It may be that you’ve understood their (bad) motivation perfectly, that they are wrongheaded, inconsiderate and rude to boot.
It may be that there’s a values-conflict that’s going to take a lot of deep and difficult work to address.
Some of the above is probably true. All of it may be true*… But saying it to them now – saying it how you’d most like to say it, maybe throwing in a few of the things that you’ve been carrying for a while – saying it now, in the heat of the moment, won’t help.
Grit your teeth. Breath deeply. Don’t say it. Instead do the harder work of fixing the deeper issues and slowly, slowly getting the boat moving in the right direction.
P.S. Of course, I said it.
*And of course, it’s just possible that many of them are not true, or that you need kick in the empathy to know how to respond properly
Next time you read an article, listen to a podcast, watch a program that you like – why don’t you get in touch with whoever made it?
Not just the person who was in it – the ones we normally notice – but the people who made it too. Drop them an email, or even that hand written note that you always think about but never get around to.
Why did you like it? Is there something you had a (generous, non-snarky) question about, or something (of genuine potential interest to them) that you can share?
Try it – make it a light touch. It feels funny at first but gets ever-easier. They’re a person like you, and they’ll probably reply, which will probably be fun.*
*You have permission to stop after twenty unreplied-to contact attempts.**
** To different people.
What is the world view of the audience you’re seeking to reach?
The Driverless Crocodile podcast is for people who believe that the world can be better – in big ways or small – and they have a responsibility to do or make something to make it so… and want to. It’s for people who believe that tools and ways of understanding help.
I will focus on people who want to hear and read about ideas and tools to help them make change happen (build the future), and to learn from other people who are doing similar work – people not necessarily much further along in the journey than they are.
What are they afraid of?
Probably, like me, they’re afraid of not making a positive difference, not being able to gather people to their vision, or not being able to find a sustainable funding model for the work that they do. They might be afraid of what will happen if people like them don’t take action to change our trajectory.
2. Purpose: What change do I seek to make?
What change are you seeking to make?
I’m seeking to make more positive change happen then otherwise might be the case. I hope to do this by:
Sharing a vision of the world as it is and of the possible (the Steve Jobs thing) so that people believe they can cause change (“if these people did it, I can”)
Articulating values that they probably already have – to strengthen values by talking about them, justifying them and possibly challenging them.
To share tools, strategies, models that people will find useful and be able to apply, equipping them to build a better future.
Start conversations and connect people who share this vision and values.
What story will you tell? Is it true?
I promise that engaging with what I make will help you… turn the idea or desire for change that you’re mulling over into something real – or eliminate it as a possibility after trying it out.
How will it change their status?
My audience might be on their way to losing some types of status (wealth, position) on their way to gaining another kind – they may come to measure their own status in terms of vision, self-respect because they can make things happen and get more done, status from people who share their worldview and aims because of their contribution.
3. Mechanism and Ecosystem: How will it work?
How will people hear about it?
Existing readers of DC
Word of mouth – me to some friends, them to their friends (if it’s worth spreading)
Guests telling their friends – and then onto word of mouth
Perhaps some will share on facebook
What happens when people use it?
They listen in their podcast app or online… I need to look into the best way to share it.
How will they tell others?
Wherever they meet and talk about things with their friends
Another way of looking at networks from Iqbal Quadir, founder of Grameen Phone and entrepreneur against poverty:
One day in 1993 [while working at an investment bank] I was working with three or four people and our computer network was connected, and we were more productive, we didn’t have to exchange floppy disks … and we could update each other more frequently. But one time it [the network ] broke down … and while I was waiting for someone to come and fix it, and during that time I remembered a time in 1971, in Bangladesh [where I grew up]…
… One time my other asked me to get some medicine for a younger sibling, some ten kilometers away, so I walked all morning to get there, and when I got there the medicine man wasn’t there, so I walked all afternoon back.
So I remembered this unproductive day when I was having another one in New York, and suddenly I put these two unproductive days side-by-side and I realised that connectivity is productivity. It’s true for a modern office, and also for any place – for an undeveloped village. Because I could have got more done if I could tell [that the medicine man wasn’t there], I was just a kid, but perhaps a productive person would have done something, if I was a fisherman I could have fished that day, instead of wasting the day just connecting with somebody. …
Today Bangladesh has 150 million people. If you waste one day per month you’ll see millions of man-months wasted in not having some kind of connectivity.
… *** …
Adam Smith said specialisation leads productivity. But how would you specialise? If I’m a fisherman and farmer, Kevin is a fisherman and farmer, how am I going to suddenly become a fisherman and Kevin become a farmer? Not until we can connect with each other. Because we must first be able to depend on each other, to be able to rely on his goods and exchange with my goods. And in order to rely on each other, we must connect with each other. So if we are neighbours, of course we can depend on each other because we connect regularly. But then, the economy is very small – just based on small neighbourhoods.
So if you must expand your economy and specialise more, you must connect in some other way – through a highway, through a river, or perhaps, through a telephone wire.
But the key point is that you must be able to connect first in order to depend on each other, and then be able to specialise and advance the economy in general.
*** At this point – about 26 minutes into the talk – Quadir tells more of the story of the founding of Grameen phone, and his analysis that underpinned his business model. In summary, he used research produced by the International Telecommunications Union suggesting that the value of adding nodes to a network is higher for countries with lower GDP – he suggests a 25x return on investment on a new phone over ten years (in terms of contribution to GDP), even before accounting for the effect of Moore’s law, which multiplies this several times over .
I would be part of the entourage and we’d go to some public event… and there outside the event would be the usual protesters about one thing or another. And I’d find myself trying to get Jerry [Brown, Governor of California] in, and we’re all of us late, “Come on, let’s keep moving,” and then he’d see the protesters and he’d veer off and go over and talk to them.
And we’re rolling our eyes, but here’s how he’d talk to protesters: he’d go over to whoever it looked like was being a spokesman, maybe they had the loudhailer or something, and he’d say “Glad you’re here, what’s on your mind?”
And they would start to say their trip, and he would listen for a bit and he’d say, “I think I got it… let me see if I got it.” And then he would say back to them their stance, often better than they had stated it, and you’d see them just melt. Because the thing that they wanted to have happen was for him to be aware of their position, and to understand it, and he’d just shown that he’d done that.
And they had the further hope that since it was known that Jerry occasionally changed his mind and his policy on things, that not only had he heard their position, he might even adopt it at some point. And so he could always engage and diffuse opposition with the fact that he could be persuaded out of a position that he’d publicly taken.
He was not a good speaker, he was not a charismatic character for the longest time, basically an introvert in public life, and yet that characteristic as much as any other – he did a lot of policy, he was very bright and eventually a very capable politician – but that characteristic I think opened him up to a very successful political career.
We’re staying at a simple hotel in North Sulawesi.
The setting is idyllic.
Our hosts are unfailingly pleasant and helpful.
Good food is served three times a day, at regular times… plus or minus an hour.
Our room is cleaned… intermittently, and our bin emptied when we take it to reception ourselves.
We have lights, running water, and even air conditioning… until the power goes off around 7 a.m. each day, after which there’s intermittent generator power until the evening. There’s no coffeemaking or showering unless the power’s on.
All of these things are fine, and part of the fun – but for the first few days the uncertainty was inconvenient and uncomfortable.
Problems like this can be made to disappear with little effort, at no cost, and without changing anything. All it takes is communication and a bit of consistency:
“We serve breakfast at 7 a.m. daily. Lunch will be served between 12 and 1 p.m., depending on what time the dive boat gets back.”
“We will clean your room once every three days. If you need your bin emptied between times, please leave it at reception and collect it empty later in the day.”
“Because we’re on a small island, the power supply is unreliable after 7 a.m. A thermos of hot water will be available for making coffee, and we will run the generator during the heat of the day, from 11.30 a.m. to 3 p.m. for air conditioning. Mains power usually comes back on around 5 p.m.”
These could be shared with guests before booking, and again on arrival, so everyone knows what’s going on. No more questions to staff, no more confused or disgruntled guests.
Communicate clearly. Create the right expectations. Fulfill them. Everybody wins.
We decided to explore the garden before we ordered our food. The manager caught us just as we were starting down the path. He was apologetic:
“Excuse me… sorry… the food can take a long time to come at the restaurant – up to an hour after you order it. We suggest that you order first and then enjoy the garden while you wait.”
It was good advice. The food took about an hour to come, but the gardens were big and beautiful, so we had a good time waiting. And the food was worth the wait.
We were glad he caught us, too – with two young kids, it would have been one of those minor parenting catastrophes if we’d explored and then ordered and then had to wait.
I chatted to the manager later, and he explained that people often complained about this, but the thing was, their food was fresh, often picked-to-order, and cooked ‘homestyle’. Good food takes time.
The thing is, he didn’t need to apologise – he just needed to turn the slowness of the food slow from a flaw (and apparently one that he had to explain and apologise for to every guest) to a feature.
Not: “Sorry to inform you, but the food takes a long time to come here.”
Instead: “We serve slow food here. Good, wholesome, freshly picked food which takes time to prepare. If you prefer fast food, go to McDonald’s. Please order on arrival, and enjoy the gardens as you wait.”
Promote it on the website. Put up notices and point them out to people on arrival.
“This is what we do and how we do it, and why. You are welcome.”
Make the wait deliberate, part of the experience that everyone signs up to and enjoys, and you’ve turned slow service into selling point – an oasis of time to share with friends. You’ve made a restaurant that prepares you to enjoy your meal at the same time your meal is prepared for you.
You’ve turned a complaining guest into someone who’ll tell their friends about the fantastic time they had slowing down for an hour in your garden-oasis.
Whether we like it or not there’s always other stuff going on: we’re teaching what we think of our students, whether we value other people’s time or feelings, how we think we should speak to people, how a person might be in the world…
All the time – consciously or not, or both – teachers are sending messages about what it means to be at school, about what education is for, whether this stuff we’re learning is part of the thrill of a lifetime or a necessary chore.
We play a huge role in determining whether or not our students like school, and the qualities that we reward and emphasise – risk taking or obedience, creativity or following the script, delight or the humdrum, kindness or indifference or worse – shape our kids’ days and so – their futures.
As with so many things, what we do and how we do it speaks louder than what we say.
All the pieces are there, but it just. doesn’t. work.
We’ve all used badly put together tools, instruction manuals, software, doors. At best they’re slower and frustrate us. At worst, they cause us to lose out or harm us.
It’s the same with ideas. Whether we’re communicating simply to transfer knowledge or for emotional impact (your priorities may vary, but if you want to do either you really need to be doing both), the way they’re put together counts.
It’s the same with ideas: the way they’re put together counts. The structure of your ideas is crucial whether you’re communicating to transfer knowledge or to create an emotional impact, and really, if you’re serious about doing either you really need to be doing both.
Better? I think it’s a bit better. Must try harder.
So without further ado, here’s my Information Architecture
The introduction and first chapter that are included in the kindle sample are pretty compelling, but I can’t find an short quotation from it that doesn’t make it sounds boring, so I won’t.
Oh okay, I think this bit is cool:
[The] abundance and pervasiveness [of information] makes our lives better in many ways, but it also introduces new challenges. With so much information available in so many places, it can sometimes be difficult to cut through the noise to find the information you need and understand it once you have found it.
Information architecture (IA) is a design discipline that is focused on making information findable and understandable. Because of this, it is uniquely well suited to address these challenges. IA allows us to think about problems through two important perspectives: that information products and services are perceived by people as places made of information, and that these information environments can be organised for optimum findability and understandability.
It’s possible that I like this book because it makes me feel like I’m in the matrix.
Stumbled across it on Amazon just now. Middling reviews, but Floridi directs a lab and straddles multiple chairs at Oxford; has well appointed office; wears tweed and high cheekbones). Might be a good starting point?
HistoryofInformation.com is designed to help you follow the development of information and media, and attitudes about them, from the beginning of records to the near present. Containing annotated references to discoveries, developments of a social, scientific, or technological nature, as well as references to physical books, documents, artifacts, art works, and to websites and other digital media, it arranges, both chronologically and thematically, selected historical examples and selected recent developments of the methods used to record, distribute, exchange, organize, store, and searchinformation. The database allows you to approach the topics in a wide variety of ways.
Right, almost time to go – quit while you’re only five books behind and all that…