jimferryblog

Always Look on the Bright Side

2010-02-06T09:13:00.000-08:00

I’ve always been a glass half full, look at the bright side kind of guy. Just feel like life is more pleasant when I feel cheery. Seems to make others around me feel better too. No one likes to hear someone whine.

So I read Bright-Sided, How the Relentless Promotion of Positive Thinking has Undermined America, by Barbara Ehrenreich. Ehrenreich debunks much of the science and quasi-religious positive thinking movement and the damage it has done. I think she’s on to something. Parts of Corporate America seem to have embraced a kind of feel good, positive thinking kind of mentality that can be a bit creepy. All those Successories posters on the walls, motivational speakers, executive coaches, weird off-site retreats, etc. Makes you wonder if it enforces a culture where it’s difficult to question the status quo or any new initiative.

A consulting company I once worked for decided that it would be a great idea to produce a series of videos on our process. A way to ‘make money while we are sleeping’ (a dream of many consultants who feel tied to billable hours). Cost estimates and sales forecasts were prepared. I thought they were wildly over optimistic and said so. As a result, I was viewed as ‘negative’ and ‘not a team player.’ Of course, I was right (why else would I tell the story?). We lost our shirt on those videos. But, those responsible still viewed me as negative. The moral dilemma is, do I say something or just keep my nose to the grindstone when I think everyone else is drinking the Kool-Aid? I'm glad I spoke up and even more glad that I left the company and started my own.

I'm still going to be cheerful. And I'm going to continue to look at the positive side of any new idea (it's what I do). But, I'm going to remain skeptical of anyone who tries to prescribe positiveness for others. If I choose to be positive, it is my choice. But I don't think it's my place to make you be positive if you are not so inclined. Different Drums for Different Drummers. We need cheerleaders and we need skeptics. Both play key roles. That's my take on it.

Buying Local

2010-01-25T10:06:00.000-08:00

Focus Group of One Department
Three brief stories about local customer service versus national chains:
1. Went to buy a new computer. Thought, "Ok, I'll shop at my local independent Mac store (not the Apple Store). They will take an interest in me and I'll get better service than the Apple store, or the big box or online." Wrong. Had a lousy experience. Wound up returning the $1700 iMac but had to pay $250 penalty for opening the box (it couldn't get a wireless signal where I wanted it.). Staples was, by comparison, great. Smart young guy helped me find just what I needed. National Chain 1, Locals 0.

2. Went to buy expensive digital SLR camera for my son for Christmas. Same deal. Went to the local camera store. Owner's son was there to help me, but was not too well informed. He asked his father to help. Owner said, "I'm in the middle of something right now." He was on the computer editing photos! I walked out, bought camera from very knowledgeable guy at national chain. Nationals 2, Locals 0

3. Finally, took my car to local repair guy, rather than the dealer. My last visit to him was when he yelled at me because he was told by his assistant that my problem was one thing when in fact it was another. Nevermind that I had been quite clear. We now get great service from our dealer in a clean comfortable environment. Nationals 3, Locals 0

Why are Locals not more customer-oriented? I've been a business owner. I know that they are under constant pressure to grow revenue in these tough times. I think sometimes the stress gets to them. In theory, they are more caring, but when they are under stress, they get short-sighted. National chains train their people to be customer oriented. The staff is not under the same pressure and can therefore be more helpful.

Discovering Dave Russell

2009-12-04T09:38:00.000-08:00

I was recently given a book of poems by Dave Russell, Verses from a Vermont Hillside. Dave spent most of his life as a lathe operator and farmer in rural Vermont. He's now in his mid-90's and only recently stopped cutting his own firewoood. Here's one of my favorites:

The Psalm of David

I am a man; my destiny is in my hands.
Whatever I shall have or be
Whatever I have been,
Is, was, and will be my own doing.

I could blame my failures on luck.
I could lay the fault at my neighbor’s doorstep.
I could say that my wife or family influenced me.

I could thank God for my successes.
I could curse the Devil for my failures,
But to do or say any of these
Is to brand myself a liar

God Has made me what I am,
And God granted our forefathers the foresight
To crystallize the American Dream
And thus blessed me with American freedom.
Beyond this His responsibility ends.

Mine is the task, chose by intent
Or drifted into by default
To be or not to be
The man that God gave me the chance to be.

I passed it along to my friends at the Good Man Project. They want to include the poem on their website, but did not know how to contact him. After thinking about different ways - his grandson has a website, I suggested (drumroll) ....the phone book! I'd forgotten the old days where you looked people up in the phone book or through directory assistance.

George Prince

2009-06-12T06:30:00.000-07:00

George Prince, a co-founder of Synectics, died this week. He was a warm, friendly, generous guy. He did not hesitate to reveal his inner thoughts, fears, and failures. Most of us put up barriers with other people, hiding our inner selves. George put his inner self on the outside for all to see. It was totally disarming. I loved the guy.

Career Advice for the Perplexed

2009-05-29T06:36:00.000-07:00

Career advice from some of the leading guru’s in the field suggest that one build on one’s strengths and give up on trying to shore up one’s weaknesses. Great advice!

I’ve done an inventory of my skills and have identified three things* which I believe I am world-class at performing:

1. Guessing what time it is without a watch. My wife will often say to me, “What time do you think it is? DON’T look at the clock!” Invariably, I will give the right answer to within about a 15 minute range. Awesome, eh?

2. Finding things (specifically my ear plugs) in the dark. Sometimes I get up in the middle of the night. I take my earplugs out (My lovely wife snores.) and put them on the nightstand. When I return, even though I can’t see a thing, I can put my hands right on the place where those soft spongy things are resting. “So I’ve got that going for me, which is nice.”

3. Filling the coffee maker with water. I make six cups of coffee each morning. I can turn on the faucet in the kitchen and add exactly the right amount of water to make the 6 cups of coffee. First time! No going back to get more and no need to pour the excess water down the drain. I start every day feeling good about myself.

So, of course, the big question is: How do I “monetize” these skills? I am open to suggestions from any of the vast number of readers of this blog.

* I have some other skills (remembering people’s names from grade school, walking with my shoe laces untied, finding free wireless signals, etc.) but these are less unique and I’m probably not really top drawer in these departments.

Outcome-driven Innovation

2009-05-26T07:43:00.000-07:00

A client recently recommended "What Customers Want" by Anthony Ulwick. I found it to be one of the more irritating business books that I've read in quite some time. It tirelessly promotes Ulwick's consulting firm and makes boastful claims based on a few unconvincing (at least to me) examples. It claims superiority for its process by setting up very weak strawmen, and then easily dispatching them.

My basic issue with the Outcome Driven Innovation process is that it is extremely tedious and probably mind-numbing, not exactly what one wants when one is trying to be innovative. Ulwick claims to make innovation a scientific process, but he seems to just suck the life out of it with excruciating detail. I know that some people feel more comfortable when the have lots and lots of data to look at. They like things to feel "scientific." But I've found that clarity and a few key insights are more valuable for generating new ideas.

Gerry Katz of Applied Marketing Science has written an excellent analysis to Outcome Driven Innovation, which you can read by Googling his name and the topic. Gerry and his cohorts did a side by side comparison of ODI with Voice of the Customer. Thanks, Gerry.

How to Irritate a Baby Boomer

2009-04-25T06:34:00.000-07:00

Want to know how to irritate us irritable baby boomers in three easy steps?
1. Assume that we are all alike.
2. Assume that we are all fat and out of shape and can't get into or out of a car.
3. Assume that we all love the Beatles and are nostalgic about Woodstock.

I could go on....

Today's Boston Globe Automotive Section has an article "Automakers Race to Keep up with Boomer's Needs." It contains gems like this one: "Ford has its designers and engineers wear a 'third age suit' when creating features and systems for its cars. It's a heavy, bulky suit that limits muscle and joint movement to simulate the aging process, including stiff foot pads, anlke braces, knee and back braces, elbow and hand braces, rubber gloves, a neck brace and yellow tinted glasses that magnify glare. Once strapped in, designers get in prototype vehicles to see how weel they can see, turn, back uup, reach and use all the knobs, buttons and handles in the car." AWESOME! Just what I want!

No wonder the car companies are in trouble. Lowest Common Denominator approach to car design. No Boomer that I know owns or wants to own a geriartic car.

I once met Tom Matano, the designer of the Mazda Miata. He knew how to design a car. "We want to get so close to the customer that we can smell the liverwurst sandwich that he ate for lunch." He listened intently to real customers. He understood how boomers see themselves. He understood that in Japan, cars were seen as an industrial product - they were boring. He understood that in America, cars were a reflection of one's personality. He test marketed the car by driving it to a nearby shopping mall and parking it by the curb. As he drove off, people were literally chasing him to find out what kind of car it was.

Innovation Dream Team

2009-03-06T11:32:00.000-08:00

There's a lot being written about innovation these days, much of it by people who I suspect have never really done anything truly innovative in their life. One from something called "Innovation In Practice- The Corporate Perspective (a sure fire tip-off here) on Innovation Methods" forced me to comment. Some key points and my take on it. The title was "How to form an Innovation Dream Team"

1. The leader of an innovation is needed to provide brakes on ideas that are off base. "Brakes" are not needed. Most corporate people are too scared to offer truly divergent opinions in front of the boss. Everyone watches to see what he or she will say. There are situations where the boss needs to be in the room, but not to provide brakes on the group. The boss needs to set the direction, contribute, build on the ideas of others, encourage new ways of thinking, and let people be a little wrong sometimes. If he or she tries to apply the brakes to every bad idea, the group will flounder.

2. 12-16 people is the ideal team size to balance off the various functions. Way too many. No more than 8, but 5-6 is better. Too many people, each with their little role inhibits teamwork. The Marine fire squad is a good model.

3. Need gender, cultural, and functional diversity. People do not fit into narrow functional, cultural, or gender roles. The real diversity that is needed is different ways of thinking, which has nothing to do with organizational function, skin color, cultural background, or gender. I've seen lawyers who are closet poets, for example.

A "Dream Team" needs to be a small group with different styles of thinking and expertise and a leader who encourages them and supports them.

Lessons from Paintapalooza

2009-02-17T06:42:00.000-08:00

Paintapalooza

In 2003 we fell in love with and bought a painting by a local artist, Paul Schulenburg (third from right, above). Our unstated assumption was that we would acquire more of his work over time. Each time he produced a new set of paintings we would go over to Addison Art in Orleans to attend a showing. But nothing he produced ever moved us the way the first work did. Until this past weekend.

Addison Art had sent us a flyer about “Paintapalooza”- the output of twelve artists from California, Massachusetts, New Mexico, Mexico, Maine “who over a ten day period painted together, ate together, slept under the same roof, exchanged strategies, mixed paint, and stayed up late conversing about everything form politics to history to approaches to painting outdoors.”

“The creative stimulus was high,” said Frank Gardner. “For me, the challenge of paint in different subjects in a different light than what I am used to really pushes me creatively. Being around a group of painters many of them challenged by the new environs as well, helps to push that creative energy even higher.” (American Art Collector, February, 2009)

Paintapalooza lead to a burst of creativity that we had not seen from Paul and the others before. We bought two paintings. (To read more about it and see some of the work, read American Art Collector, or go to http://www.addisonart.com/)

It got me to thinking about what’s happened to creativity in corporations today.
We seem to have moved away from intense extended focused face-to face encounters to develop new ideas. We are working remotely or in isolation to solve problems.

Years ago, off site meetings were held over several days to provide focus, inspiration, and shared learning. Today? Maybe a half day meeting in a conference room or online chats with software tools like Go-To-Meeting. Yes, they are less expensive. And they are appropriate for routine discussions. But it would be a minor miracle for a truly new idea to emerge from a bland conference room with a white board, coffee, and donuts.

So, why did Paintapalooza unleash such creativity?
Isolation from other concerns provided focus
A unique setting- Port Clyde and Monhegan Island, Maine provided stimulus
Spending time together in a relaxed creative atmosphere lead to learning.
Getting away from the plein air painting to finish off the work in studios.

Corporate America could learn a lesson or two from these twelve artists.

Radical Collaboration

2009-02-03T07:29:00.001-08:00

Last week I was out in San Francisco helping to name a new online game. Thanks to a good friend, we were invited down to Palo Alto for a visit to the Design School (d-school in their parlance) at Stanford.
What a cool place! The environment is fluid, simple, and very low tech (at least on the surface). Particle board, exposed 2x4's, and fiberglass predominate. Nothing looked 'slick'. The same vibe carries over to the people there- low key and collaborative.

In fact, what struck me most was the concept of Radical Collaboration that they espouse. In their words:

We constantly bring in new people with different points of view
The d.school is a place where experts from across campus and industry come together to work on projects that require their different points of view. This creates a vital interactive environment.
The diversity and breadth of the d.school community make it possible to establish bold new initiatives and projects that integrate a unique mix of disciplines.
And our culture of collaboration means we move quickly beyond obvious ideas. We help each other even if it's inconvenient. We ask for help when we are stuck. And, we defer judgment long enough to build on each other's ideas.
This kind of radical collaboration creates a culture of innovation at the d.school.

"We ask for help when we are stuck." Shocking! Rare! Not easy to do! Very cool!

Innovation Blink

2009-01-16T08:13:00.000-08:00

After many years in this innovation business, I can tell in an instant (Blink, thanks Mr. Gladwell) whether a client will succeed or struggle with innovation. If they say that they want to meet me, then delay for a variety of vague reasons, then want me to meet someone else, then delay some more, there's no hope. They need a kick in the pants and someone to shake them out of their little analytical comfort zone.

If they want to do a lot of upfront analysis, there's hope, but the odds are that they'll dither in the end.

Clients who say, "Let's go. When can we start?" tend to be the successful innovators.

2009-01-16T07:17:00.000-08:00

If nobody spoke unless he had something to say, the human race would very soon lose the use of speech. - W. Somerset Maugham

Online Idea Generation and the Wow! Factor.

As someone who has facilitated idea generation sessions (flipcharts, markers, off-site locations, etc.) for over 20 years, I’ve been watching and to some extent worrying about the development of online idea generation tools for several years now. Will face-to-face idea generation become extinct? Will clients see that they can get the same level of creativity from online sessions at a dramatically lower cost? Will I become the buggy whip of the innovation world? Yikes!

But..no worries. So far, most clients have seemed disinterested in online tools. Or they’ve tried them and found them lacking. “I want something that explodes in the room! Something that makes me feel like ‘I’ve gotta have it!” said a guy from a money management firm. A market researcher from a consumer product company told me, “We’re going the other way. More face to face to get people engaged.”

Among those who have tried online tools the biggest complaint I heard was that there’s ‘No Jim Ferry, no one to stimulate our thinking. It’s really just an elaborate communications tool. Boring.“ Whew! I thought.

But…now along comes this new version of Idealyst. Oh-oh, I say. I’ve been working with AMS to put creativity stimulation into its idea generation tool. It definitely has that Wow! Factor. Nice graphics. Easy to use. Stimulating.

I still think people will want the face to face element. That’s one of the more enjoyable (but sometimes frustrating) side benefits of business- the interaction with team members.
But I see Idealyst as a really nice complement to face to face. It allows people who can’t be in the room to add their ideas and build on others’ ideas. And it’s a terrific way to get people engaged BEFORE they come into a brainstorming session.

Yes, it makes me nervous. But it’s inevitable. So I will adapt to it and use it myself.

Quotations

2008-10-29T05:42:00.000-07:00

He wrapped himself in quotations-
as a beggar would enfold himself in the purple of Emperors.
- Rudyard Kipling

Expert Opinion Strikes Again! Beware!

2008-08-08T05:59:00.000-07:00

A recent Op-Ed piece in The Boston Globe prompted me to write a letter that was published in today's Globe.

I happen to believe that our planet may in fact be warming and it may be caused in part by human activity. But arguments along the line of "we are experts, trust us" tend to push me in the opposite direction. Experts have been wrong on so many issues for so long, that I've become quite skeptical in my old age. Before we ask people to make sacrifices, 'the experts' need to do a better job convincing us that they have the facts right.

Here's my letter to the Globe:

John P. Holdren's argument (August 4) for convincing people that global warming is real and caused by humans boils down to trusting the experts at the National Academy of Sciences, academic earth science departments, and some Nobel Prize winners.

But we skeptics have seen these types of people be wrong time and time again.
RememberY2K?
How about the big overpopulation fear? In 1968 Paul Ehrlich wrote "In the 1970sand 1980s hundreds of millions of people will starve to death.

Here are a few other famous expert predictions:
"There is no reason why anyone would want a computer in their home." KenOlsen, Digital Equipment.

"Everything that can be invented has been invented." -Charles H. Duell, Director, U.S. Patent office, 1899

"There is no likelihood man can ever tap the power of the atom." RobertMillikan, Nobel Prize winner in Physics, 1923

"Heavier than air flying machines are impossible." Lord Kelvin, Royal Society. 1895

The list is endless.
We need far more proof before we enact draconian policy changes based on weak science.
"Trust us" doesn't cut it.

Face to Face in an Online World

2008-06-02T17:05:00.000-07:00

In this digital age, with better and better online tools, why is that people continue to meet face to face to solve problems, even though it often means time spent traveling and some time wasted in meetings? Why go to all the trouble and expense to sit around in big conference rooms and amphitheaters, if you can sit at you desk and get the same information? Wouldn’t it be easier to move it all online? I wrote on this topic in February, but it’s still on my mind. Several reasons for the continued existence of face to face brainstorming seem to be:

1. Nuances are explored better face to face. Recently one of my clients said "We sell food products. Food is an emotional purchase (nurturing, pleasurable, guilt, etc.). We need face to face interaction to fully explore the nuances of human emotion associated with food.”

A client in the cosmetics business said essentially the same thing. “Online might be good for cost saving ideas, or maybe scientific discussions, but it is less effective for building on subtle consumer insights.”

2. Random associations are catalyzed. Things happen in a meeting that you don’t anticipate. Side conversations, confidential asides that we wouldn’t say online, accidents, random meetings in the hall. Serendipity is enhanced.

3. We crave human interaction. We like to meet others who are grappling with the same issues we are. Who share our values (or don’t). Malcolm Gladwell wrote another fascinating article in the May 12, 2008 New Yorker. Nathan Myhrvold, Microsoft’s former chief technologists, hosts “invention sessions” face to face with brilliant scientists and engineers who go to great bother to convene in one place. (Ironically, Microsoft advertises “Go to Meeting” heavily.)

4. There’s a teambuilding effect that occurs when we solve problems together.

5. It makes a lasting impression. Online interactions are fleeting. A meeting is an event that has lasting associations. Conferences and seminars are more popular than ever, especially for techies.

6. It can be pleasurable. As discussed in my previous post, the creative act can induce a kind of euphoria that you can’t get online.

7. We need to keep it in-house. Sometimes we need to keep things to ourselves. The open innovation trend is terrific for infusing new ideas into moribund companies, but for decisions and directions, we might need to play it close to the vest.

Full disclosure- I make my living facilitating brainstorming meetings. I think that there is a place for online idea generation, especially as a supplement to face to face get togethers.

Pandora Rave

2008-06-01T08:16:00.000-07:00

Last post was on Panera. This one's on Pandora. You've probably already heard of it, but if not, and you like music, it's a really terrific website (www.pandora.com)

"Pandora is an automated music recommendation and Internet radio service created by the Music Genome Project. Users enter a song or artist that they enjoy, and the service responds by playing selections that are musically similar. Users provide feedback on the individual song choices — approval or disapproval — which Pandora takes into account for future selections." - wikipedia

I used to listen to my stereo while I worked out. Now I just put on Pandora and hear all sorts of new tunes that I like.

Cause Marketing at Panera Bread

2008-05-01T07:21:00.000-07:00

Recently put on a workshop for the marketing team at Panera Bread in St. Louis. Although I've stopped in Panera stores many times in my travels, I had no idea how involved they are with their communities. They do a terrific job and are very sincere in their desire to build relationships with worthwhile local charities.

Here's a brief summary of their activities from their website:
Operation Dough-Nation Programs
Since our founding, Panera Bread and its franchisees have been active in our communities. Operation Dough-Nation was founded in 1992 to formalize our commitment to community involvement. Since then, it has grown to include four major activities: Community Breadbox™ cash collection boxes, the Day-End Dough-Nation™ program, Panera/SCRIP Card fundraising and participation in community events.

Besides the obvious benefits to the community and the organizations, these programs help Panera by building their brand awareness, generating trial, and creating an emotional bond with their customers.

Beyond that, these are great programs for attracting, motivating, and retaining employees who exude the kind of spirit that Panera is trying to foster. Some franchisees involve their employees in the charitable events. One museum gave free passes to the employees and their families for a special day at the museum.

Maybe it's me, but I wish these kinds of events received more publicity. And I wish their were really good metrics for identifying good programs and their results. Maybe there are, but I didn't get that feeling in St. Louis.

New Product Concepts

2008-05-01T06:34:00.000-07:00

Having worked "in the boiler room of innovation" for the past twenty years, I've seen cool new ideas die a premature death because either senior management or key customers don't grasp the potential of the idea. They are presented with a fairly dry concept statement - words on paper.

I recently facilitated a session at a very cool industrial design studio in San Francisco, Astro Studios. They are located in a funky old auto glass shop South of Market Street. The goal was to develop a product vision for the year 2011 for one of their clients.

What was cool about this work was format for the output. It was truly a vision for the future.

Here are a couple of older examples, one from Astro and a slightly older, but more polished one from Ideo. They created a vision and then posted it on YouTube, for others to see. Great way to sell the concepts and get developers on board.

http://www.youtube.com/watch?v=pyQ_NWt_sjA

http://www.youtube.com/watch?v=HrzeiUvDZog

Extinction

2008-04-07T07:46:00.000-07:00

Our cute little four year old grandson recently asked his Mommy "Who is Clark Kent?"
Mom replied: "He is a man who goes into a phone booth and then he changes into Superman!"
Four year old: "What's a phone booth?"

Makes me wonder: in the future what will four year olds be asking about? Cell Phones? Cigarettes? AIDS? Gas Stations? Pills you swallow? DVDs?

Our Strangely Unifying Passtime

2008-03-31T06:19:00.000-07:00

Over 50 years ago, Robert E. Kelly wrote the following:
"Folks of all colors and creeds, from all walks of life, in all age groups, become God's people in the bleachers of a ball park on a Sunday afternoon. And the sense of community that fills the souls of fans who share a ball game does not entirely end at the exit gates. In bars, strangers talk about the sport and its heroes and chuckle together over the antics of a personality. Board meetings begin after the score of that day is announced. Kids copy the style of favorites, on playgrounds and on school diamonds.

Such people are the lovers of baseball who sense the beauty of the sport- its strangely unifying characteristics. They enjoy its true heroes, it's strategies, perhaps most of all, its peaceful and nonviolent solutions. They read aobut it, analyze it, worry about it."
-Baseball for the Hot Stove League- Robert E. Kelly, 1955.

Play ball! It's spring! Hope springs eternal!

Millennial Madness

2008-03-18T16:30:00.000-07:00

Just finished up facilitating a management retreat for a regional PR/Advertising firm. All of the senior managers (ages 35 to 50) were complaining about the work ethic among their young employees. There are 80 million so-called "Millennials" in the U.S. who were born between 198o and 1995.

My client was struggling with how to deal with young employees who apparently don't know that they have to produce results to get ahead.

According to 60 Minutes (November 11, 2007):
They were raised by doting parents who told them they are special, played in little leagues with no winners or losers, or all winners. They are laden with trophies just for participating and they think your business-as-usual ethic is for the birds. And if you persist in the belief you can, take your job and shove it. As correspondent Morley Safer reports, corporate America is so unnerved by all this that companies like Merrill Lynch, Ernst & Young, Disney and scores of others are hiring consultants to teach them how to deal with this generation that only takes "yes" for an answer.

The creative director told the story of a mother who called on behalf of her daughter to get some background information on the firm. "Have her call me," was his response. Bravo! Maybe a little backbone is the answer?

Is this really a big problem? My guess is that this might be a problem with some people born in that timeframe, but most young people are pretty much like people were in previous generations. Hard working, smart, nice people are out there.

Having said that, to the extent that such coddled folks are out there feeling entitled, maybe a good ol' fashioned recession wouldn't be ALL bad.

Brain Baloney

2008-03-12T12:18:00.000-07:00

This may be all baloney, but....heh, that's what blogging for. To try on something new.

Our brains are full of constant chatter. If you think about what goes through your brain during your waking hours, it’s fairly amazing. It seems to me that most of the chatter in our noggin is driven by emotions. It also seems to me that a lot of this brain chatter are things we invent to make sense of our daily life.

For example, if we have another couple over to our house and they never reciprocate, I tell myself that either they do not entertain at their home. Or I find something about them that I do not like and tell myself that I really didn’t want to be their friend anyway. (Of course, if we do get an invitation, I readily accept.)

There’s an interesting column in the current National Geographic Adventure by Laurence Gonzalez that got me to thinking about all this and why it has far more important consequences than our insignificant social life on Cape Cod.

Apparently Steven Pinker, a noted psychologist, says that our brains contain a ‘baloney generator” that offers up explanations of our behavior that might have nothing to do with reality. These are stories that we tell ourselves to help us deal with the world around us. They help us decide how to act in the future.

It’s as if we live in a dream world of baloney that we have created about what is happening around us.

For example, my personal baloney generator told me that any money that I send to New Orleans to help Katrina victims will not reach the proper people because there is too much inefficiency, and maybe corruption, in the charitable organizations that had been set up. Is it true? I don’t know. But it’s a story I tell myself so that I don’t have to actually part with any cash. (I'm not proud of this, by the way).

Life is a jumble of these stories we tell ourselves to make sense of things. We use them for everything. When the stories reflect the real world, we do well. When they don’t, we find ourselves in trouble. But we rarely take the time to examine them to see if they fit with reality.

I once quit a job because I thought my boss didn't respect me. In my exit interview, I found out that none of that was true. Just brain baloney that I'd generated based on a grab bag of circumstantial evidence.

The tsunami that occurred in 2004 is a tragic example. As Gonzalez reports, “Officials were surprised to discover that all 250 of the isolated Jarawara tribe had survived. They had little contact with the outside world. But their folklore told them to head for high ground when the earth shakes and the sea retreats. They survived because they heeded that message.

Supposedly sophisticated people died because the story that they told themselves, that they were on vacation on a beautiful sunny beach and nothing bad could happen to them, was not true. Apparently there are videos of people laughing and playing as the water starts to gather around their ankles. As I said, tragic.

So, maybe some of the stories we tell ourselves do not serve us well. They might cause us to ignore potential threats.

But they might also be the cause of some of our unhappiness. We might have a mental model that we don’t fit in at work, or that our boss does not like us because when he passed us in the hall he didn’t smile, or that our co-workers are lazy because they don’t put in has many hours as me. They might cause us to moan and groan about the unfairness of things, when in fact, everything is just fine.

Not sure what to make of all this, but maybe from time to time we should examine the baloney that our brain is generating. Confront reality. Maybe even invent new mental models and try them for awhile. Create some new brain baloney. “My boss really likes and respects me.” “Those guys in creative really produce some great work.” It might make us happier people.

Difficult People

2008-03-04T13:22:00.000-08:00

Just got off conference call with the leaders of an advertising/pr firm that is growing from a regional to national agency. Going to be doing a management and staff retreat with them this month. The theme of the retreat will be how to foster collaboration and respect within their organization as they grow and as they integrate their functions to better serve their clients.

One of the retreat modules will be Dealing with Difficult People. The irony, of course, is that the Chairman of the firm is, by his own admission "the personification of a 'difficult person" (if that makes any sense). He's difficult for his staff because he's demanding. He's demanding because he has high standards, is very intelligent, has a keen sense of the human condition, and wants his agency to create great work for its clients. He challenges people. He brings out the best in them, whether they like it or not. He is relentless in his pursuit of creativity and quality.

He's not alone. Time and again I've seen organizations run by people who are in some ways difficult. MacArthur and Patton are the obvious military examples. But corporate America has them too. Sergio Zyman at Coca-Cola might be the poster child. What is it about these leaders who are often called arrogant, but who lead their organizations to do great things?
Are they smarter? I don't think so. Work harder? Not necessarily. Jerks? Sometimes, but jerks don't last long.

The key ingredient that these leaders possess is courage. Courage to confront issues that others would rather avoid. Courage is often associated with physical situations, but real leadership calls for courage to create and communicate. It is rarely written or talked about.

In 1973, Rollo May wrote a book called "The Courage to Create". In it he says: A curious paradox characteristic of every kind of courage here confronts us. It is the seeming contradiction that we must be fully committed, but we must be fully aware at the same time that we might possibly be wrong. This dialectic ...is characteristic of the highest types of courage.

They may be "difficult people", but I like working with them.

brand brand brand brand ad brandeum

2008-02-29T12:27:00.000-08:00

(Naming cont'd)- Just in case you happen to think "Brand Union" is actually a good name, you might want to consider that one essential step in the naming process is to look at competitive names.

If they had done so, Enterprise IG would have found Brand Design, Brand Doctor, Brand Evolve, Brand Evolution, Brand Forward, Brand Juice, Brand Ladder, Brand Link, Brand Mavericks, Brand Mechanics, Brand People, Brand Positioning, Brand Salt, Brand Scope, Brand Sequence, Brand Slinger, Brand Solutions (Ugh!), Brand Taxi, Brand Velocity, Brand Institute, BrandIron, BrandEquity, Brandopoly, Brand A, Brand Diva, Brandstorm, Brand Up, Brand Now, and probably many more. And those are just ones that start with "brand."

"One Hundred Monkeys," by contrast, got it right.

Cobbler's Shoes

2008-02-29T11:06:00.000-08:00

Just a follow-up on earlier post "Naming Malpractice". Those wonderful folks at Enterprise IG (a truly terrible name in and of itself), who in turn begat such gems as Naviant, Telegy, Telescent, Azurex, and Meritel, have re-named themselves Grand Union. Sorry, I mean Brand Onion. Oops, I mean Brand Union.

Gee, a London-based company positions itself in the global marketplace with a distinctly British image! How clever! May the sun never set on any its empire of offices.

Naming Malpractice

2008-02-29T08:45:00.000-08:00

Just read a piece in BusinessWeek's SmallBiz magazine, "Namestorming" (Dec 2007/Jan 2008) about how to come up with a compelling, memorable name.

The author quotes the wonderful folks who brought us such doozies as Agilent, Aquent, Livent, Levilent, Naviant, Telegent, Telegy, Meritel and other empty soulless names. Companies like Landor, Interbrand, and Enterprise IG charge corporate lemmings six figures to come up with crap like this! PT Barnum would be proud!

These so-called experts make it seem like a terribly challenging thing to come up with a compelling memorable name- something best left to experts like themselves. Here's a 1999 quote from someone at Landor "We still don't know how compelling a brand Yahoo! will be 10 years from now. I sense a real missed opportunity." Oh yeah! Agilent would have been a whole lot better!

And the unmitigated arrogance of these people! "We're not really interested in what a client wants," says one famous namer. Oh, yes, he's the one who came up with Aquent.

Well, gotta go brush my teeth and rinse with Aquent. (Oh! They are a Temp agency? Nevermind.)

Some Current Work

2008-02-26T10:55:00.000-08:00

Working with a new computer chip company to develop a compelling brand name. The wireless industry is their target. Their new technology will enable them to make faster chips at lower costs.

Facilitating idea generation session to help a consumer products R&D group set priorities that align with the company's marketing plan.

Working with a unique startup company to develop a marketing plan. Their mission is to provide charitable organizations with a funding vehicle by creating unique customizable footwear.

Working with a marketing/advertising/PR firm to foster teamwork and innovation among staff members as it transitions from a regional to national audience.

Working with a market research firm on their online idea generation tool.

Putting on an Innovation Workshop for a food service company

2008-02-26T10:45:00.000-08:00

Roof tops in the South End of Boston last weekend.

Hasty Pudding

2008-02-26T06:52:00.000-08:00

Friday night we went with friends to the Hasty Pudding Theatrical show in Harvard Square. A welcome change from the serious, technology oriented, politically correct world we live in. The Pudding was formed in 1795 and has been producing shows with an all-male cast since 1844. Teddy Roosevelt, FDR, JP Morgan, Oliver Wendell Holmes, Jack Lemmon and many others have been members of Hasty Pudding. It's totally silly and corny and refreshing. How many institutions have endured through Civil War, World War, Depressions, and social change so successfully? My view- to endure, it helps to be silly. Long live Monty Python, Dumb and Dumber, and the Pudding!

Crash-B's

2008-02-25T12:53:00.000-08:00

Pretty crazy event- indoor rowing competition on machines. I WAS going to row Sunday in the world famous C.R.A.S.H. - B's ("Charles River All Star Has Beens") at Boston University. Rowers come from all over the world to row on machines. It's nuts. I left without registering. Check out the video- it speaks for itself.
http://www.youtube.com/watch?v=43EAICgt1Qc
I love to row my Alden single scull in Orleans on Cape Cod early in the morning as the sun is just rising over the town cove. Most days it is quiet and still. I love the feeling of the boat slipping quietly through the water making a small wake as I use my legs, back, and arms to propel it forward. It's a great workout. But rowing on a machine in a noisy gym with lots of people yelling and screaming? Not my thing. Seems there are two kinds of rowers. Those who like the team aspects and those who like to go it alone. I'm a social guy, but I row alone.

Online idea generation and Crowdsourcing

2008-02-25T06:25:00.000-08:00

New online tools for idea generation have been launched in recent years. Some tools are for internal idea generation against a particular corporate challenge. Nominal rewards are offered to employees who offer an idea that gains acceptance.

"Crowdsourcing" is the new term for an open version of online idea generation. Innocentive and others have pioneered the idea of tapping into the knowledge and inventiveness of people outside the organization. Companies offer substantial rewards for solutions to problems that they have not been able to solve internally.

My question is: why do people participate? Is it for the reward or the social currency that comes from being thought of as smart and/or cool? If the reward is nominal, why would I waste my time unless I thought I would earn greater recognition from my peers and others? Would people participate without the reward?

My view is that the creative process is intrinsically fun and rewarding. People enjoy solving problems or creating new things. The reward comes from participating with others in that endeavor. For many of us, the face to face interaction is the most rewarding. When that is impractical, I can still get satisfaction if I know the other participants. If it's totally anonymous, some of the emotional benefit seems to leave the game, at least for yours truly.

IBM Ideation and Innovation Ads

2008-02-25T06:11:00.000-08:00

IBM has run commercials making fun of ideation and innovation gurus. Both are easy targets. Ideation sessions are often facilitated by people who love the idea of novel exercises- "we really stretched their thinking." Occassionally that kind of thing is appropriate, but often it turns some of the group off. It gives ideation a bad name- making it easy to poke fun. And Innovation Gurus are easy targets as well. They come across as true believers- zealots who are focused on process, not the end result. As someone once said of Quality zealots: "They would create a life preserver made of concrete, so long as it met ISO standards."

So kudos to IBM for shaking up the Innovation Guru establishment. It definitely needs it. On the other hand, what do they offer themselves? My own experience with IBM services is limited to expensive, time consuming, wasteful data mining exercises. A total bust. But, heh, maybe they're doing something great? Now that you have our attention, Big Blue, give us some meat.

First Blog

2007-08-10T11:48:00.000-07:00

Why am I doing this? As an experiment. Because people I respect do it. Because I might learn something. To put thoughts out there that I've been carrying around in my head.