How to Prevent Bad Morale Events at Work

theater.jpgThe basic rule for managers who are trying to “build morale” or “team build” is this: any event outside of work does not create morale.

What we commonly call a morale event only allows whatever morale that currently exists to surface, and if it’s healthy, to possibly grow. But if you take a dysfunctional team out to an amazing event, they return to misery. Take a happy team out to a horrible event, they return to happiness. It’s the experience at work that defines morale and you can’t fix a team through events alone.

Real morale requires consistently giving people work they care about, treating them fairly even in difficult situations and creating a culture of trust and shared values. This is harder to achieve in many organizations than obtaining budget to spend, which explains why so many poorly managed organizations spend so much on “morale”.

That said, there are ways to plan events so that they create the most opportunity for morale to grow.

What happens at good morale events?

  • Coworkers get a chance to become friends. By letting people play instead of work together, they have chances to build more natural relationships. They might learn that marketer or engineer that annoys them is fun to be with when they’re on your whiffle-ball team. They won’t be best friends but odds improve they’ll see each other as interesting people, rather than just the annoying coworker down the hall. Those non-work connections are buffers against conflict and hostility while at work.
  • Inject fun into group dynamic. Good morale events create stories: something crazy Fred did, how Sally beat the VPs at Halo, or the comeback the boss had for John’s rendition of his boring speech that morning. Create an event that makes stories possible. Those stories live on as a positive force, forever, in your organization. Think karaoke, an obstacle course, a scavenger hunt, something with seeds for stories. You have to take risks: even if the day is a complete disaster, guess what? That’s a story! Playing it safe never ever provides stories. Alcohol is tempting as a source for fun, but can lead to inappropriate or abusive behavior: don’t use it as the prime catalyst for fun.
  • Experience something new. Challenging (but non-threatening) morale events work because they force memories – They stand out and define that time for everyone there, giving them all a shared memory unique to their working experience. I can’t remember a single morale event on teams that just took us to the movies (see below) – but I can remember running through every building on campus when Windows 95 released, the time our team had a manager vs. programmer water-fight outside building 27, and the insane foodfight at the IE4 ship party (I have $50 for anyone who can find that lost photo of me with a pound of guacamole in my right ear).

By far the worst morale events are movies. There is no chance for interaction. No one gets to share anything about themselves. It’s a parade of mass forced introversion, where people join together to spend two hours staring silently at a screen. I love movies, but it’s not a good way to get to know someone better, unless the movie is followed by a meal where we can talk about what we just experienced.

How to plan a good morale event:

  1. Get the number of people down. If you can’t throw a good morale event for 10 people, why try for 200? Smaller is easier. Bringing 200 people to the movies adds zero morale to your team: but giving 20 a great day, that they’ll spread the word about when they return, adds tons of points. Either rotate teams, do a lottery, or dole out budgets to small teams at a time. And do not make morale events family days – that’s another thing. If people are getting paid for going to the morale event, than it’s a work thing, not a vacation day. Go for 200 only when you’ve figure out smaller events.
  2. Three key elements: fun, interaction, challenge. These elements explain why movies are so terrible for morale. They are not interactive and offer no challenge. How can sitting in the dark, in silence, with people you don’t know well, raise morale? And who wants to see movies in a packed house at 10am on Friday just because that’s the only time you can rent the place? Good morale events hit the trifecta, giving people a fun way to interact with others in the course of challenging themselves. Going to sports events isn’t as bad as movies, as you can talk to and see each other, but you’re watching other people do things instead of doing things together yourselves.
  3. Pick the right person to design the event. Some people are great at throwing parties, but most people are not: know thyself. Pick the person, or people, who are the spirit of your organization, or the organization you want to have, and let them organize the day. (Note: these people rarely have any correlation to the hierarchy). Give them the budget, your high level goals, and get out of the way. If you delegate right the first time and the event’s a success, people will fight over doing the organization work next time around. Never ever let the staff of managers, as a collective, design the day. You’ll get three big scoops of boring: a day no one hates, but no one remembers.
  4. Think cheap but clever. Money is a distraction. If you’re clever you can come up with creative ways to save cash. If it’s spring or summer do something outside: most parks are free or cheap to reserve. Organize carpools instead of having everyone drive (saves gas and time). See if you can barter your companies services to a place you’d like to rent. Ask around: who knows who, and can call in a favor, or offer one in return? Try to spend budget on food and drinks, two things you shouldn’t ever skimp on.
  5. Get away. It’s worth a 20-30 minute drive to wherever. People won’t wander off to check their e-mail at the first sign of boredom, and they’ll be committed to socializing (“Well I’m here, I should stop hiding in the corner and go talk to someone.”) Getting away raises the odds you’re taking them somewhere new and giving them an experience. Rent kayaks at the lake. Do a great BBQ at a really neat park (not the most convenient one). Don’t get suckered in by the convenience of big conference rooms or company spaces: you’ll instantly kill the buzz on whatever clever ideas you come up with. If you schedule wisely, you can dodge traffic both ways. And 5 great hours are better than 8 mediocre ones (and if you go for 5, give everyone the rest of the day off).
  6. Make it mildly competitive. If you’re afraid of low participation, or boredom, play on team rivalry. Organize it as the programmers vs. the testers, the website team vs. the management team, Over 30 vs. under 30 – I don’t know – make up something funny. The management vs. thing has potential for venting frustration in a safe, fun way, just be careful your competition doesn’t slide into war. Ask the folks from #2 to drive formulating how to break this down (Maybe it’s 3 teams? 4?). Throwing down a nice prize for the winning team as bait will get people involved if nothing else will.
  7. Think grade school games. Kickball is hands down the best no-frills, low-cost, easy organization activity to do. The goofyness of the ball (it’s big and red) equalizes just about everyone – there are no rock stars in kickball. It’s fun and, even for the super-competitive, hard to take too seriously. Throw in some good beer, food, music and a made up rivalry or cool prizes for the winners (that’s where your remaining budget can go), and you’ll have an awesome day. Frisbee Golf is runner up, as you can make courses anywhere, with teams of any number or size. (Whirlyball can work, but this has been a morale event staple for years). Semi-athletic things get people moving and change the hierarchy: no matter what happens co-workers become more than just their jobs.
  8. Pull surprises. If you’re in a big org, get a well-liked executive to drop by. If you’re a start-up, make a mystery day or afternoon. But if you go for the surprise, go big. If you say only “bring a swimsuit”, don’t take the team to the pool at the Y. They’ll never bite again at your surprises. But if you take them on a snorkling trip, or out on the lake for waterskiing, they’ll bite every time you offer a surprise in the future.

I’m convinced I’ve got some of the above wrong. There are too many teams with too many different things going on to prescribe morale plans for all of them. But I bet on the spirit: get out of the lame event rut. Take chances and do something interesting. You just might spark a fire, in them or in you, that leads to real morale back at work.

So help me out: What are the best and worst morale events you’ve experienced?

More on preventing innovation

From Tyler Blain, the Top ten tips on preventing innovation: His list goes further than mine in cynicism, in that it’s actually written as a playbook for squashing the creative life out of orgs. Fun read :) Of particular entertainment value:

5. Treat employees like garbage. Yell at them. Whenever possible, call them at midnight to yell at them some more. They work for us. If they get uppity, make them work on the weekends. Make them dig holes and fill them back up again. Threaten them – especially when they need the job. If you can’t yell, at least be condescending in public forums. Remember we are smarter than they are. Punks.

Love and hate: the management of Mark Cuban

cuban.jpg.jpgWhere do you draw the line for passion?

Watching Mark Cuban’s behavior as owner of Dallas Mavericks, currently vieing for the NBA championships, is a love and hate fest for me. There’s are hints of goodness in him, but it’s lost in his choices of expression. He’s an echo of some tech-sector VPs and managers I’ve worked with: a core of good intentions, misguided by imaturity and self-centric egoism.

His passion and emotion about what happens to his team is real and wonderful to see: he’s not a guy in a suit, he’s personally invested in what happens (Seen at right wearing the jersey of a suspended player). It must be a boost for players to work for someone so visibly passionate and interested in what’s going on. Finding that kind of empathy from managers is rare in all businesses, including the NBA.

But the problem is how those emotions are translated into behavior. Cuban complains, vents, rants and draws more negative attention to himself as if working only from the Billy Martin & Bobby Knight (Mr. chair thrower) playbook. He deliberately violates rules, challenges not only officials but the league commisioner, showing little respect for the game. Drawing heat away from the team can be a sweet management move, but his behavior often seems more about his own feelings rather than driven by protecting the emotions of the people that work for him.

A noble man, with respect for himself, his team, and the game, would find an appropriate forum to vent his complaints, but Cuban lacks restraint: there seems little wisdom between his feelings and actions.

Instead of spending $1.5 million in fines over 5 seasons, he could pay to bring every single NBA referee to a training camp of his own design, or driven by a coallition of (other disgruntaled) coaches. He could find some positive way to both bring other people to support his view, and to effectively be an advocate for positive change. Why not found an NBA referee recruiting program? Work with other owners to boost their salaries to draw better talent? Regarless of whether his complaints are valid or not, there are more respectable ways for handling them.

But as of late, he makes it all too easy to pidgeon hole him as the spoiled rich kid who expects the world to circle behind his wake and give him what he wants when he cries. Whether he deserves this stereotype or not, being percieved in this way can’t possibly serve whatever his true ambitions for Dallas are.

Berkun down under: Sept. workshops in Australia

Working out the final details with the fine folks at  Step two designs to teach my workshop on Leading UX teams. More details to follow but tentative dates are:

Sydney, Sept 1st
Canberra, Sept 5th
Melbourne, Sept 8th

The one day workshop will be a crossover between project management and UX design, hiting all the sweet spots folks leading UI efforts often struggle with (including highlights from the ux-clinic list).

If anyone wants to try to meet up for drinks or a bite, leave a comment and I’ll follow up.

Hard conversations

An interesting link from Reforming project management: Harvard Business school writes about Morning meetings – a daily meetup where leaders meet to get in sync. The essay is ok, but one passage caught my eye:

In contrast, two qualities characterize high-functioning leadership teams: (1) hard conversations happen—difficult issues move quickly from people’s heads to the conference table; (2) accountability is shared—individuals on the top team feel a responsibility to the organization as a whole, not just for their piece of the action.

What a great goal – hard conversations happen. I can’t tell you how many teams are stuck in the 5th level of hell for the single reason that leaders never let hard conversation happen. And the kicker is accountability – nothing more fun to work in a team culture that’s proactively accountable, with everyone taking their fair share of heat when things go wrong – suddenly people spend more time working instead pointing fingers.

Now if only someone at Harvard would write an essay on how to make hard conversations and accountability happen :)

This week in pm-clinic: Shifting a culture

This week in the pm-clinic discussion forum:

I’m a development lead in a high powered web development company. We beat competitors on speed and quality technology, and engineers like me do the closest thing to project management. We avoid specs and docs, working in small enough teams that fast communication is pretty easy. There is a strong anti-management vibe in the company, as well as a hyper proactive “do it now and fix it later” mentality, but those attitudes have served us really well – our company has been super successful.

The problem is that our organization has grown from 100 to 2000+ people in a handful of years. Many engineers work on several projects at a time, including lots of remote programmers. We have a high number of virtual teams and a super flat hierarchy – things that are liberating, but are suddenly annoying at times. The consensus driven approach we have isn’t as speedy as it was.

My dilemma has two parts:

Tactics: I’m more willing to try changes than many of my peers and reports. So how do I add in more management-y things, a little more structure and clearer division of ownership, without rocking the boat and being called a weenie? (Our lingo for fuddy-dutty management types). I fear it’s a one way ride: These things I’ll add will never be removed and it’s a downward spiral of over-management (And my team of engineers fears this too).

Strategy: How do you work to shift the culture the company was founded on and take pride in, when it’s not working as well anymore? I can’t say I’ve worked anywhere that handled this successfully – either the success ends, or people leave, whenever leaders try to mature the culture.

This week in ux-clinic: Does help matter?

This week in the ux-clinic discussion forum:

I’m an information designer and developer, aka technical writer. I’ve recently been told that the v1 of our new product will not have context-sensitive help. The engineering team lead says “too bad; no one reads the documentation anyhow.”

I believe it’s impossible to design a totally intuitive UI, since everyone’s intuitive is different, and frankly, we’re not perfect as designers anyway. I think this means documentation has an important role – but since it’s my job, maybe I’m biased :)

So I’m curious about how other organizations either include documentation / support as a first order part of the experience, or how they justify depricating it given how often even the best designs fail their users. Is documentation something easily cut on your projects? How do you justify (or argue against) this?

– Help with help

The Power to Stop Innovation

As part of the research behind The Myths of Innovation, I read a tall stack of books with the word creativity or innovation in the title. Many had the same theme: they make incredible promises. They often say that with just a few simple steps or “secrets”, your competitors will stumble in your wake. Profits and promotions will be your dominion. And if the promises weren’t grand enough, many of these books presume that you have enough power in your organization to make anything you desire happen.

But an important question that’s easily overlooked is: Who has the power to stop progress in your organization?

Before you worry about pitching ideas or leading change, it’s worth considering who the powerful enemies of your, or anyone’s, good idea are. Most books, despite their promises, don’t help much with powerful coworkers who are in love with the status quo. Unless the books are slim enough to fling across the conference table and heavy enough to knock our their targets them out when they strike.

People in power stop progress because they:

  1. Are scared. They’re struggling to lead right now, without introducing more change.
  2. Don’t understand the new idea.
  3. Understand the idea, but see it as mere change, not progress.
  4. Are afraid of the changes the idea represents.
  5. Think the idea conflicts with their organization’s existing goals (which they don’t want to change).
  6. Are generally risk-phobic. They reject most ideas regardless of merit.
  7. Fear they’ll lose control over their organization. Or their empire will shrink in prestige.
  8. They don’t know how to convert the idea into profit, or advantage.
  9. Don’t see how it can help them get promoted.
  10. See the idea as creating more work for them.

Of course sometimes rejecting an idea is a wise move. Change isn’t always progress. But as this lists suggests, there are many strong and private reasons someone in power will reject ideas for reasons that have little to do with the merit of the idea itself. If you want to work with ideas, you need to understand the true landscape of power. And adjust the approach you take for getting support for the ideas on your mind.

[revised 12-7-15]

Tales of Vista development at MSFT

An interesting opinion on Vista’s project management issues from a former development manager on the Vista team (now a manager on the Tablet PC team at Microsoft).

It’s worth a read, is better informed than my outsider opinion, with references to action vs. results management, Too many cooks, Broken windows theory, opnions on Line of code measurements, etc. One favorite quote from his essay:

After months of hearing of how a certain influential team in Windows was going to cause the Vista release to slip, I, full of abstract self-righteous misgivings as a stockholder, had at last the chance to speak with two of the team’s key managers, asking them how they could be so, please excuse the term, I don’t mean its value laden connotation, ignorant as to proper estimation of software schedules.

Turns out they’re actually great project managers. They knew months in advance that the schedule would never work. So they told their VP. And he, possibly influenced by one too many instances where engineering re-routes power to the warp core, thus completing the heretofore impossible six-hour task in a mere three, summarily sent the managers back to “figure out how to make it work.” The managers re-estimated, nipped and tucked, liposuctioned, did everything short of a lobotomy — and still did not have a schedule that fit. The VP was not pleased.

“You’re smart people. Find a way!” This went back and forth for weeks, whereupon the intrepid managers finally understood how to get past the dilemma. They simply stopped telling the truth. “Sure, everything fits. We cut and cut, and here we are. Vista by August or bust. You got it, boss.”

Note: I had to set font size down in Firefox (Ctrl -) to read this without wanting to bash my monitor in.

(From metafilter)

Small tales of technology failure

death.jpgEvery now and then I’ve seen airport arrivals boards showing only the blue screen of death – This time it was somewhere new. I walked past about 10 gates to find the arcade, only to find new evils lurking inside those tall 1980s style video games.

Depressed at my inability to crash up some cars while waiting for a flight (curious how there are never flying games at airports), I wandered into the restroom. After washing up, I found failed technology #2.

There’s nothing sadder than a spring that’s lost its nerve.

Staring at the broken spring, hands wet at my sides, face dripping onto my once pretty shirt, I found a new longing for those tempermental autodetecting hand dryers. And yes, dear friends, at this moment of great moisture reduction need, there were no paper towels to be had.

deaddryer.jpgI guess at least in this case it’s obvious things are broken – with those autodetect things, trying oh so hard to be smart, you never know if you’re doing something wrong, if they’re broken, or just teasing you.

Still wet, I wandered into the nearest Starbucks, ignoring the strange stares of baristas and customers (Is he just sweaty or does he have the plague?), and consumed a half dozen napkins to dry myself off.

This week in ux-clinic: Keep ’em seperated?

This week in the ux-clinic discussion forum:

I’m a lead designer (manage team of 5 usability and design folks) who was told last week to merge with another UX team. I’ll be the overall manager, but I’ve never managed a group this large. My team services about 10 projects across the company, and we’re a centralized and self-contained org.

I see 3 options:

1) Keep the org flat for awhile. Until I see a path, stay with one manager (me) and 10+ reports.

2) Split into a design team and a usability team. I’d be the uber UX manager, with one design lead and one usability lead.

3) Cross-discipline. I’d mix roles on both teams, with two UX leads, and some designers and usability engineers reporting to each of them.

Opinions?

This week in pm-clinic: A management puzzle

This week in the pm-clinic discussion forum:

As a break from situations, for this week here’s a PM puzzle that never fails to surface astonishing pet theories and assumptions:

Since a 100 person-day project cannot be practically completed in 1 day with 100 people, it’s safe to assume it cannot be completed in 2 days with 50 people. But the question is, assuming the total amount of work is known (e.g. 100 person days), how should you estimate how many people you need, or how much calendar time it will take?

Do you need radicals for change?

An interesting post at Anil Dash: A Malcom and a Martin.

He suggests that change happens when there are two distinct forces at work on the same position. One radical (Malcolm X) and one rational (Martin Luther King. Jr). I’m sure there are nuances to the history of the civil rights movement, but there is a familiar pattern. The radical position gets attention and riles up those who disagree, and space is created for a moderate position to gain ground by being more paletable than the radical.

My position is that you need attention to have influence, and radicals can bring attention to an issue that is being ignored. But there are other ways to get attention. You can earn it from people who learn to respect you for intelligent work you do, problems you’ve solved, or smart things you say.

In my experience real change in organizations happens quietly, in small meetings with a handful of people – The drama of movements, big speaches, and flaming e-mails is to get enough influence to earn a seat in those small meetings. Or to have the ear of someone else that’s there to represent you, or give you the scoop on what’s happening next, before the whole organization knows.

So I don’t think you need radicals for change – They can help by adding leverage to a position, surface a point of view that’s gone unheard, or put momentum behind an idea that is being ignored, but often there are other ways to achieve those things without taking radical positions or actions.

Saving the world by laptop

The most challenging design works involve big constraints, noble goals and few rewards – and one candidate for design work of the year is the One laptop per child project. It satisfies most of my philosophical gripes about technology and is directed squarely at the digital divide in the third world.

Worldchanging.org has an update and mini-review of the laptop development in progress.

Any fan of Victor Papanek should be in love with this effort.

Free book for startups: special offer

(This is offer is closed – thanks for playing)

Are you, or is someone you know, currently working full time at a start-up company? Do you like free copies of bestselling books? Then read on.

I’m trying to learn if anything I said in the art of project management applies well to start-up environments. While some chapters don’t work as well as others, my hypothesis is that much of it holds together for any kind of organization. Decisions, leadership, and chaos are part of all projects, startup or not.

But I want to test the hypothesis instead of pretending I’m right.

I have 5 copies of the book ready to go – if you want one, here’s how you qualify:

1. Leave a comment with your name, or contact me here.
2. Include a link to your start-up’s website. No website, no book.
3. Give me an address to send the book.
4. Swear on your favorite person that you’ll read 4 or more chapters in the next month and send some feedback.

That’s it. I’ll sign each one personally for you and send it on it’s way.
Of couse if you’ve read the book already and work at a start-up, I’d love to hear what you have to say. Depending on what I learn, perhaps there’s an “artofpm for startups” edition in the future.

(This is offer is closed – thanks for playing)

Great management in progress: NBA playoffs

I’m aware of the risks of stretching topics to the point of transparency, but I have to note the high quality of what’s happening in the NBA playoffs right now, at least from a team and management perspective. The best lessons I’ve learned about teamwork, leadership and success come from my experience in competitve sports – especially basketball. And right now some of the best basketball the NBA has seen in a long time is being played.

I’ll hold off on the treatise comparing sports teams to design or management, but I can say this: Every one of the four teams still in the playoffs plays like a team.

  • They have shared goals
  • They help their teammates
  • They check their egos at the door
  • They work hard
  • They play to win
  • They love what they do and show it

Typically the NCAA tournament, where amateur athletes play every game like it’s their last, is the most exciting event in sports, with every game coming down to the last minute, or the last shot. Well this year the NBA playoffs have seen more lead changes, game 7s, and last second turns than any year I can remember.

The coaches of these teams set a high standard of leadership and management. Pat Riley, Avery Johnson, Flip Saunders & Mike D’Antoni have all earned solid reputations for building great teams and managing them with a sense of balance, integrity and professionalism. Given the size of the egos and sallaries of players, it takes a masterful manager to keep a sense of team together. I’m a particularly strong fan of Avery Johnson, a former point guard, for how open and honest he is about what’s he’s doing and why.

Steve Nash, Dwayne Wade, Ben Wallace & Dirk Nowitzki, four of the biggest stars from each team, approach the game in the old school, fundamentals way. The way I was taught to play. None of them are flashy, show-boat, trash talking players. They leave it all out on the floor and let their games and work ethics speak for them. There is nothing more exciting than watching a great talent who isn’t isn’t in love with themselves as much as they’re in love with with the game, and profession, they’re in. These guys play with respect and make you want them to win.

The result of all this is some excellent, high excitement, team based basketball. It’s a throwback to the NBA of old. And the best news is that there are still two rounds of playoffs left – If you want to see great teams in action, tune in to watch Miami vs. Detroit, or Phoenix vs. Dallas, and see for yourself.

Sacred places: NYC architecture tour report

nyc-sacredAs part of the GEL 2006 conference I ran an architectural tour through NYC, focusing on sacred places. What makes a place sacred? Answering that question was part of the  challenge of the day. Half of the stops had some religious affiliation, but the other half were secular (A park, a train station and a square). Since the goal of the tour was to explore these powerful places as designers, I wanted a wide definition for what a sacred place is.

Questions we asked:

  • What feelings did the architects want people to have when inside? When entering? When leaving?
  • How does the design achieve those effects?
  • What is the visual focal point of the space? How is it supported?
  • How are rhythm and symmetry used?
  • What senses are activated by how the space is designed?
  • What are the sacred places in your home? How do you use and honor them?

In my studies of architecture, especially sacred architecture, I realized that churches, shrines, and temples are all designed by people. There are no blueprints, and few descriptions, for them in most bibles or holy texts – so what you see in them is an expression of design imagination and talent, as much as anything else. I’m confident that most people can appreciate these buildings and designs in a non-religious way, if they choose to.

Where we went

sacredmap.jpgWe only had half a day, and NYC has several hundred sacred places. Here’s the list of stops we made:

1. St Vincent Ferrer
2. Christ Church
3. Central Park
4. Strawberry Fields
5. Times Square
6. Grand Central Station
7. Central Synagogue
8. St. Thomas Church
9. St Patrick’s Cathedral

We also took time for a few impromtu stops at interesting buildings on Park Avenue, W44th and elsewhere. There are so many interesting buildings and I wanted to make some side stops along the way based on what the people in the group seemed interested in.

Sacred brochures and paying attention

sacred-small.jpgTo help set the mood and get people’s attention, I worked with designer Jill Stutzman to design a brochure for the tour. We made something simple, functional, but that presented itself as a sacred thing. We wrapped it in vellum, and sealed it with wax: two things that signify a gift or something personal that should be handled carefully.

But we didn’t want to go too far: after all this handout was supposed to support them on the tour, and it should feel ok to put it in a back pocket (note the 3.5″ width) or write some notes on the inside. One trap all designers can fall into is making things too pretty, which can kill the comfort level people have with actually using the thing for its intended purpose.

What we did

times-small.jpgI confess I hate guided tours. They treat you like children, lecture you to death, and bury the pleasure of discovery and learning under the weight of itinerary. I think anti-tour tours are the best possible experience. And since this was a group of designers, people who know how to look at things, I planned to provide some context, teach a few architectural concepts, but mostly get out of their way and maximize people’s time exploring on their own.

The brochure gave background info on each place for those than wanted it, and I pointed cool things to look for and brief explanations of architectural theory (positive/negative space, form, flow, etc.) to round the experience out.

Tour design challenges

central-small1.jpg I found the challenge of tour design echoed the common issues designers face: tradeoffs, compromises, logistics. The challenges of moving 16 people around NYC forced me to concentrate the locations we picked.

I had to dry-run each location and make sure they were open (churches have services, receptions, etc.) and, in the case of secular places, had spots suitable for a large group to stop and talk together (see photo).

If you look at the map above we hovered around midtown. I had wanted to hit more contrasts, and visit a Mosque (The Islamic center at Lex/96th is awesome), a Synagogue, and a Buddhist temple, but the most interesting buildings were too far apart to fit a half day.

Then there was the question of lunch: turns out there is a pizza place built out of an old church near the Village, but that would have meant another cab or subway trip, costing us valuable time. Instead we chose the relatively ordinary City Pie on 72nd.

I found it much more fun to talk and look at design you can step inside – it’s a more powerful way to explore design concepts than the flat 2d screens software and website provide.

If things work out for GEL ’07 and I do the tour again, I’m sure I’ll try another combination of places. Like all designed things there’s always another, hopefully better way, to make things work.

(Thanks to Kevin Fox and Kareem Mayan for the photos above)

Added 6/10/13: I found this route map, showing the order we used.

sacred route

sacred-places

Three great machines and innovation limitation

threemachines.jpgI’ve owned only three great machines – three devices built so well that they not only lasted more than a decade, but served their purposes so well that I never replaced them with newer models. And by my count, I spent more time interacting with these products than many of the other machines I owned combined.

All three are examples of complete design: they satisfy my needs, work simply, and are perfectly reliable. They’re not stylistic gems, but their low key aesthetics fit their function: work without getting in the way. They are better than newer models in many ways, including the fact that innovation and change would likely eliminate what I like so much about these products.

Yet from a business standpoint, these three have some problems. They perfectly captured my needs on the first try, which killed any motivation for upgrading.

Goldstar Microwave: purchased 1992

My wife bought this little guy for her dorm room at CMU. It has survived 4 moves (2 in Pittsburgh, 2 in Seattle) and dozens of parties. It has one of those spinning trays, and can fit a large plate full of food if you know the magic angle of entry. It’s the only microwave oven we’ve ever owned.

Hewlett Packard 4L Printer: purchased 1994

This quiet tiny laserprinter has only required a new toner cartridge every few months. Otherwise I’ve never opened the case or read the manual. It’s outlasted the half dozen or so computers I’ve purchased, and still sits comfortably in the same location for more than a decade.

Panasonic Bread Machine, SD-BT56: purchased 1994

In the early 90s bread machines were trendy yuppie fare. No one who knew me thought I’d make bread, much less on the same machine for years to come. No single part has been replaced and I’ve never misprogrammed the timer because it’s so simple. I’ve made bagels, pizza, Pierogi / Piroshki, and countless varieties of bread. Nothing beats waking up in the morning to the smell of a fresh loaf waiting in the kitchen.

The limits of innovation

In the years since these purchases many advancements and innovations in each product line have developed – but I haven’t cared. Even if I did, the odds that the designers combined all the features in a simple, reliable, charming way is slim. These devices served a need so well, I didn’t bother to check in again with what the market was doing.

For me, with these products, innovation is low on the list of requirements. I don’t want for features or long for breakthroughs. I just want these guys to continue to serve me in the quiet, simple, stoic way that they do. There is a limit to the value of product innovation: for many things the highest consumer goal is what I’ve described: do what I need done and do it well. Which is something obtainable in many products (including software and technology) without any major innovations at all.

What are your great machines?

So what great machines have you used or owned in your life? What made you finally leave them behind? Or if you still use them, what’s held you back from replacing them?

Gel ’06 re-cap

Gel is my favorite design conference – this year did not disapoint.

Four really smart things GEL does:

  1. Short presentation slots (20 & 5 minutes).
  2. Single track of speakers.
  3. Notable people who (appear to) enjoy public speaking.
  4. Uses location (NYC) as an advantage by empowering locals to share with attendies through Day 1 “experiences”.

All contribute to making the event itself an experience: single track means you saw what everyone else did easing chats with new people at breaks. Short sessions mean presenters have to be sharp (and if they’re not they’ll be off stage soon).
Here are my speaker notes (note: I missed some talks):

  • David Rushkoff – The opening slot is tough, and Rushkoff was a good choice. I wasn’t clear on his key points, but watching him try to express them kept my attention. He talked about outsourcing and confusion over the best use of talent – why can’t people make a living doing something good for the world, instead of trying to do what pays well, squeezing goodness in afterwards? He mentioned various web 2.0 type themes, customers as amateur employees, and the failure of management as an abstraction, but ocassionally invented unfortunate phrases (such as the dreadful “mandala of participation”) I didn’t have much in my notes from his talk – it’s possible his points, and their relevance to experience, were over my head.
  • Craig Newmark – It’s hard not to like Craig. His presentation style was as unassuming as and unpretentious as his website. He told the craigslist origin story – an e-mail list in 1995 that he set up to tell people about things going on. Years later, it was a website and the rest is history. His key points were 1) Power can be redistributed 2) There is hidden potential for good in customers 3) Mainstream media will always disappointingly emphasize commercial interests – I can’t recall the context, but he had a great quote “If you want to tell the truth, make them laugh, otherwise they’ll kill you” – Oscar Wilde
  • Jane McGonigal, Game Designer– Jane designs and uses games to explore, teach and learn about people. Her talk focused on a project to help return cemeteries to their original function: as parks. The game illustrated her 5 step approach to game design: What is the history of social use of the space? What are the universal physical affordances? Do I have any personal experience with the place? What are most likely obstacles? She closed with the question “What makes you think you’re supposed to pick up a ringing phone?” posing the idea that a good public game makes you feel ok about participating and wanting to get involved. I love the use of games she promotes and it was great to see her speak.
  • Seth Godin , Author– This was the most entertaining, but also least potent talk of the day. Godin’s talk was pure chocolate – an entertaining review of bad designs from the thisisbroken.com site, getting the most laughter and positive audience vibe of the morning’s speakers. It was great, but I didn’t walk away with much – I didn’t mind at all, as it was freeing to be entertained, but wondered what he’d do if asked to go for a higher degree of difficulty (why are there so many broken things in the world, yet the world goes on?) rather than preaching to the design choir about bad designs to at a design conference.
  • Leni Schwendinger, Architect – I love Gel’s cross discipline ambition and Leni was a crossover highlight. She talked about her design process for relighting a neglected urban bridge in Glasgow, providing the best case study at the conference. The project, called Chroma Stream (at Kingston bridge), mapped traffic rates to a system of artistic lighting elements, making for a piece of urban art that changed dynamically with the use of the bridge. The organic/digital/aesthetic combo was both ambitious and inspiring.
  • Marc Salem, Mentalist – Quote of the talk “Anyone who doesn’t know the difference between an entertainer and an educator doesn’t know anything about either”. Marc explained how much we depend on non-verbal communication, with several exercises (e.g. simon says) that quickly made his point (Though neglected to mention the role of group psychology on behavior) – Of note was the concept of using body language and facial expression to punctuate what we say, and that different punctuation, with same language, creates different meaning. His final exercise had 5 people on stage, privately drawing pictures, and he successfully guessed who’s picture was whose by asking each one, and having them all lie (Tells included: saying yes, but nodding no, Maintaining eye contact, Turning to look at other people on stage). He was solidly entertaining and had clearly done this particular routine dozens of times before. Mindgames.com
  • Cathy Salit, Improvisation Coach – As an improv class survivor myself, it was cool to see Cathy connect theater to life. After having the audience move in slow motion for a few minutes, she noted how easy change is – that we all have the ability to perform and change, and moreso we are performing and changing all the time. She suggested that theatre of any kind (including gameplay, Hi Jane) is a fun way to escape the burden of our rigid-sense of self, and try new roles/behaviors/feelings out. Quote: “What should I do with skeptical people? Leave them alone.”
  • Erin McKean, Editor – This was the most well performed and designed talk of the day: fun, smart, informative, surprising, sharp. She’s editor in chief of the Oxford University U.S. edition, and her talk simulatenously explained what lexicographers do, why dictionaries are important, the limits of dictionaries, expertly demonstrated various gems of presentation skill and style, defined the word asshat, explained why Noah Webster was nuts, explained her most interesting attire, and fit snuggly into her time slot of 20 minutes.
  • Ji Lee, Designer – what if you could leave blog like comments on things in the physical world? Well you can. Ji Lee, an advertiser/designer/creator, decided to explore what would happen if adverts in public spaces had comment fields. He created large comic book bubbles, stuck them on various ads in NYC, and captured what happened. His goal was to change a corporate monologue of boring, stale ads into a public dialog of fresh interaction and real commentary. Half of his talk were examples from the field and included high comedy, sarcasm, wit, but also raised questions about rights, defacement, and the rights of corporations or artists to control their work. More about the project at thebubbleproject.com
  • Dennis DiFlorio, Bank Executive – Dennis seemed like the kind of guy you’d want to have as your boss. Reasonable, funny, warm, smart. His talk covered two topics: some ideas from the NYC bank he runs, and commentary about service in general. On innovation he pointed out that people have always said the world doesn’t need X, such as more coffee shops, doughnut stores or search engines, but that didn’t stop Starbucks, Krispy Kreme and Google from revolutionizing those businesses. I only wish he talked more about how his ideals manifest in practice.
  • Geoffrey Canada, Director – Statistic: it costs $60k per NYC prison inmate per year, but $30k per NYC elementary school student per year. See something wrong? He runs the Harlem childrens zone, a non profit focused on building communities to help children. “Schools are not designed to catch people up. One year’s progress in one year’s time.” He pointed out there is no escape velocity for children – people are always products of the community they live in no matter what they did before they got there. The school is not enough, it takes a community to make a difference, which is what his organization is focused on. He’s also the author of Fight, Stick, Knife, gun about a history of child violence, through his experiences growing up in the Bronx.
  • Linda Stone – Gave a short talk on her concept of “continuous partial attention”, which describes our fractured state of experience. I liked her focus on questions such as “How does desire meet technology?”, emphasizing that the interaction between those things is what matters, a point relevant to the design crowd. She also noted that “Innovation depends on reflection”. Her talk appears to be the same one given at e-tech in March, with a transcript here.
  • Jason Fried, 37 Signals – I loved Jason’s characterization of More and Less: More is a guy who corrects your grammar, fixes your spelling, and arrogantly does tons of things on your behalf that you didn’t need. While Less, clearly Fried’s best friend, gives you what you need done well. As much as I like the philosophy, at times this talk itself felt like More – the presentation itself dictated and proclaimed, more than it convinced, enlightened or shared with the largely design centric crowd. My small brain exploded at the anti-matter/matter paradox this generated. (I had similiar consumption challenges with the 37signals book “Getting Real“, which I recommend). I half expected him to talk for 7 minutes instead of 20, pulling a less is more stunt, but I doubt I’d have the balls to do that either.
  • Rases – Gave a short talk on his run for city council. Notable quotes: “All politicians suck” and “You run because you believe in yourself, and if you believe in yourself you always win”.

I’ll report on the sacred places experience tour I ran at GEL in a follow-up post.

Kudos to Mark Hurst, Dawn Barber, Laurea de Ocampo and the rest of the GEL staff and supporters for running a great event.