… there was a great Dilbert strip where the pony-haired boss says, “You know, I have a great idea for a startup. All I need is for, you know, somebody to actually, like, write the code and do all the work.” And Dilbert says, “The technical term for what you have is, ‘nothing’” … right? Right? [see it here]
… in my world, you actually see this a lot. You’ll see people say, like, “I have an idea, but it’s such a good idea, I can’t tell anybody about it, because they’ll steal my idea”. And at least in our world, like, literally it is, therefore, what you now have is nothing… There’s another great — I forget who said it, there’s another great line somebody said that — “If you have a really, really great idea, like, you can shout it to the rafters and like, still nobody’s gonna take it seriously.”
Like, the world is filled with ideas. Like, there is actually no idea shortage. And in fact, by the way, many people actually have the same ideas. And by the way, many of the ideas are actually reasonably obvious. Like, you know, the iPhone. We’re all carrying around these… Like, what a genius idea was the iPhone. Well, hey, how about a computer you can hold in your hand. Like, how about a computer that you don’t have to carry in a briefcase, you can hold in your hand. …“Star Trek,” freakin “Star Trek”! They had them on “Star Trek” in 1966. Like, yeah, I want a computer I can hold in my hand. Like, the idea alone didn’t get Steve Jobs anywhere. It was everything else that he did to make the idea a reality — and actually get it into people’s hands — that mattered.
Marc Andreessen on The Moment with Brian Koppelman
How tools spread
How do tools – ideas and understandings, practices, and real physical tools – get to the people who need them?
Some tools may only need to be seen to by copied and spread. A tool will spread if it is:
- Visible – people need to see it (or hear, or read about it)
- Beneficial – people need to see that the tool brings benefits too
- Acceptable – isn’t in some way taboo*
- Doable – simple enough to understand and apply
- Accessible – people can get hold of what they need to start using it
- Affordable – in terms of the physical, mental and emotional resources** and time needed to learn or use the tool
Further reading:
- Unleashing the Ideavirus*** – Seth Godin
- The Tipping Point – Malcolm Gladwell
*Taboos may prevent one or both of the first two from happening
**”Can I afford the social or emotional costs of using this tool? Is it worth it?”
***The copyright section of which reads as follows:
You have permission to post this, email this, print this and pass it along for free to anyone you like, as long as you make no changes or edits to its contents or digital format. In fact, I’d love it if you’d make lots and lots of copies. The right to bind this and sell it as a book, however, is strictly reserved.
You snooze you lose
… is a fact of life.
- It means if you’re not alert, you’ll miss out.
- It doesn’t mean that it’s okay to snatch something out of someone’s hand just because they’re not looking, or that we shouldn’t set something aside for someone who’s running late.
- It means that if you’re not in the game, you can’t score.
- It doesn’t mean that we all have to play the same game, or keep score in the same way (or at all), or that other people’s score should be important to you.
You snooze, you lose…
Except, of course, when a nap’s just what you need.
Deep literacy: Kevin Kelly on more than reading
… producing books with ease on Gutenberg’s press did not fully unleash text. Real literacy also required a long list of innovations and techniques that permitted ordinary readers and writers to manipulate text in ways that made it useful. For instance, quotation symbols make it simple to indicate where one has borrowed text from another writer. We don’t have a parallel notation in film yet, but we need one.
Once you have a large text document, you need a table of contents to find your way through it. That requires page numbers. Somebody invented them in the 13th century. Where is the equivalent in video?
Longer texts require an alphabetic index, devised by the Greeks and later developed for libraries of books. Someday soon with AI we’ll have a way to index the full content of a film.
Footnotes, invented in about the 12th century, allow tangential information to be displayed outside the linear argument of the main text. And that would be useful in video as well.
And bibliographic citations (invented in the 13th century) enable scholars and skeptics to systematically consult sources that influence or clarify the content. Imagine a video with citations. These days, of courses we have hyperlinks, which connect one piece of text to another, and tags, which categorise using a selected word or phrase for later viewing.
All these inventions (and more) permit any literate person to cut and paste ideas, annotate them with her own thoughts, link them to related ideas, search through vast libraries of work, browse subjects quickly, resequence texts, refind material, remix ideas, quote experts, and sample bits of beloved artists.
These tools, more than reading, are the foundations of literacy.
Work: generative
This is work that creates possibilities. It’s open ended, and while it might close some avenues down it generates even more new options, opportunities, connections and combinations.
Generative work includes:
- Reading widely and omnivorously
- Meeting new people
- Bringing groups of people together
- Taking the next step to make an idea real: write it down, scope it out, say the words, find (or make) the scene… **
- Going to a new place
- Doing a new thing – or an old thing in a new way
- Allowing space for thought, renewal, unexpected connections
- Anything that starts with a ‘what happens if I…’ (contact that author, try that app, say yes to that invitation, ask them if they can they can do something different, introduce a sense of play, deliberately model generosity, say these words, ask this question…)
We need to build generative activity into our lives and work – it enriches the ecosystem and expands the hinterland of everything else we do.
**This might end up in shutting the idea down of course… which creates space for a new generation.
Stan Lee (1922-2018) – What If?
Stan Lee was brilliant and prolific.
We know him for Spiderman, the X-men, the Avengers, the Fantastic Four, Black Panther… for being the driving force behind Marvel Comics, now a multi-billion dollar, multi-media juggernaut.
It’s less well known that he started in the comics industry in 1939, aged seventeen, as a general dogsbody, lunch-fetcher and inkwell filler at Timely Comics (which would eventually become Marvel).
Lee must have had something about him – he became editor at 19 – but here’s the thing: he slogged it out writing comics – westerns, crime stories, horror and superhero work – for twenty two years without really hitting the big time. They say he chose Stan Lee as a pen name because he was worried he’d be embarrassed by his work in comics if he ever wrote the Great American Novel.
By the early 60s Lee was fed up, and ready to quit. The Fantastic Four was a last throw of the dice on his wife’s suggestion that he try writing the comics he wanted to write. There was nothing to lose.
He was forty-one years old.
The rest is history.
What if Stan Lee had never written the fantastic four?
Some takeaways:
- Be a professional – show up and produce a body of work
- Don’t stop
- Marry well
Leadership: say the words
Boy: “Are we going to give something to help the people in Palu*?”
Me: “Good idea – how much do you want to give from your pocket money?”
Boy: “Hmm…”
Me: “You choose an amount, and we’ll add ten times that amount.”**
Boy: Names an amount a little over one week’s allowance
Me: “Done.”
And so at 6.30 this morning my eldest son went to school with his own donation, and 10x his own donation in an envelope to send to Palu.
If he hadn’t said anything, nothing would have happened. If I hadn’t said yes, and told him what I’d give if he went first, he might have found it harder to give. We made it easy for each other, and everyone won.
If you’re with the right people – people who share your values, people who are ready to be led – sometimes all it takes to make a change is to say the words.
Even if people might not share your values, and might not be ready, it’s often worth saying the words anyway, because they might come with you, or at least be more likely to come with you next time.
Do you want to lead? Say the words.
Want to see change happen? Be listening for the right words, and be ready to say yes.
* (see this article if you’re not sure what he was talking about)
** I knew roughly how much he had in his piggy bank
Do it now, and start small
Here’s a great case study in doing it now and starting small from Fast Company founder Alan Webber. It’s about how Muhammad Yunus founded Grameen Bank, and ended up helping millions of families to a more prosperous future. Weber Concludes:
Start small. Do what you can with something you care about so deeply that you simply can’t not do it. Stay focused, close to the ground, rooted in everyday reality. Trust your instincts and your eyes: do what needs doing any way you can, whether the experts agree or not. Put practice ahead of theory and results ahead of conventional wisdom.
Start small. If it works, keep doing it. If it doesn’t work, change what you’re doing until you find something that does work. Start small, start with whatever is close at hand, start with something you care deeply about. But as Muhammad Yunus told the KaosPilots, start.
Alan Webber, Rule #38 from his Rules of Thumb
Read the whole piece at TimFerris.com.
Build, measure, learn
This post is a leap from Rule 2 of bootstrapping the non-profit: Do it Now.
This is such a key idea, and so interesting and relevant to Do it Now, that I thought I’d do something about it like, write now.
The idea is that when you’re developing a new business or organisation, there is so much that you don’t know that planning has less value – it will inevitably change when you know more.
Because of this, your focus needs to be on trying things out, working with what you do know – and your best guesses – and testing them out in the real world.
So we get the lean startup cycle:
The relationship between this and Do it Now is that the fastest way make progress – even if it’s only progress in knowing what not to do – is to go through this cycle quickly. One of the best ways of increasing your cycle speed is to take action – now!
Counter-intuitively, the more uncertain a situation it is, the more useful this approach – and cycle speed – can be:
When a project can be approached with a high degree of certainty, the best activity is to plan. As we have high confidence that the plan is likely to succeed, the best strategy is to execute what we know will work well. The focus can therefore be on executing the plan and monitoring progress.
Open Classrooms: The Learn Startup
When a project carries a high degree of uncertainty, the best activity is to learn. As any plan would make too many assumptions that would be hard to justify. The best strategy is to increase the speed at which we learn until we have discovered which plan would work the best. The focus must be on learning and discovery and checking any assumptions that we have.
More from Mill
More from Mill on diversity (see Hybrids). It’s a longer quotation than usual, but it’s great.
In short: diversity and mixing allow new “good things, which did not before exist.” – hybrids.
It will not be denied by anybody, that originality is a valuable element in human affairs. There is always need of persons not only to discover new truths, and point out when what were once truths are true no longer, but also to commence new practices, and set the example of more enlightened conduct, and better taste and sense in human life. This cannot well be gainsaid by anybody who does not believe that the world has already attained perfection in all its ways and practices. It is true that this benefit is not capable of being rendered by everybody alike: there are but few persons, in comparison with the whole of mankind, whose experiments, if adopted by others, would be likely to be any improvement on established practice. But these few are the salt of the earth; without them, human life would become a stagnant pool. Not only is it they who introduce good things which did not before exist; it is they who keep the life in those which already existed. If there were nothing new to be done, would human intellect cease to be necessary? Would it be a reason why those who do the old things should forget why they are done, and do them like cattle, not like human beings? There is only too great a tendency in the best beliefs and practices to degenerate into the mechanical; and unless there were a succession of persons whose ever-recurring originality prevents the grounds of those beliefs and practices from becoming merely traditional, such dead matter would not resist the smallest shock from anything really alive, and there would be no reason why civilization should not die out, as in the Byzantine Empire. Persons of genius, it is true, are, and are always likely to be, a small minority; but in order to have them, it is necessary to preserve the soil in which they grow. Genius can only breathe freely in an atmosphere of freedom. Persons of genius are, ex vi termini, more individual than any other people–less capable, consequently, of fitting themselves, without hurtful compression, into any of the small number of moulds which society provides in order to save its members the trouble of forming their own character. If from timidity they consent to be forced into one of these moulds, and to let all that part of themselves which cannot expand under the pressure remain unexpanded, society will be little the better for their genius. If they are of a strong character, and break their fetters they become a mark for the society which has not succeeded in reducing them to common-place, to point at with solemn warning as “wild,” “erratic,” and the like; much as if one should complain of the Niagara river for not flowing smoothly between its banks like a Dutch canal.
John Stuart Mill, On Liberty, chapter 3.