is related to a story about
cats being dropped into Borneo to deal with the rat population
explosion caused by DDT.  I was careful in the book not to base my
point on this story, but I was never able to get solid, first person
evidence on the entire story.

a) Was DDT was actually used and had the cascading and devastating
effects described?
b) Were cats were ever actually used, much less via parachute (which I
assume is ridiculous)?
c) Does an official WHO official report or document of any kind exists
for the event?

The basic story is here:
http://en.wikipedia.org/wiki/Operation_Cat_Drop

A common example of secondary/tertiary reporting on this story, with
no references:

http://schools.utah.gov/curr/science/core/8thgrd/sciber8/bio_ener/htm…

2) Why didn’t firearms take off in Asia?

On page 115 I explain how culture effects the rate of adoption of a
new innovation. But my story about Japan, and their romantic
preference for swords, has no reference – the footnote I offer is
wrong.  Now, I did not make up this story, I’m confident I read it –
but I definitely misreferenced it and I’ve been unable to sort out
which historian made this observation.

a) Is this story about Japan and firearms even true?
b) Is there a similar story that supports my point that is better
referenced and supported in the literature?

Possible research trail:
https://scottberkun.com/blog/moi-corrections/#comment-669857

3) If you found other sketchy claims similar to the above that should
be investigated further, please speak up now. There’s still time for
me to either pull the mention, change the story to be more accurate,
or provide better references if in fact I was on the right track in
the 2007 edition of the book,

Let me know if you’re interested – I figured this might be fun for
someone.  Thanks,

My favorite books: and why I love them

In a series of posts, called ask berkun, I write on whatever topics people submit and vote for. This week reader’s choice: What are your favorite books and why?

These are the first ~45 books that came to mind (here’s the list on goodreads) .

Henry Miller wrote a book called The Books in My life. I was a fan of his non-fiction writing in the late 1990s (Air Conditioned Nightmare, Black Spring) and when I found this book it blew my mind. The quantity of books he recalled fluently, and their wide range of genres. changed how I thought about reading. He crossed subjects, forms, languages, decades… he was, in essence, a kind of free-reader. I discovered Celine’s Death on the Installment plan from Miller, a book with profound effects – a) the realization some people are both brilliant and miserable b) sentences don’t have to end… Regarding Miller, I’d never seen a writer list more than a handful of favorite books, but Miller’s book was dense and deep, thick with references. I realized it’s not only okay to read widely, but a kind of necessity as a writer to be well read, as demonstrated by his example. He read lots of obscure books, by not well known writers, which liberated me from the shallow waters of bestseller lists. This post is largely inspired by this book.

Zen and the Art of Motorcycle Maintenance, By Robert Pirsig. As a warning this is a book with major problems. It’s too long and it meanders in frustrating ways. If I weren’t assigned to read it for a freshman year philosophy class, I’d likely never have, and it’s not a book I often recommend. But it has it’s potent charms – it was the first book of philosophy I’d read that was first person and personal, and it left me with new ways to think about thinking about things and the dangers thinking about thinking can bring (I will always remember gumption traps). For this reason I’ve returned to the book many times (and read Lila too,  which I enjoyed but for different reasons). In the same college course I read Crazy Wisdom, by Wes Nisker, which demonstrated how insane wisdom seems to the unwise (which i was, or still am). The combination of these two books changed me forever, and set me on a path paved with the love of wisdom. I learned wisdom and philosophy could be funny, angry, scary, fulfilling, emptying, and dozens of other things I’d never thought about philosophy before.

The Conquest of Happiness, Bertrand Russell. Not sure how or when I discovered Russell, but he’s one of my strongest influences. The best writer among the philosophers, choosing plain language, passionate charm, and clarity of thought above all else, something few philosophers have the talent, desire or courage to do. He was prolific, with many essay collections, but perhaps most memorable among them is his Why I am Not Christian. He is one of my heroes for many reasons, but with this book it was for his willingness to state what he believed despite the consequences. Conquest of Happiness is a very silly title, it’s like “how to force the boy/girl of your dreams to love you” or something – the title, but not the book, suggests a self-defeating strategy. But the book has saved me in times of depression, and was a key reading while I was figuring out how to quit my job.

The Consolations of Philosophy by Alain DeBotton is in the same Russellian category for its charmingly written take on the basics of wisdom. It’s often the first book of philosophy I recommend to people.  In the same line is Leo Buscalia’s Living, Loving and Learning, a book recommended to me while drinking with a greek man I met in the youth hostel near Bannf. Between shots of whiskey, I asked for the book he thought I needed to read and that’s what he wrote down. And he was right.  The book taught me that love is courageous, and most people are afraid of expressing their love, which explains in part why many people are sad. In the same pile belongs An Intimate History of Humanity by Zeldin, which made me rethink what a book was, and demonstrated chapter titles don’t have to be so boring all the time.

Technopoly, By Neil Postman. If you’re wise, you read challenging books. You’ll be uncomfortable, but it’s the only way to learn. This is the book I wish every technology lover, programmer, startup founder and tech VP would read. Postman’s Amusing ourselves to death should come with every television set, by law. His books made me realize my lust for using and making technology could not achieve many of the things I wanted out of life. It led me to books like Information Anxiety, The end of patience and Data Smog By Shenk, and on down the line through an honest view of what technology can and can not do. A design student I was on a project team with at CMU got me hooked on Postman, and I’m in his debt. Without Postman I’d likely still be working managing software development, and I’d never have become a writer.

I didn’t read much from age 8 to 18 (curiously I’ve read voraciously before and after this period – I blame girls and sports) and A Separate Peace, by John Knowles was likely the first novel I that moved me. I hadn’t felt anything that personal in a book before. Not sure what grade it was, probably early high school, but in that experience was likely one of the seeds that made me eventually want to be a writer. These days I read about 90% non-fiction to 10% fiction – most fiction tries way to hard to seem real, and I find it unreadable. Other favorite novels include Slaughterhouse 5, The Life of Pi, Catcher in the Rye, Fahrenheit 451, and The Hobbit. I’m also very fond of George Saunders, and his short story collection Pastorallia, short story collections being a kind of book I typically loathe.

Enders Game, the book everyone at CMU was reading in ’92, provided a profound experience similiar to A Separate Peace (“ah ha! now i get the concept of reading for pleasure”), but for more cerebral reasons. Foucault’s Pendulum was the most complicated novel I’d read ever in a single sitting in the mid 90s, and I’ve read it more than once trying to figure out why. Hitchiker’s guide to the galaxy was Monty Python in space, and I devoured the series. I read it many times also trying to figure out the machinery. I will always remember the endings of Updike’s Rabbit Run, and Malamud’s The Natural, even though I didn’t particularly enjoy either book – the later allowed me to discover how any  story can be many different stories with just a few surgical changes (e.g. the movie is a different beast).

The Night Country, by Loren Eiseley. I found this strange, scary looking book cover in the science section of a used bookstore in the mid 90s. I picked it up and and it blew me away, because although it pretended to be a science book, his magical sense of wonder was unexpected and put me on my heels. I’d go on to read many of his books (The Star Thrower, All The Strange Hours, The Firmament of Time… what great titles) paying attention to how me made everything seem interesting, mysterious and wonderful simultaneously. I’ve written about Eisley before. He was the first essayist I read, and i soon discovered Emerson, devouring his collections (I’ve read self-reliance a dozen times or more), and wandering my way towards Montaigne, Thoreau, and other classics.

The Best American Essays series, which has profoundly effected my writing (Why there isn’t a best world essays series, I have no idea). These books provide a crash course in the various short non-fiction forms there are, and gave me exposure to different writers, writing on very different topics, in very different styles. I owe a great debt to this line of books – it was part of my self-directed poor man’s creative writing / English degree.

The Seven Mysteries of Life, by Guy Murchie, opened my mind wide. I hadn’t had a reading experience that crossed so many lines, and was both brutal and loving, scientific and personal, rational and spiritual, all at the same time. Transformational. I didn’t know books could be like this. And it had these wonderful line drawings by the author that, unlike other books, had a love and soul in them I hadn’t seen before.  A Scientist in the City, by James Trefill. Much of my reading used to be focused on design, design thinking, and building good things, since that was a big part of my working life. Trefill was my favorite science writer for a long stretch, and this was my introduction to him. He walks through a city, deconstructing skyscrapers, highways and landscapes from the view of the science mind.

Murchie, Eisley and Trefill all showed me how a great writer can reveal a subject more powerfully by carefully including themselves in their descriptions of the world. That it wasn’t indulgent if you used a careful hand. Stewart Brand’s How Buildings Learn deserve mention, as he offered a a new way to look at architecture that was fascinating, personal, real and practical, and mostly pretension free, something I can’t say about many books on architecture and design or most creative pursuits. All these books draw parallels between nature and engineering, a potent comparison for many reasons.

Dark Nature, by Lyall Watson. For many years I read lots of science books, and this was a pivotal one. It explained a scientific view of evil, or rather how there really isn’t one, and how subjective and immature my view of good and evil was. I read The Lucifer Principle, by Howard Bloom, also excellent, which doubled the potency. Both books opened up my perception to a new view of nature, one in which we have invented a system of thinking that has very little to do with the way the ecosystem of the planet functions. Good and evil, like most of our ideas, are inventions, and have varying levels of accuracy in how they map to the world. To be wise, and aware, means deconstructing the ideas I use to map to the world, and realizing not only how many different ones there are, but that they all, in degrees, inform us about the world.

John Gardner’s The Art of Fiction is simply the best book on writing ever written (Update: I read it again in 2014 and I had a harder time with it). It’s brutal, honest and somewhat cold, but pair it with Bradbury’s Zen and the art of Writing, and you’ll have all the passion and inspiration you need. I fundamentally believe good writing is good writing – whether it’s fiction or non-fiction or something in between your job as the writer is to get the reader to read the next sentence – that’s the whole story.

On a different day I’d have thought of other books, but these were the first that came to mind. I’ve been influenced by so many things I’ve read in ways no other media could possibly do, except perhaps film. And my debt to books like these is part of why it’s a honor and a privilege to write, and to be read. I hope to write things that end up on some other writer’s list someday.

How to Work with Stupid People

I write a lot about being smart and trying not to be stupid. Well, here’s a good post by Jason Crawford on how to work with stupid people. It’s not what you’d expect.

He takes a line of thinking I really like:

I consider myself reasonably intelligent, yet I have had no problem surrounding myself with people at or above my intellectual level. I’ve also had good relationships with co-workers at all levels of intelligence. Unless you’re a world-class genius (statistically unlikely), you are probably mis-diagnosing people as stupid.

He goes on to give excellent advice on rethinking how to behave when you’re in this situation.

In the comments I offered this:

The problem here is more psychological and emotional than intellectual. Not to assume the other guy is stupid means you have to be willing to acknowledge the stupid guy might be you. Which is something most people do not have the generosity, courage or patience to explore, even for 30 seconds. (How else will you ever learn anything?)

Read the full article here: How to work with stupid people


Innovation in a book about Innovation?

When I wrote the original edition of Myths of Innovation, I asked you folks for ideas to make a book itself innovative. There were some good ideas, some of which made it into the book. A full list of the books referenced can be found here.

One idea I had was the ranked bibliography, shown below, where instead of listing my sources alphabetically, which is useless, I listed them in order of how influential they were in notes. Not many people noticed, but some did.

Here’s what it looked like (click to get a better view):

It’s been a few years since that first post.  Two new questions:

  1. Have you seen books recently that did something clever you wish other books did?
  2. Are there other little details like the bibliography that you wish books included?

I’m working on the paperback edition now. So the time is good if you have clever ideas I might be able to work in.

Should books include URLs? (book design)

I’m currently working hard with a great team of volunteers on the paperback edition of The Myths of Innovation.

We’ve hit on a problem that can use some more opinions.  You guys have been great in the past (See: Footnotes vs. Endnotes).

One goal we have is to make the book more useful. In the original edition I tried hard to support claims with references, and above all, provide ways for readers to continue on the paths the book opens for readers. But the web, and it’s constantly changing landscape, makes this tricky.

Since 2007 at least 15% of the URLs in the book are broken: pure 404s (Thanks to Piotr, Theo and Allison, my URL Overlords, this should definitely be fixed in the paperback) . Another bunch of pages have simply changed or been rewritten, making the reference less applicable.

In doing my research I leaned more heavily on books and journals, but in writing/footnoting the book I leaned towards web sources since the odds of someone actually bothering to type in a URL seemed much higher than them digging up an obscure journal or tome. I’d rather have references people used, then once they are just impressed by. But this seems to have had disappointing side effects.

So here are the options I’ve heard so far:

  1. Do not include ANY URLs in books. Refer to books and journals only.
  2. Refer to URLs, but simultaneously post the list online so they can be updated at any time (and mention this clearly in the book). The book may get crusty, but readers are always offered an updated list of references.
  3. Use a bit.ly type link converter – If raw URLs are not used, the links in books will never be crusty – they can always be redirected to something useful.  This is cool, but the problem is in the book will be filled with mystery references  – I can’t necessarily explain in the book what is being linked to.  Even in the 2007 edition, the footnote has value if never used just to see what the source is (What university or website is it from?) even if you don’t ever look it up.  I could include the original reference, and if it’s URL dies, redirect to a new page that at least explains what the old reference was.
  4. Is there another option?

Have you seen other approaches in books you’ve read or purchased? Or can think one up?

I’d love for the paperback edition to be as smart and useful as possible in handling this.  Let me know what you think. Thanks.

The Challenge of Indifference

Here’s one from the life observation pile.

In high school I had the good fortune to have very silly friends. We’d do silly things like make loud noises, strange movies (thanks Mr. Reinstein) or sing silly songs, often in the cafeteria for others to see. And I quickly learned a surprising lesson: when you behave oddly on purpose, other people feel more embarrassed than you do. They don’t know how to respond, so they mostly pretend not to see or hear you. We’d do wild and crazy things, and instead of being picked on or laughed at, people simply left us alone.

This was wonderfully liberating.  I learned how being bold, even if silly or bizarre, tends to put people on their heels.

But now as an adult I find this distressing. I know all things equal most will pretend to be indifferent, even if, in their hearts they’re curious about what you are doing and why.

Case in point: Yesterday I was in Pike Place Market.  Walking up post alley after lunch, there was a series of buskers (street musicians). Each one with a guitar, or a banjo, singing their hearts out. Many of them were very good. So I stopped at each one to listen. And as I did, pleased with my cheap front row seat, I couldn’t help but notice all the people walking past, who pretended I and the buskers weren’t even there.

It seemed bizarre someone performing, on the street, putting their heart into something by putting it out into the world, garnered almost no reaction to most who walked past. They gave more attention to the advertisements, the street signs, the backs of the people in front of them, then real live musicians providing something unique and alive. It’s odd how we can watch 5 hours of television a day, complaining about how bad and unreal much of it is (especially the reality shows), and yet walk past musicians without even a momentary pause to absorb the vibe they are making. Forget for a moment even giving them money – I mean even acknowledging with a glance, or a pause, that they are there, which is something in and of itself given how few do it.

And as I stood there, I started to feel weird. Why am I the only one listening? Even though I knew it was right in the sense this is something alive and real and I can spare at least 30 seconds for that – it felt weird simply because no one else was doing it. Had there been a crowd around any one of these buskers, more people would stop to listen, simply because they could do it without having to stand out.

It was amazing how we can be so indifferent – until I realized I’m likely just as indifferent myself, it’s just to different things. And those things are ones I don’t notice anymore, so I don’t notice not noticing them. It’s a trap. What else am I missing that I should be attentive to, I wondered? And can I answer that question alone?

And there’s this bigger idea, that interesting stuff is everywhere all the time if you open your eyes to it. Teresa Brazen made this short, simple, video a year ago, and it’s stuck with me since. I thought about it after listening to the busker, asking myself – couldn’t that same street have been interesting if I had chosen to be patient enough to make it so?

I have this theory called the challenge of indifference.  As we grow up, we’re taught self-control and how to focus ourselves, tuning out things that are ‘wrong’, or ‘juvenile’ or ‘wastes of time’. We become indifferent to the whims of the child mind, trading it in for suits and resumes, the tools of success in the adult world. But success becomes boring. For most knowledge worker types, success is abstract. We move stuff around we can’t hold in our hands, or get paid to do boring stuff for people who never meet and don’t really even like.

The challenge then, as an adult, once you’ve found your career, or a partner, and settled down, is to undo indifference. as that’s where (some kinds of) happiness is: in paying attention in the ways we did when things were new, and were young enough not to judge everything so quickly. We all still have that little voice in our heads that whispers “this is cool” or “this is different” or even “wait – what is this? lets see”, but it’s pounded into submission by the stodgy, gruff, and stronger rational adult voice we’ve depended on to get us the external things we’ve chased most of our lives.

I know many people fundamentally bored or frustrated with (parts of) their lives and have been for some time. And they’re surprised they feel this way – after all, they’re successful, more or less. They expected that fact to be enough to make them happy the rest of their lives, as that’s the mythical bargain many of us learn growing up . But we’re never told that success often demands an indifference to the wonders of the real, or the magic of the ridiculous. I was deeply effected by films like Fight Club and American Beauty, in part because they attack the middle-class American notion of success by showing how empty a “successful” life can be and how bad we are at seeing how we created that emptiness ourselves, and can only fix it ourselves, from the inside out.  If years ago we shed the natural awe we should have all sorts of things, especially those unafraid to live primarily for their passions, like street musicians, or chefs, or craftsmen of any kind do – we forget the difference between seeing things for what they are instead of what we’ve been told, or told ourselves, they’re supposed to be.

Am I on to something? Or should I shut up and move along?

I’m trying to work on this myself. If you are too, let me know how you’re doing it.

(Photo credit: jiff89)


Can you learn creativity from dance? An interview

I’m always curious about how people in different fields work with their ideas. When I talk with painters, sculptors, musicians, or engineers, designers or managers, there are the same challenges again and again, but different techniques and vocabulary for working through them.

Yesterday I interviewed Allegra Searle-LeBel, Director of the Stimulate Dance Company in Seattle.  And we talked about all sorts of things, from creative process, group culture and more. I focused on her thoughts on creativity from the perspective of a choreographer.

SB: How many people are in the company and what are their backgrounds?

ASL: We have 8 performers right now, including me. And we have two folks who are on sabbatical. About half the group are choreographers as well as performers, and that’s intentional. Some have more of a theater background, and some have more dance, and that’s intentional too.

SB: There are always three questions people ask in every field. The first is how do you get ideas? Or how do they move through your organization?

I get ideas for pieces all the time. I have a notebook and I write them down. Sometimes I write whatever the nugget was – the thing I saw, or heard, or thought. I can write that down and the nugget is enough to remember it later. Sometimes I have drawings, or movements or words. It’s a little trigger for remembering later, and I’ll come back when I have the time and energy. I’ll go back and project into these ideas and see which are available to me and see where the idea goes. Sometimes I don’t need the book – I’ll have an idea that’s been bugging me for awhile, waiting for me to find the time to work with it.

In general, in the group, someone starts with an idea, and they propose it. We have a proposal process. They write it up in email, what they’re thinking, and what the background is. They send it to the directors and then we sit down and have a conversation. What’s the right context? How many dancers? Right now we have 3 pieces in development and 22 pieces in our repertory. We have all these different elements, text, video, movement, script, improvisation or music and in that conversation we talk about the tools we need when developing the piece. But the first rehearsal is always a conversation. There’s a wide range in what happens after that, but as a very rough estimate we do 10-12 rehearsals before we get feedback from others in the company and maybe 8 to 10 more before we’d perform it for a real audience. It can be much more if the piece is more elaborate, or has more people involved.

The second question is, as a choreographer, what to do when you get stuck?

If you haven’t gotten feedback yet, get feedback. Open up a conversation. Sometimes I get so wrapped up in my own mind, and the conversation can get me out of that. And because dance is such a social art, a conversation makes the art happen. Makes it flow.  I might go for a walk. Or put it down for a day or two and come back to it. But I try not to stop working on it when its really stuck – sometimes I might need to care for it, and love it a little more. Give it a little tenderness and patience. Sometimes taking time away is the right thing, but often it’s better to dig in more. Not that I’m going to get the right answer immediately, but any other answer might show me something that frees me up again. I also try to change direction, which is obvious with physical movement and choreography. I’ll change direction. I’ll watch from a different angle, or videotape and watch that – see it from a new angle, or take something out, or add something in. I look for way to change it, take something out and see what happens, or change the order. And then perhaps put it back how it was. I know I can always put something back so there’s no fear there. And I know my dancers are comfortable with a process like this, where we’re open to finding our way.

The third is how do you know when you’re done? Tell me about a piece that was particularly hard to complete.

For one piece years ago I had far more rehearsals then I do now, and in it I detailed every single move, look, breath – every nuance was detailed, and it was just for a 3 minutes long piece. It did go well and I’m still proud of it. But have I ever made a piece in the same way? No. I have never been as obsessive. Now I choose my minutia. I don’t let just anything happen. There is minutia that matters. But what changes everything is now I know the difference between the details that matter and the details that don’t.

That’s a great point. You can only learn about finishing by finishing. Until you say ‘I’m done’ and put it out there. Only then can you see what happens and learn from it. But if you never allow yourself to finish one piece, you’ll never get better at finishing them.

Last question. I noticed from your website you perform in unusual places. People’s homes, public spaces and often in business workplaces during work hours. What’s the reason for this?

We started out with the desire to perform for our community, and our friends. And we ended up making shows that were accessible and enjoyable to people who didn’t know how to talk about dance, or who were intimidated by dance. We didn’t start doing it on purpose but we realized we were doing art education as a side effect of our choices. But figuring out how to give people their own experience in dance, and how to make them connected is really gratifying. One way of thinking about this is that dance is a game, and it’s our job to make sure people can understand the rules.

———————

Check out Stimulate Dance’s website for more. And If you live in Seattle you can find out for yourself. They perform regularly in the area, and have a show on Saturday May 1st (Tickets here).

Allegra Searle-LeBel

Help me improve The Myths of Innovation!

I’m working on the paperback edition of my 2007 bestseller, the Myths of Innovation.

I’d love to involve some of you in the process and have a small crew of people who can help me scrub, polish, and refine the book over the next few weeks.

If you’re interested – leave a comment or contact me.

Tasks include:

  • Checking/Improving the references in the book
  • Identifying factual errors in the book (known ones are here)
  • Finding typos (known ones are here)
  • Offer counterarguments to my claims (this might be a new chapter)
  • Help me identify topics/questions to answer (this also might be a new chapter)

What you’ll get:

  • Signed copy of the new paperback edition
  • Name in the acknowledgments in the book
  • Exposure to the writing/publishing process
  • The warm fuzzy feeling of helping an author you like
  • Plus a possible surprise prize I can’t talk about yet

Interested? Leave a comment.

If you already have some of the above, go here.

Inside Pixar’s Leadership

There were plenty of high profile people at the Economist event in March, but hands down the best session was a simple interview with Ed Catmull, the president of Pixar [update: he has a book out now called Creativity, Inc.].

Martin Giles from the Economist did the interview, and did an excellent job letting Catmull cover some excellent territory.

Here’s the video, and below I transcribed my favorite quotes.

Interesting how little he used the word innovation, a point I made in the talk I gave on The Myths of Innovation at the same event.

(The video is hosted at The Economist – if it doesn’t appear above try the direct link)

My favorite quotes from Ed Catmull’s talk at The Economist:

On the Socratic ideal of admitting ignorance:

“We’ve got these successful things going on and we mis-perceive how we got there. Or who the influences are. And we draw these wrong ideas and we then make a series of mistakes which are not well grounded in reality. Which means the things that are happening now that are wrong at Pixar are already happening and I can’t see them. And I have to start with that premise. And through all the history… there is something going on here and I don’t know what it is.”

On secrets and ‘the management’:

Part of the behavior is I don’t know the answers. And at first that seems a little bit glib. But after awhile people get that I really don’t know the answer to a lot of these things. So we set it up so that the management really doesn’t tell people what to do. We discuss, we debate, [but] people start to refer to ‘the management’, and I say come on guys, there’s three of us, we’re all in this together, and then we’re very open and honest about the problems. Everyone feels like they own it, secrecy is very good at Pixar, it doesn’t get out into the blogs because they all know what’s wrong and it would be an act of betrayal because they want to participate in the discussion and I want them to.

On protecting a vision:

I do believe you want a vision, so you start off with a person who has a vision for a story. And we do things to try and protect that vision and its not easy to protect it, because they feel these pressures. They also have misconceptions about the creative process sometimes. We do have these people who we give a chance to on the belief they’re right, and can rise to the occasion, and we are wrong sometimes, because we can’t see what goes on in their heads. And our measure, because we can’t see inside people’s heads, is the team. If the team is functioning well, and healthy, it will solve the problem.

The process of giving feedback:

One of the protections is the notion that they have the final say so. Now this is a very hard thing to say because we say we are filmmaker led. The reason it’s hard is if they can’t lead the team, we will actually remove the person from it. That’s our version of what a failure is… it’s hard because it’s a personal thing. Until you reach that breaking point, you have to do everything you can… sometimes its adding people to the team, sometimes its removing them, but as leaders we don’t tell them what to do. We have a structure so they get their feedback from their peers… every two or three months they present *the film* to the other filmmakers… and they will go through, and they will tear the film apart. And it’s very important for that dynamic to work, because it could be a brutal process, there needs to be the feeling they are all helping each other who wants that help. In order for that to work it’s important that no one in the room has the authority to tell the director they have to take their notes [make changes]. So no-one is taking a list of what you have to do to fix the film. All we can do is give the feedback and he goes off with the feedback… our job as leaders is to protect the dynamic in the room so that they’re honest with each other.

The idea of honesty as an abstraction easy to ignore:

They don’t want to walk in and embarrass themselves, they don’t want to say anything stupid, they don’t want to offend anyone, so these personal pressures and responses start to emerge. So I do see it happen, and it happened fairly recently, and I walked out, and I knew they weren’t honest. So then you call them in, maybe two or three people, and say why didn’t you say what you thought. And it’s a personal thing. So we have to change the dynamic. When we have something tricky and that’s holding things back, we have to have a four person or five person meeting, where the dynamics are different. And sometimes where things are actually going pretty well, then you want to have a room of 25 people, see how it works, and let them express themselves and have them grow. But if you have 25 people in the room some of them then start to perform, rather than participate. So there is this balance, what is the state of the thing… we need to have honesty, we want to have honesty, but honest is a buzzword. It’s one of these things we hear, everyone nods their head on, ‘it’s all true’, [but] the gap between the abstractions and where people actually do it is enormous. And people fill it in with all sorts of crap.

On the limits of platitudes:

I don’t like hard rules at all. I think they’re all bullshit.

Dealing with tough, competing constraints:

If I look at the range, you’ve got one [constraint] that is art school, I’m doing this for arts sake, Ratatouille and WALL-E clearly fall more on that side, the other is the purely commercial side, where you’ve got a lot of films that are made purely for following a trend, if you go entirely for the art side then eventually you fail economically. if you go purely commercially then I think you fail from a soul point of view… we’ve got these elements pulling on both sides, the art side and the commercial side… and the the trick is not to let one side win. That fundamentally successful companies are unstable. And where we have to operate is in that unstable place. And the forces of conservatism which are very strong and they want to go to a safe place. I want to go to the same place for money, I want to go and be wild and creative, or I want to have enough time for this, and each one of those guys are pulling, and if any one of them wins, we lose. And I just want to stay right there in the middle.

On firing creative geniuses:

[At Pixar] there is very high tolerance for eccentricity, very creative, and to the point where some are strange… but there are a small number of people who are socially dysfunctional [and] very creative – we get rid of them. If we don’t have a healthy group then it isn’t going to work. There is this illusion that this person is creative and has all this stuff, well the fact is there are literally thousands of ideas involved in putting something like this together. And the notion of ideas as this singular thing is a fundamental flaw. There are so many ideas that what you need is that group behaving creatively. And the person with the vision I think is unique, there are very few people who have that vision… but if they are not drawing the best out of people then they will fail.

We will support the leader for as long and as hard as we can, but the thing we can not overcome is if they have lost the crew. It’s when the crew says we are not following that person. We say we are director led, which implies they make all the final decisions, [but] what it means to us is the director has to lead.. and the way we can tell when they are not leading is if people say ‘we are not following’.

On managers self-destructive tendencies for creative work:

The notion that you’re trying to control the process and prevent error screws things up. We all know the saying it’s better to ask for forgiveness than permission. And everyone knows that, but I Think there is a corollary: if everyone is trying to prevent error, it screws things up. It’s better to fix problems than to prevent them. And the natural tendency for managers is to try and prevent error and over plan things.

—————-

If you liked this post, you should check out the new paperback edition of the Myths of Innovation.

Why New Systems Fail: an interview

My friend Phil Simon published a book in 2008 called Why New Systems Fail.  The book explores the many reasons why projects, mainly IT projects, fail and what a wise person can do to prevent and recover from these situations. It’s a hard nosed, low to the ground book, which tend to be my favorites.  The book did surprisingly well in its first printing, so the book was reissued recently in an updated and revised edition.

Given failure is one of my favorite topics, I interviewed him about all things failure and his take on why some projects work well, but most don’t.

CONTEST: Phil will send a copy of the book to the person who leaves the best comment or question below.

SB: I’m a fan of failure and its value in teaching us things. But to label a book “Why new systems fail” might seem cynical or depressing to some. Why did you choose such a provocative title?

PS: Some have called me (and others who write routinely about failure) cynical. If you look at the statistics on IT project failures, though, you’ll see that more than three in five fail. So, is that really being pessimistic or realistic? I tried to write the book in a way to maximize success but, to me, it’s irresponsible and misleading to pretend that IT projects tend to go well.

More than just whining about problems, I pepper solutions to implementation and project challenges throughout the book. It’s about avoiding failure, not simply stating that things can go awry.

Consider the analogy of going to the doctor’s office. How can you expect to be cured if you don’t talk about what’s ailing you? How can a doctor prescribe treatment?

There are big differences in culture between projects for profit, and IT or infrastructure projects inside companies. The latter are often more bureaucratic and political. Do you think there is a difference? Are IT projects harder or easier?

I completely agree with you. In short, I believe that generally there is a difference between the two (although there are exceptions).

“For profit” software development projects tend to differ substantially from “implementation” projects. Let’s define the latter as those that involve purchasing a software vendor’s prepackaged product, configuring it, testing it, and implementing it. Those systems never face external customers. They’ll be used exclusively by internal folks in accounting, HR, payroll, etc.

Developing a product to be released to the market can unify a company, particularly if it’s a small outfit. If the product’s people are incentivized (through bonuses, stock options, or recognition), then the development can go (relatively) smoothly. People want to make the product a reality. There can be an “all hands on deck” approach because that product is part and parcel of the company’s identify. Employees want to show off its bells and whistles. Human obstacles to progress are more quickly identified and removed if necessary.

On the other hand, implementations rarely go smoothly for all sorts of reasons covered in the book. At a high level, different people and departments often have vastly different agendas, up to and including killing the implementation itself. I’ve seen it many times. Often, this lack of a singular organizational focus ultimately causes IT projects to fail. Some people don’t want the new system; they like the old one just fine.

As to which is harder, it’s hard for me to unilaterally say. I have worked on relatively simple implementations that have gone fairly smoothly, even though the system was quite complicated. People knew that their jobs would change and they just dealt with that.

It’s one thing for something to fail dramatically (unmitigated disaster), like say the Challenger shuttle disaster, where it’s so bad everyone is forced to confront the causes. But in IT it’s often easy to hide, bury or whitewash projects so they don’t seem as bad as they are. Do you think the ability to hide failure contributes to the frequency of failure? What can a manager do to minimize this?

Absolutely. For obvious reasons, organizations and key people aligned with the success of a project have strong incentives to under-report failures. For example, I have seen people call activating a reporting dashboard “a success” even though it contained only one report and no one ever used it. I have also seen people fudge numbers to make overages less obvious.

As for what managers can do, it’s a very tough question because of all of the constraints. What do you do when the CIO essentially tells you that you have a week to do something that should take a month? What do you do when you recognize that a key person isn’t performing yet have no direct authority over him/her? What if your boss won’t publicly cop to it, but he’s told you privately that he wants the project killed or postponed?

These are all people issues that make up the much of the book.

Why New Systems Fail reads like a handbook and checklist for common mistakes to avoid on IT projects. But in many cases the being aware of problems doesn’t mean you have enough power to prevent them. How do you compare political and organizational problems to project management problems in terms of how often they’re the root cause?

As you know, awareness of an issue and the ability to fix it are two very different things. It’s hard to separate PM issues from cultural/political/organizational ones. For instance, it’s possible to have a great PM and team running up against constant institutional issues that prevent the project from being successful. It’s also possible to have a great culture conducive to success and a poorly planned and executed project within that culture.

I have found in my years as a technology consultant that both of these two extremes are unlikely to be found. Typically, organizations with oodles of politics, an aversion to change, difficult end users, and cultural problems tend to run projects poorly. That includes appropriate staffing levels, comprehensive requirements’ gathering, sufficient data validation and testing, acceptance of new technologies, and all of the things that collectively cause projects to fail.

I have said before that Jack Welch himself could not have rescued some of the unmitigated disasters in the book. Companies with challenging cultures have a tough time managing projects and implementing software on time. Is this a PM issue a cultural one? It’s a chicken-and-egg question.

If you like Phil’s line of thinking, which I do, the book is available from Amazon (also kindle edition) but Phil blogs regularly as well and tweets here – check it out.

CONTEST: Phil will send a copy of the book to the person who leaves the best comment (in his opinion :) or question below.

Should the web be allowed in class?

There’s a fantastic discussion on metafilter about whether college students should be able to use the web during class time.

The original question by quodlibet was this:

How do I keep my students off the internet during lecture? Today, in the class I TA – I had about 5 students on facebook, another 2 texting, a bunch checking their email, 1 playing tetris, 1 reading the sports, and another reading the nytimes. It drove me mad. One on facebook was even looking at pictures of girls in their bras.

After class, one student had the nerve to tell me he should be allowed to be on the internet in class because he takes good notes and has an A in the class (if he was in my section, trust me – he would no longer have an A).

All of this frustration (and I teach at an Ivy League school) – got me thinking, when I’m the head instructor – what can I do? Our university doesn’t have the option to turn off the internet. Do I just ban laptops? Is there anything else I can do?

A fascinating thread ensued (about 120 comments), where various professors and former college students chime in with a wide array of opinions, tactics and philosophies.  It’s some thoroughly interesting reading if you have any opinion on this at all.

I offered the following as a post in the thread:

First, there is a strong academic argument that lectures are an inappropriate teaching method much of the time – it’s just that it’s the only method many professors know or are willing to try. Bligh’s What’s The Use of Lectures? clearly documents the research supporting this claim, and it’s bizarre so few people have ever heard of this book. It is a must-read for any TA or Professor or Academic department head, as it swiftly summarizes the limitations of lecturing and explores the alternatives, all based on well documented studies and research. It’s a well written but academic summation of lectures and their alternatives.

Second, most people who lecture are awful – the bar is low – and in the case of professors, they are lecturing to people who are captives. The feedback loop in most universities is weak regarding presentation skills, and sometimes regarding teaching skills altogether. Many professors in many universities have never been trained to teach, yet have an arrogance about how good they are, and faith in untested theories about how it is supposed to be done. Theories based heavily on their own experiences as students. People who lecture professionally are nowhere near as good at lecturing as they think they are, and never put themselves in a situation where it’s possible to discover that gap.

Third, before anyone makes claims about “this generation” the question remains: among the teachers in any school, in any era, some will do a better job of keeping students attention than others – how do these teachers do it? And can they teach those skills / attitudes / behaviors to the other teachers? Even if students have brain implants straight into the Matrix, some teachers will do better than others and that’s the framework any teacher should be starting from.

Fundamentally this problem is ageless. The web is not going away in the same way, despite teachers wishes, daydreamable windows, chewing gum, and passing notes, persisted. It has always been very hard to keep the attention of any group of people, at any age, at any time. And the people who have tended to be successful in overcoming these challenges are the ones who either 1) develop true teaching and persuasive skills, or 2) partner with their students in finding a mutually beneficial solution, rather than stumbling backwards into inflicting a fantasy of obedience on them.

Thursday Linkfest

I’ve tried to do this on Wednesdays, but some weeks before I know it, Wednesday is long gone and Thursday is half over. So as a testament to slipping schedules everywhere, I give you, Thursday Linkfest:

5 lost truths on Innovation – My speech at The Economist

Below is a transcript of a short speech (video at bottom) I gave at the The Economist’s Ideas Economy event at UC Berkeley on the 5 most important and most overlooked notions about innovation that managers and leaders often ignore at their peril. .

Speech Transcript

Today I make a living as a writer of books and I talk about ideas from those books. But my first career was leading teams of people. I worked on Internet Explorer in the early days of the web, on version 1.0 to 5.0 and my job was to be a practitioner in many of the things we’ve been talking about so far at this event. My job most of those years was to lead a team of designers and engineers in making new things. We did research, we made prototypes, we engineered those prototypes into products, and we released them into the world. We shipped a new version about every 3 or 4 months, and the work we did was relatively new in the world, or at least new for Microsoft.

I was very young when I had this job, and I took it upon myself to learn as much as I could about what had come before my time. I studied what legends like Edison, Einstein, DaVinci, Ford and others had done. And not what we thought they did, but the actual histories, and first person accounts. I wanted to understand what they thought of their work at the time, rather than what we, much later, project retroactively into it. And when I quit my job in 2003 to write books, I knew I wanted to write a book about all the things I’d learned about creativity and invention, from personal experience and history, that I wished someone had told me when I started. There is so much misinformation in creative thinking and stories of invention. The book, The Myths of Innovation,  is a bestseller and explains much of my success so far, and it’s what I’m going to talk about today.

I’m an Occam’s razor kind of guy. And Occam’s razor is the notion that if you have two theories for explaining something, the simpler one is probably right. And when it comes to innovation this is the lens I use. And with that in mind I have a few observations for you.

First, most teams don’t work. They don’t trust each other. They are not led in a way that creates a culture where people feel trust. Think of most of your peers  – how many do you trust? How many would you trust with a special, dangerous, or brilliant idea?  I’d say, based on my experiences at many organizations, only one of every three teams, in all of the universe, has a culture of trust. Without trust, there is no collaboration. Without trust, ideas do not go anywhere even if someone finds the courage to mention them at all.

Second, most managers/leaders are risk averse. This isn’t their fault, as most people are risk averse. We have evolved to survive and that typically means being conservative and protecting the status quo. Looking at you in the audience I can tell you I don’t see anyone who has dressed innovatively, or is behaving creatively right now. You are all sitting in nice little rows, dressed in nice, but conservative business attire. This is not a surprise. Most people, most of the time, behave much as you are right now, certainly if anything involving work is concerned.

But without the ability to take risks, innovation and progress can not happen. Even if you have a good idea, to bring it into the world is risky. Even if you can develop that idea into a good product, you must release it into the world and there are a hundred unfair reasons outside of your control that will change how that ideas is perceived and whether it will succeed or fail.  The history of innovation and progress of all kinds is made up mostly of failures for this reason, and any great successful revolution you hear of was almost certainly proposed and rejected many times before it found any support in the world at all. You’ll find very few big ideas that were adopted with immediate open arms and unconditional love by those in power.We know this, which is why we often keep our best ideas to ourselves. They are much safer there.

Without teams of trust and good leaders who take risks innovation rarely happens. You can have all the budget in the world, and resources, and gadgets, and theories and S-curves and it won’t matter at all. Occam’s razor suggests the main barrier to innovation are simple cultural things we overlook because we like to believe we’re so advanced. But mostly, we’re not.

Third, we need to get past our obsession with epiphany. You won’t find any flash of insight in history that wasn’t followed, or proceeded, by years of hard work. Ideas are easy. They are cheap. Any creativity book or course will help you find more ideas. What’s rare is the willingness to bet you reputation, career, or finances on your ideas. To commit fully to pursuing them. Ideas are abstractions. Executing and manifesting an idea in the world is something else entirely as there are constraints, political, financial, and technical that the ideas we keep locked up in our minds never have to wrestle with. And this distinction is something no theory or book or degree can ever grant you. Conviction, like trust and willingness to take risks, is exceptionally rare. Part of the reason so much of innovation is driven by entrepreneurs and independents is that they are fully committed to their own ideas in ways most working people, including executives, are not.

Forth, I need to talk about words. I’m a writer and a speaker, so words are my trade. But words are important, and possibly dangerous, for everyone. A fancy word I want to share is the word reification. Reification is the confusion between the word for something and the thing itself. The word innovation is not itself an innovation. Words are cheap. You can put the word innovation on the back of a box, or in an advertisement, or even in the name of your company, but that does not make it so.  Words like radical, game-changing, breakthrough, and disruptive are similarly used to suggest something in lieu of actually being it. You can say innovative as many times as you want, but it won’t make you an innovator, nor  make inventions, patents or profits magically appear in your hands.

Fifth and last, I know from my studies if you are in the room when something that is later on called an innovation is being made, the language is always much simpler. Words like problem, solution, goal, experiment, and prototype,  simple workmanlike words are the language you’ll hear. And whenever I’m invited somewhere to talk about innovation, or to help an organization, and I’m in a meeting where any of the fancy words are used I always raise my hand and ask: What do you mean by innovation? And most of the time they have to stop and think. They don’t really know what they mean.

And if the person speaking doesn’t know what they mean, odds are good no one else in the room knows what they mean either. Without good communication trust is unlikely, if not impossible. Typically people mean one of five things when they say innovation:  1. We want to do something new 2. We want something new and good 3. We want something new and good and profitable 4. We want to be more aggressive and work faster 5. We just want to be perceived as being innovative.  Any of these simple declarations are easy to understand. Odds of innovation happening go up when this kind of language pervades a culture and history suggests clear language is one of the tools great thinkers, creators and innovators have always used.

[At the event itself the word innovation was used 181 times. That was almost 30 times an hour. I’ll leave it to you whether we’d have gotten more value from the day if the word was used more, or less, or if it made no difference at all.]

Lastly, I’d like to offer you an invitation. First, thanks to The Economist for inviting me to share a stage with Jared Diamond and Robert Reich. But also, for allowing me to give you a gift. There are 200 copies of my bestseller, the Myths of Innovation, waiting for you out in the hall. Thinking of Occam razor, I’d love to know if you see a simpler way to understand how innovation happens than the one I offer in the book, and to let me know about it. And by the same token, if the book helps simplify how you think about what you do, or hope to achieve, I’d like to hear about that too.  Thanks for listening.

Updated: Below is the actual video recording of my short speech (Direct link).

Philosophy: Everything you need, in 5 minutes

I’d always wanted to do a talk about my curious path through the world of philosophy. I’ve studied philosophy my whole life, trying very hard to undo the bad lessons I was taught while getting a degree in the Philosophy Department in college. Thanks to Ignite Seattle I got my chance.

So here’s Everything You Need to Know About Philosophy in 5 short minutes.

I’m half-way done with a follow up essay on this same topic, as I didn’t get my main points quite right in this delivery. And it’s fun to see me have a spaceout moment right at the end. I really could not remember the big closing I’d practiced a dozen times, so I had to wrap up without it.

Let me know what you think. Maybe someday I’ll get a second chance at this one.

Or view on youtube non-embedded.