Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
Good, bad or silly, ideas for products are generated in response to a problem or need. It doesn’t matter if the problem/need only exists in the entrepreneur’s mind (think Jucerio), it’s still the driving force behind creating whatever. So what happens when there are no perceived problems? When the current whatever is treated as THE solution? Innovation takes a nosedive and monopolies thrive.
I’m not sure whether to laugh or cry when I see ads for stuff that responds to voice command, especially when it’s for stuff like changing the TV channel. I guess that using the remote takes either too much energy or too much intelligence to work it.
Everything today is about convenience, a trend I’ve been suspicious of, although I wasn’t sure why.
However, after reading an op-ed piece by Tim Wu, a law professor at Columbia and the author of “The Attention Merchants: The Epic Struggle to Get Inside Our Heads,” called The Tyranny of Convenience I’m starting to understand what about it makes me itch.
In the developed nations of the 21st century, convenience — that is, more efficient and easier ways of doing personal tasks — has emerged as perhaps the most powerful force shaping our individual lives and our economies.
Granted I’m known as a digital dinosaur, but there are some conveniences — washing machines, telephones, cars, email, and Skype chat, among them — I’m all for — although I see no reason they need to be smart .
However, I have no cell phone, avoid any app, service, etc., provided by Google, clean my own house, wash my own clothes, shop for my own food, and do my own cooking just as I’ve done since I was 18.
I search using startpage.com, no ads, no tracking and my life functions just fine without always being connected. I’m not on social media and don’t suffer from FOMA; I meet friends for meals and fun and we talk on the phone in-between.
I suppose that all sounds very inconvenient these days, but I’m never bored and enjoy the feelings of accomplishment that come with doing stuff yourself, as well as figuring out better ways to do it — it’s called ingenuity.
I’ve seen many “convenient” items come to market years after I came up with a similar approach to use for myself.
Americans say they prize competition, a proliferation of choices, the little guy. Yet our taste for convenience begets more convenience, through a combination of the economics of scale and the power of habit. The easier it is to use Amazon, the more powerful Amazon becomes — and thus the easier it becomes to use Amazon. Convenience and monopoly seem to be natural bedfellows (emphasis mine).
Professor WU (or someone) needs to do a follow-up article entitled, “How Convenience Killed Creativity and Strangled Entrepreneurship.
In the intro to yesterday’s post, about how boredom often triggers creativity, I referred to the hoops being jumped through to foster creativity in the workplace.
Unfortunately, it’s not working and that’s what to day’s post is about.
You may have noticed that creativity is all the rage—and not just among artists. American culture, and indeed the world, has become obsessed with manufacturing creative kids, who will turn into inventive workers, who will then become the innovative leaders we need in these rapidly-changing times. (…) As creativity is increasingly touted as the “premiere skill” of our time, [Diane] Senechal argues, there’s little interest in just letting this ability develop independently. Instead, it is being quantified, dissected and tested, taught and measured.
That approach may work on some talent, but developing creativity isn’t one of them.
In reality, that approach does more to destroy creativity than almost anything else.
The enormous number of major discoveries grounded in serendipity should be enough to convince people that structure and pressure don’t work.
If institutions really want to encourage creativity, in other words, they’ll have to develop the requisite patience to wait for it—and the ability to recognize what inventiveness is really made of. Insisting on innovation will never work, according to Senechal. “Perhaps the worst thing for creativity is dogma,” she argues. “Dogma delights in nothing; it insists on its own rigid ways.”
Of course, humans are notorious for believing they can improve any process by structuring it — even when it goes against research and proven results.
Bottom line, if you want your people to be more creative you need to let go, not hold on.
Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
Creativity and innovation are on every bosses’ mind and they do everything possible to create an environment and/or process to increase it — but it’s not working. In fact, as all those efforts are actually crippling creativity. Join me tomorrow for a look at what’s actually happening.
…a phenomenon that’s been identified by Edward de Bono, the legendary creative thinker. He calls it the “creative pause.” (…)The creative pause allows the space for your mind to drift, to imagine and to shift, opening it up to new ways of seeing.
From HBS’ Jim Heskett’s research question on deep thinking to my own comments on the value of silence, the need for undistracted time and the resulting creativity is well documented.
To be or not to be distracted is an individual free choice and can’t be dictated by others, but it is always wise to look at the consequences of one’s chosen actions.
Distracted driving kills people.
Distracted thinking kills creativity and innovation.
A Friday series exploring Startups and the people who make them go. Read allIf the Shoe Fits posts here.
The mantra of startups is “change the world.”
That slogan seems to be the one thing that startups have in common; they all claim their product/service will do it.
No matter how silly, invasive, unnecessary, or just plain creepy.
One of the creepiest (say the comments) is MobiLimb.
MobiLimb is a robotic finger attachment that plugs in through a smartphone’s Micro USB port, moves using five servo motors, and is powered by an Arduino microcontroller. It can tap the user’s hand in response to phone notifications, be used as a joystick controller, or, with the addition of a little fuzzy sheath accessory, it can turn into a cat tail.
Creativity should be celebrated and innovation can be a wonderful thing — when it isn’t just plain stupid.
The last few days we’ve been talking various aspects and effects of respect, but one of the most important to business is its effect on creativity and innovation (they’re not the same thing), although we touched on it when talking about the drawbacks of a “nice” culture.
The opposite of respect is disrespect and if it permeates a culture you can count on four things.
From this perspective, “misfits” are valuable to companies. They don’t quite fit into a specific team. They’re always challenging why the company does what it does. They’re rebellious. They’re independent. They can seem counterproductive to everything that a manager needs to achieve—to maintain order.
But those are the people that are going to change the game on how your company innovates.
As a boss, culture is your responsibility. You can’t afford to assume that your boss or their boss will make the right choices.
No matter the scope, within your organization it’s your choice.
I’m not sure whether to laugh or cry when I see ads for stuff that responds to voice command, especially when it is for stuff like changing the TV channel. I guess that using the remote takes either too much energy or too much intelligence to work it.
Everything today is about convenience, a trend I’ve been suspicious, although I wasn’t sure why.
However, after reading an op-ed piece by Tim Wu, a law professor at Columbia and the author of “The Attention Merchants: The Epic Struggle to Get Inside Our Heads,” called The Tyranny of Convenience I’m starting to understand what about it makes me itch.
In the developed nations of the 21st century, convenience — that is, more efficient and easier ways of doing personal tasks — has emerged as perhaps the most powerful force shaping our individual lives and our economies.
Granted I’m known as a digital dinosaur, but there are some conveniences — washing machines, telephones, cars, email, and Skype chat, among them — I’m all for.
However, I have no cell phone, avoid any app, service, etc., provided by Google, clean my own house, wash my own clothes, shop for my own food, and do my own cooking just as I’ve done since I was 18.
I search using ixquick.com, no ads, no tracking and my life functions just fine without always being connected. I’m not on social media and don’t suffer from FOMA; I meet friends for meals and fun and we talk on the phone in-between.
I suppose that all sounds very inconvenient these days, but I’m never bored and enjoy the feelings of accomplishment that come with doing stuff yourself, as well as figuring out better ways to do it — it’s called ingenuity.
I’ve seen many “convenient” items come to market years after I came up with a similar approach to use for myself.
Americans say they prize competition, a proliferation of choices, the little guy. Yet our taste for convenience begets more convenience, through a combination of the economics of scale and the power of habit. The easier it is to use Amazon, the more powerful Amazon becomes — and thus the easier it becomes to use Amazon. Convenience and monopoly seem to be natural bedfellows (emphasis mine).
Professor WU (or someone) needs to do a follow-up article entitled, “How Convenience Killed Creativity and Strangled Entrepreneurship.
A Friday series exploring Startups and the people who make them go. Read allIf the Shoe Fits posts here.
If I have to listen/read one more time about value/importance/etc of hiring “stars” or the “best” whatever I think I may scream. Or, better yet, shove the words/premise down the appropriate throat.
While I, and a small minority, have tried to debunk this mindset we haven’t made much progress.
So here’s an article from Scott E Page, the Leonid Hurwicz collegiate professor of complex systems, political science and economics at the University of Michigan, Ann Arbor.
Perhaps you’ll pay attention to him.
Why hiring the ‘best’ people produces the least creative results
While in graduate school in mathematics at the University of Wisconsin-Madison, I took a logic course from David Griffeath. The class was fun. Griffeath brought a playfulness and openness to problems. Much to my delight, about a decade later, I ran into him at a conference on traffic models. During a presentation on computational models of traffic jams, his hand went up. I wondered what Griffeath – a mathematical logician – would have to say about traffic jams. He did not disappoint. Without even a hint of excitement in his voice, he said: ‘If you are modelling a traffic jam, you should just keep track of the non-cars.’
The collective response followed the familiar pattern when someone drops an unexpected, but once stated, obvious idea: a puzzled silence, giving way to a roomful of nodding heads and smiles. Nothing else needed to be said.
Griffeath had made a brilliant observation. During a traffic jam, most of the spaces on the road are filled with cars. Modelling each car takes up an enormous amount of memory. Keeping track of the empty spaces instead would use less memory – in fact almost none. Furthermore, the dynamics of the non-cars might be more amenable to analysis.
Versions of this story occur routinely at academic conferences, in research laboratories or policy meetings, within design groups, and in strategic brainstorming sessions. They share three characteristics. First, the problems are complex: they concern high-dimensional contexts that are difficult to explain, engineer, evolve or predict. Second, the breakthrough ideas do not arise by magic, nor are they constructed anew from whole cloth. They take an existing idea, insight, trick or rule, and apply it in a novel way, or they combine ideas – like Apple’s breakthrough repurposing of the touchscreen technology. In Griffeath’s case, he applied a concept from information theory: minimum description length. Fewer words are required to say ‘No-L’ than to list ‘ABCDEFGHIJKMNOPQRSTUVWXYZ’. I should add that these new ideas typically produce modest gains. But, collectively, they can have large effects. Progress occurs as much through sequences of small steps as through giant leaps.
Third, these ideas are birthed in group settings. One person presents her perspective on a problem, describes an approach to finding a solution or identifies a sticking point, and a second person makes a suggestion or knows a workaround. The late computer scientist John Holland commonly asked: ‘Have you thought about this as a Markov process, with a set of states and transition between those states?’ That query would force the presenter to define states. That simple act would often lead to an insight.
The burgeoning of teams – most academic research is now done in teams, as is most investing and even most songwriting (at least for the good songs) – tracks the growing complexity of our world. We used to build roads from A to B. Now we construct transportation infrastructure with environmental, social, economic and political impacts.
The complexity of modern problems often precludes any one person from fully understanding them. Factors contributing to rising obesity levels, for example, include transportation systems and infrastructure, media, convenience foods, changing social norms, human biology and psychological factors. Designing an aircraft carrier, to take another example, requires knowledge of nuclear engineering, naval architecture, metallurgy, hydrodynamics, information systems, military protocols, the exercise of modern warfare and, given the long building time, the ability to predict trends in weapon systems.
The multidimensional or layered character of complex problems also undermines the principle of meritocracy: the idea that the ‘best person’ should be hired. There is no best person. When putting together an oncological research team, a biotech company such as Gilead or Genentech would not construct a multiple-choice test and hire the top scorers, or hire people whose resumes score highest according to some performance criteria. Instead, they would seek diversity. They would build a team of people who bring diverse knowledge bases, tools and analytic skills. That team would more likely than not include mathematicians (though not logicians such as Griffeath). And the mathematicians would likely study dynamical systems and differential equations.
Believers in a meritocracy might grant that teams ought to be diverse but then argue that meritocratic principles should apply within each category. Thus the team should consist of the ‘best’ mathematicians, the ‘best’ oncologists, and the ‘best’ biostatisticians from within the pool.
That position suffers from a similar flaw. Even with a knowledge domain, no test or criteria applied to individuals will produce the best team. Each of these domains possesses such depth and breadth, that no test can exist. Consider the field of neuroscience. Upwards of 50,000 papers were published last year covering various techniques, domains of enquiry and levels of analysis, ranging from molecules and synapses up through networks of neurons. Given that complexity, any attempt to rank a collection of neuroscientists from best to worst, as if they were competitors in the 50-metre butterfly, must fail. What could be true is that given a specific task and the composition of a particular team, one scientist would be more likely to contribute than another. Optimal hiring depends on context. Optimal teams will be diverse.
Evidence for this claim can be seen in the way that papers and patents that combine diverse ideas tend to rank as high-impact. It can also be found in the structure of the so-called random decision forest, a state-of-the-art machine-learning algorithm. Random forests consist of ensembles of decision trees. If classifying pictures, each tree makes a vote: is that a picture of a fox or a dog? A weighted majority rules. Random forests can serve many ends. They can identify bank fraud and diseases, recommend ceiling fans and predict online dating behaviour.
When building a forest, you do not select the best trees as they tend to make similar classifications. You want diversity. Programmers achieve that diversity by training each tree on different data, a technique known as bagging. They also boost the forest ‘cognitively’ by training trees on the hardest cases – those that the current forest gets wrong. This ensures even more diversity and accurate forests.
Yet the fallacy of meritocracy persists. Corporations, non-profits, governments, universities and even preschools test, score and hire the ‘best’. This all but guarantees not creating the best team. Ranking people by common criteria produces homogeneity. And when biases creep in, it results in people who look like those making the decisions. That’s not likely to lead to breakthroughs. As Astro Teller, CEO of X, the ‘moonshoot factory’ at Alphabet, Google’s parent company, has said: ‘Having people who have different mental perspectives is what’s important. If you want to explore things you haven’t explored, having people who look just like you and think just like you is not the best way.’ We must see the forest.
Scott E Page
This article was originally published at Aeon and has been republished under Creative Commons.
Writing is funny; sometimes a second writing allows you to incorporate new ideas and reasoning. Other times, however, you find that what was written years ago is still valid and only needs a bit of minor editing.
When I poke around the more than 4000 posts I’ve written I’m bound to find some that are embarrassing, but I also find others with information as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
When I decided to write 2018’s first post about leadership I realized that I had already said what I wanted to say nearly eight years ago in a two-part post.
To thrive in today’s world companies need to constantly innovate; innovation requires initiative; initiative is another word for leadership.
Because initiative and leadership are synonymous, leadership needs to be pushed out of the corner office and spread throughout the organization.
Doing so will encourage growth, creativity and innovation.
If leadership is the fertilizer then culture is the water, without which nothing will grow, and people are the seeds from which ideas come.
By spreading leadership evenly through out your company garden and watering regularly, leaving no area unfertilized or dry patches in which a seed are stunted or die, you assure yourself a bountiful harvest that will be the envy of your competitors.
Composted Leadership
Fertilizer is created in a lab. with scientists controlling which chemicals are used and in what amount. The formula is then mass produced a factory.
Anyone who gardens knows that there are a multitude of brands that produce different fertilizers, some considered “general purpose,” but most with specific formulas to accomplish specific goals, including forcing growth.
Experts say compost is a better choice.
Compost is natural, produced when multiple kinds of organic matter are brought together and left to decompose with the aid of a variety of organisms.
The result is an incredibly rich material that produces sustainable results without damaging the environment.
Leadership is similar.
You have the kind that is produced in colleges and MBA programs, learned in a sterile environment, with ingredients that parallel the thinking of selected experts’ mindsets and attitudes.
Thus, the student is indoctrinated in a set of specifics and is often prejudiced against anything that falls outside those boundaries.
Leadership learned through doing—taking the initiative and accepting the risk of failure—is different. It combines a variety of experiences, good, bad and indifferent, and adds a variety of organisms in the form of the varied humans that populate the organization.
The effect of those organisms on the experiences of individual initiative produces a deeper, richer, more flexible form of leadership.
Chemical fertilizer needs to be applied again and again as it wears out.
Compost mixes with and enriches the soil itself, so that the more you add the better the growth medium.
It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.
Golden Oldies are a collection of what I consider some of the best posts during that time.
This Golden Oldie dates to 2015, although many of the links are much earlier. Suffice it to say that two years later more companies have turned to technology and more people spend their days with screens than with each other. Simultaneously, engagement has plummeted, moral is in the basement, and toxic cultures are on the rise.
Join me tomorrow when we explore the connection between the two.
A growing body of neuroscience research has begun to reveal the exact ways in which information age technologies cut against the natural grain of the human mind. Our understanding of all kinds of information is shaped by our physical interaction with that information. Move from paper to screen, and your brain loses valuable “topographical” markers for memory and insight.
Although screens have their strengths in presenting information — they are, for example, good at encouraging browsing — they are lousy at helping us absorb, process, and retain information from a focused source. And good old handwriting, though far slower for most of us than typing, better deepens conceptual understanding versus taking notes on a computer — even when the computer user works without any internet or social media distractions.
In short, when you want to improve how well you remember, understand, and make sense of crucial information about your organization, sometimes it’s best to put down the tablet and pick up a pencil.
The work described was done by the Drucker Institute and is easy to try with your people.
The great news if you want to try unplugging is that the basic techniques are simple and free. Here’s an Un/Workshop-style exercise you can try on your own time, with your own team, in just a half-hour: Including yourself, get six or more of your colleagues together. Divide yourselves into two or more small groups. Give each group one piece of paper with a single question printed on it: Who is our customer?
Depending how young your team is you may incur some minor costs — like the need to shop for paper and pencils and possibly explain how to use them.
According to the study, while smiling during face-to-face communication was perceived as warm and indicated more competence with regards to the first impressions created, a text-based representation of a smile in computer-mediated communication did not have the same effect.
“Our findings provide first-time evidence that, contrary to actual smiles, smileys do not increase perceptions of warmth and actually decrease perceptions of competence,” said Ella Glikson, a post-doctorate fellow at the BGU Department of Management, Guilford Glazer Faculty of Business and Management.
Anyone can benefit from penmanship’s cognitive benefits, whether you’re taking notes at a meeting or just trying to figure out what you think.
Put another way, writing by hand engages your brain, while keyboarding does not.
Brain scans during the two activities also show that forming words by hand as opposed to on a keyboard leads to increased brain activity (pdf). Scientific studies of children and adults show that wielding a pen when taking notes, rather than typing, is associated with improved long-term information retention, better thought organization, and increased ability to generate ideas.
Writing by hand forces you to turn off distractions, whether smartphone, computer, or music.
Writing by hand forces you to focus.
Writing by hand forces you to really listen; it makes you process what is being said and be more selective in what you record as opposed to running on autopilot.
If you never learned to write by hand, or have forgotten how, there are classes.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,
To thrive in today’s world companies need to constantly innovate; innovation requires initiative; initiative is another word for leadership.
Fertilizer is created in a lab. with scientists controlling which chemicals are used and in what amount. The formula is then mass produced a factory.
A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts 
