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Whose Values Will Drive Our Future?

March 17, 2019 By David Griesing Leave a Comment

When people decide what is most important to them—and bother to champion it in conversation, in voting, in how they act everyday—they are helping to build the future.

It’s not just making noise, but that’s part of it. For years, when Emily was in grade school, the argument for an all-girl education was that the boys dominated the classroom with their antics and opinions while the girls were ignored or drowned out. Those making the most noise hog the attention, at least at first.

Later on, it’s about the quality of your opinions and the actions that back them up. Power and money in the commons of public life is not synonymous with good commitments or actions, but it does purchase a position with facts and experts and a platform to share it that can hold its own (if not prevail) in the wider debate over what the future will be like and what its trade-offs will cost. Not unlike the over-powered girls in grade school, it takes courage to stand up against what the best-organized, best-financed and most dominant corporate players want.

Part of the problem with these companies today is that many of them are nurturing, so that they can also cater to, lower-level priorities that we all have. For example, we all want convenience in our daily lives and to embrace a certain amount of distraction. The future that some companies want to deliver to us aims at catering to these (as opposed to other) priorities in the most efficient and profitable manner. For example:

-companies like Amazon profit by providing all the convenience you could ever want as a shopper, or

-when when your aim is relief from boredom or stress, social media, on-line games and search engines like Google provide wonderlands of distraction to lose yourself in.

Moreover, with the behavioral data these companies are harvesting from you whenever you’re on their platforms, they’ll hook you with even greater conveniences, forms of escapism and more stuff to buy in the future. Their priorities of efficiency and profit almost perfectly dovetail with ours for convenience and distraction.

This convenient and distracted future—along with a human yearning for something more—is captured with dazzling visuals and melancholy humor in Wall-E, a 10-year old movie from Pixar. (It’s worth every minute for a first or second view of a little trash robot named Wall-E’s bid to save the human race from itself.) In its futuristic world, the round-as-donuts humans who have fled the planet they’ve soiled spend their days on a We’ve-Thought-of-Everything cruise ship that’s floating through space. Except, as it turns out, the ship’s operators aren’t providing everything their passengers want and need, or want and need even more, like a thriving planet to call home.

Wall-E’s brilliance doesn’t come from an either/or future, but from a place where more important priorities are gradually acknowledged and acted upon too. It’s deciding to have more of some things and somewhat less of others. Back in the real world, that change in priorities might involve diverting some of our national resources away from economic efficiency and profit to support thriving families and communities (January 27, 2019 newsletter). Or, as in Wall-E’s case, using fewer of our shared resources for convenience and distraction and more for restoring an environment that can sustain our humanity in deeper ways.

On the other hand, as anyone who has tried it knows: it can be hard to find enough courage to stand up to those who are dominating (while they’re also subverting) the entire conversation about what we should want most. It’s our admiration for Wall-E’s kind of courage that makes Toronto’s citizens so inspiring today. Why these northern neighbors?  Because they are trying through their actions to meet a primary shared objective—which is to build a sustainable urban environment that protects its natural resources—without losing sight of other priorities like efficiency, convenience and strengthening the bonds of family and community in their city.

And as if that weren’t enough, there is another wrinkle to the boldness that Torontonians are currently demonstrating. The City is partnering with tech giant Google on a key piece of data-driven redevelopment. As we admire them from afar, maybe we can also learn some lessons about how to test-drive a carbon-free future while helping that future to evolve with data we provide as we live and work. This fascinating and hopeful city is raising the kinds of questions that can only be asked when a place has the courage to stop talking about its convictions and start acting on them.

I was walking in lower Manhattan this week when I caught the sign above, encouraging me to bring my hand in for a palm reading.

I knew the fortuneteller wouldn’t find my future there, but she was probably right about one thing. Your prior experience is etched in the lines on your hands and your face. But as to where these lines will take you next, the story that Toronto is writing today is likely to provide better guidance than she will—and more information about the priorities to be weighed and measured along the way. 

1.         A Carbon-Free Future

Toronto has initiated two experiments, one is to gradually reduce its carbon footprint to nothing and the other is to build a community from the ground up with the help of data from its new residents. Both experiments are in the early stages, but they provide tantalizing glimpses into the places where we all might be living and working if we commit to the same priorities as Toronto.
 
When I’ve visited this City, it always seemed futuristic to me but not because of its built environment. Instead, it was its remarkably diverse population drawn in large numbers from every corner of the globe. Only later did I learn that over half of Toronto’s population is foreign-born, giving the place a remarkable sense of optimism and new beginnings.
 
Declaring its intention to radically reduce its use of fossil fuels, Toronto has taken a long stretch of King Street, one of the City’s busiest commercial and recreational boulevards, and implemented a multi-faceted plan that bans most private traffic, upgrades the existing streetcar system, concentrates new residential and commercial space along its corridor, and utilizes these densities and proximities to encourage both walking and public transportation for work, school, shopping and play.
 
In contrast to a suburban sprawl of large homes and distant amenities that require driving, Toronto’s urbanized alternative offers smaller living spaces, more contact with other members of the community, far less fuel consumption, and reclaimed spaces for public use that were once devoted to parking or driving. One hope is that people will feel less isolated and lonely as proximity has them bumping into one another more regularly. Another is that residents and workers visiting daily will become more engaged in public life because they’ll need to cooperate in order to share its more concentrated spaces.
 
Toronto’s King Street experiment envisions a time when all of its streets will be “pedestrianized.” There will still be cars, but fewer will be in private hands and those that remain will be rented as needed—anticipating the rise of on-call autonomous vehicles. Streets and roads will also remain, but they will increasingly be paid for by those who use them most, further reducing the need for underutilized roadways and freeing up space for other uses like parks and recreational corridors.
 
Toronto’s experiment in urban living also promotes a “sharing economy,” with prices for nearly everything reduced when the cost is shared with others. Academics like Daniel Hoornweg at the University of Ontario’s Institute of Technology have been particularly interested in using reduced prices to drive the necessary changes. It’s “sharing rides, sharing tools, sharing somebody to look after your dog when you’re not there,” says Hoornweg. Eventually, the sharing economy that started with Uber and Airbnb will become almost second nature as it becomes more affordable and residents exchange their needs to own big homes and cars for other priorities like a sustainable environment, greater access to nature within an urban area, and more engagement over shared pursuits with their neighbors. 
 
For a spirited discussion about Toronto’s King Street experiment that includes some of its strongest boosters, you can listen here to an NPR-Morning Edition segment that was broadcast earlier this week.

2.         Toronto’s Quayside Re-Development

Much like in Philadelphia where I’m writing this post, some of Toronto’s most desireable waterfront areas have been isolated from the rest of its urban center by a multi-lane highway. In response, Toronto has set aside a particularly lifeless area “of rock-strewn parking lots and heaps of construction materials” that’s spread over a dozen acres for the development of another urban experiment, this time in partnership with a “smart-cities” Google affiliate called Sidewalk Labs. In October, a coalition of the City, Ontario and Canadian governments contracted with Sidewalk to produce a $50 million design for a part of town that’s been renamed Quayside, or what Sidewalk calls “the world’s first neighborhood built from the internet up”—a sensor-enabled, highly wired environment that promises to run itself.

According to a recent article in Politico (that you can also listen to), Quayside will be “a feedback-rich” smart city “whose constant data flow [will] let it optimize services constantly” because it is “not only woven through with sensors and Wi-Fi, but [also] shaped around waves of innovation still to come, like self-driving cars.” For example, in keeping with Toronto’s other pay-as-you-go priorities, one of Quayside’s features will be “pay-as-you-throw” garbage chutes that automatically separate out recyclables and charge households for their waste output.

Here are a couple of views of the future development, including tags on some of the promised innovations.

The new Quayside neighborhood in Toronto

A truly smart city runs on data that is generated from its inhabitants and behaviorally informed algorithms instead of on decisions that are made by Sidewalk’s managers or public officials. Not surprisingly, this raises a series of legal and quality of life questions. 

On the legal side, those questions include: who owns the data produced by Sidewalk’s sensors and WiFi monitors; who controls the use of that data after it’s been generated; and whose laws apply when conflicts arise?  On the issue of data privacy (and other potential legal differences), the Politico article notes that there are:

few better places to have this conversation than Canada, a Western democracy that takes seriously debates over informational privacy and data ownership—and is known for managing to stay polite while discussing even hot-button civic issues.

Moreover, because Canadians view personal privacy as a fundamental human right instead of one that can be readily traded for a “free” Gmail account or access to Google’s search engine, Sidewalk has already stipulated that data collected in Quayside will never be used to sell targeted advertising. 
 
Undesirable human impacts from machine decision-making have also been raised, and Sidewalk is hoping to minimize these impacts by asking the City’s residents in advance for their own visions and concerns about Quayside. A year of consultations is already informing the initial plan. 
 
Longer term, urbanists like Arielle Arieff worry about “the gap between what data can and cannot do” when running a neighborhood.  Part of the beauty of city living is the connections that develop “organically”–chance occurrences and random encounters that a database would never anticipate. Arieff says: “They really do believe in their heart and soul that it’s all algorithmically controllable, but it’s not.”  As if to confirm her suspicions, Sidewalk’s lead manager seems equally convinced that today’s technology can “optimize everyone’s needs in a more rational way.” 
 
Given the expertise and perspective Toronto will be gaining from its King Street experiment and its citizens’ sensitivity to human concerns (like privacy) over efficiency concerns (like convenience), there is room for optimism that the City will strike a livable balance with its high tech partner. Moreover, Sidewalk Labs has a significant incentive to get it right in Quayside. There is an adjacent and currently available 800-acre lot known as Port Lands, “a swath of problem space big enough to become home to a dozen new neighborhoods in a growing metropolis.”
 
To me, Toronto’s Quayside experiment seems to have little downside, with more serious issues arising in Sidewalk’s future smart city projects. Sidewalk may not be selling its Toronto data to advertisers, but it will be vastly more knowledgeable than other cities that lack either the rich pools of behavioral data it has accumulated in Toronto or the in-house expertise to interpret it. Among other things, this creates a power imbalance between a well-funded private contractor and underfunded cities that lack the knowledge to understand what they stand to gain or to forge a working partnership they can actually benefit from. Simone Brody, who runs the Bloomberg Philanthropies’ “What Works Cities” project, says: “When it comes to future negotiations, its frightening that Google will have the data and [other] cities won’t.”
 
But these are longer-range concerns, and there is reason today for cautious optimism that American regulators (for example) will eventually begin to treat powerful tech companies that are amassing and utilizing public data more like “utilities” that must serve the public as well as their own profit-driven interests. That kind of intervention could help to level the public-private playing field, but it’s also a discussion for another day. 
 
In the meantime, Toronto’s boldness in experimenting its way to a future that champions its priorities through the latest innovations is truly inspiring. The cities and towns where the rest of us live and work have much to learn from Toronto’s willingness to claim the future it wants by the seat of its pants.  

This post was adapted from my March 17, 2019 newsletter.

Filed Under: *All Posts, Being Part of Something Bigger than Yourself, Building Your Values into Your Work, Continuous Learning, Entrepreneurship, Heroes & Other Role Models Tagged With: boldness, civic leadership, courage, experimentation, innovation, King Street experiment, priorities, problem solving, Quayside, seizing the future, Sidewalk Labs, smart cities, Toronto, vision, work life rewards

Writing Your Thinking Down Enables High Level Problem-Solving

February 10, 2019 By David Griesing Leave a Comment

Gathering your thoughts, working them out on a page, and sharing that page with others is the spur for high level, creative problem-solving and the best (most productive) conversations. Instead of “winging it” by making up what you think, want and propose as you go along, the discipline of writing your thinking down first makes a remarkable difference.
 
It’s more than laziness that gets in the way of our doing so, although laziness and the smug belief that our wits will be enough is certainly a part of it. There is, after all, a long tradition of not thinking too much “while going with what we believe and feel” in American culture. The great historian Richard Hofstadter wrote AntiIntellectualism in America in 1964, and others like Susan Jacoby in The Age of American Unreason (2008) have picked up the thread more recently. Anyone viewing the political maelstrom today can see a ton of beliefs and emotions for every ounce of careful thinking. 
 
So our reluctance to think through the issues beforehand is nothing new. And our suspicion of “intellectuals” who actually do helps us to confirm our general unwillingness to read about, consider, write down our thoughts, learn how to dissent from others’ thinking, and really converse with one another. There are several contributors to this reluctance, and I guess I’m working my way back through the list, having already discussed the emotional bars to political conversation (or how “The Danger of Absolute Thinking is Absolutely Clear”) and the generative quality of dissent (about Charlan Nemeth’s book In Defense of Troublemakers) on this page.  
 
So what does writing down our thoughts before sharing them with others have to do with living and working? As it turns out, quite a lot.
 
As a group, Americans clearly don’t believe that the act of thinking (for itself) is as great as all those intellectuals keep telling them it is. As a people, our reaction is kind of: show me what’s so good about it and then I might try thinking-about-it-more if I’m convinced that it might actually be useful. 
 
Among other things, this skepticism was the subject of another recent post  about Robert Kaplan and his Earning the Rockies. Kaplan notes that Americans “washed” all the philosophizing that had trailed them from Europe in their vast frontier, reducing that thinking and ideology into something that they could actually use to build a new way of life. “Show me how all of these ideas can help me to solve the problems I face everyday, and then, maybe I’ll take them seriously.”  It’s no mistake that Missouri, the gateway to the American frontier, is also called the Show-Me State.  
 
What Americans found on the frontier (and translated into a national way of life) was that ideas are useful when they help us to improve our hard-working lives and, in particular, to make more money while we’re at it. I suspect that this makes us unique as a country and a people. Unlike the intellectual elites of Europe who argue ideas, our favorite “intellectuals” are of the practical variety. They show us how to live and work better (entrepreneurs like Steve Jobs and Elon Musk) and to make more money while doing so (Warren Buffett and Vanguard’s Jack Bogle).   
 
Which is where Jeff Bezos comes in.
 
In a week that saw him fighting with the National Enquirer about nude pictures that he exchanged with his mistress—more on that later—we also know Bezos as the founder of Amazon, which has become one of the largest companies in the world and made him the world’s richest man in only 20 years. Like Jobs, Musk, Buffett and Bogle, there has been a great deal of intellectual rigor, with highly practical outcomes, behind Bezos’ and Amazon’s remarkable success. 
 
While I’ve been talking for months about Amazon’s anti-competitive and job-killing behaviors, it also seems fitting to recognize one of the insights that Bezos has used to drive Amazon’s dominance–and how you might profit from it too.  All that is necessary is overcoming the laziness of easy answers and some of our native suspicions about thinking too much.

1.            On Writing Your Thinking Down Before You Share It

To build one of the largest companies in the world in two decades took several really good ideas, and even more importantly, several really good ways to turn those ideas into solutions for the legion of problems that every new company faces.  Many of those solution-generating approaches were applied by Bezos, and one of them, in particular, has been a key to Amazon’s supremacy as an on-line retailer and to its leadership in related industries, like cloud-based data solutions. 
 
In his excellent 2-5-19 post on what he calls Bezos’ “writing management strategy,”  Ben Bashaw gathered the underlying documentation and made several of the observations that I’ll be paraphrasing below. He starts off by noting:

There’s probably no technology company that values the written word and produces written output quite as much as Amazon….
 
Bezos is Amazon’s chief writing evangelist, and his advocacy for the art of long-form writing as a motivational tool and idea-generation technique has been ordering how people think and work at Amazon for the last two decades—most importantly, in how the company creates new ideas, how it shares them, and how it gets support for them from the wider world.

(How, how, how instead of why, why, why are questions that practical intellectuals ask.)
 
As a manager, Bezos grew impatient with meetings as brainstorming sessions early on. He came to appreciate what the behavioral research tends to prove: that individuals are better at coming up with new ideas on their own, while groups are better at recognizing the best ones and deciding how to implement them.

But he also appreciated that for groups to engage quickly, a new idea needed to be delivered “in high resolution detail” by the individual who had come up with it. The insight led to a June, 2004 email that banned the use of powerpoint presentations at Amazon and insisted that people with ideas tee-up the meetings that would receive them with tight, well-structured and reasoned narrative texts.

The reason writing a good 4 page memo is harder than ‘writing’ a 20 page powerpoint is because the narrative structure of a good memo forces better thought and better understanding of what’s more important than what, and how things are related. Powerpoint-style presentations somehow give permission to gloss over ideas, flatten out any sense of relative importance, and ignore the interconnectedness of ideas.

Bezos banned powerpoint presentations company-wide because he knew that to generate new ideas consistently, a business needs better processes it can repeat every time. He was also convinced that writing your ideas down clarifies your thinking about them and improves the chance that your ideas will be good ones because you’ve thought nearly everything through beforehand.

When composing a detailed narrative, logical inconsistencies are no longer hidden but acknowledged and (if possible) addressed. To set up “a deep debate of the idea’s costs and merits,” these 4 pages are designed to be “a full logical argument” by the idea’s sponsor that includes a narrative about the issue; how others have attempted to address it before; how the sponsor’s approach differs; the advantage of the new idea to the company; a defense to potential objections; and attachments that include the relevant data. In other words, in drafting the memo, the idea’s sponsor has considered it from every angle he or she can think of before it’s presented.  
 
A link that Bashaw includes in his post references first-hand group responses at Amazon after the sponsor provided his or her written narrative. Discussion is “very focused” around the proposal; meeting participants are “incredibly sharp” and “you can expect the meeting to be among the most difficult and intellectually challenging that you will ever attend”; “data is king” and had better be well-researched and assembled; and how Bezos would “consistently surprise” the idea’s sponsor with at least one question about “the big picture” that the sponsor had never considered before. No more rambling brainstorming meetings where powerpoints create the illusion of depth but fail to engage the participants productively. It is one practical reason why Amazon has grown as quickly and boldly as it has.
 
What may be most interesting here is how drafting a tightly written narrative that contains your full logical argument can stimulate engagement with groups and others that you need to engage on any issue that is truly important to your life and work. It is taking a full stand about something, declaring yourself in a way that immediately invites respect and collaboration. It is a demonstration that you’ve thought about everything you can think of already—including what these others stand to gain—on whatever issue you are raising.  The work that you’ve put behind it makes you an immediately credible partner to explore the next steps.   
 
In an aside to this basic wisdom, it’s hardly surprising that Bezos used his customary approach to narrative writing when he accused the National Enquirer of blackmail this week. The Enquirer threatened to publish nude pictures that Bezos took of himself during an extramarital affair if he refused to abandon prior legal claims that he had against the gossip page. (If you have not read Bezos’ refusal to bow to these threats because–as it turns out–he was willing to publish the photos himself, here is the link to “No Thank You, Mr. Pecker”.)
 
What I found interesting enough to share with you was the following: (1) how many other people, both in and outside business circles, take Bezos’ writing seriously and (2) how one subsequent commentator actually provided a tongue-in-cheek critique of his “think of everything” writing style a couple of days ago. Jenni Avinns, a writer for Quartz business news, led off with the observation that Bezos’ post “clocked in at fewer than 1500 words” or, by my calculation, the four pages that launch all good ideas at Amazon. Then she gave some additional observations on how Bezos writes down his thinking, including his willingness to:

Embrace the poetry
If pictures of your penis are at the center of the confrontation and the person threatening you is David Pecker, don’t shy away. (Even if your blue-chip private security consultant is de Becker and it rhymes.) Put that Pecker right in the headline. Put a “Mr.” in front of it to emphasize the indignity: “No thank you, Mr. Pecker.” …

Make up Words
If the English language isn’t complex enough to provide the word you need to describe how your ownership of a national media outlet complicates your dealings with other powerful people [including the President], make one up. “My ownership of the Washington Post is a complexifier for me.” People will know what you mean, and even appreciate that you didn’t permit a tedious copyeditor to question you, though you clearly employ some.

Make fun of their words with “scare quotes” and repetition
“Several days ago, an AMI leader advised us that Mr. Pecker is ‘apoplectic’ about our [i.e. the Post’s] investigation” of his company’s relationship with the Saudi government, wrote Bezos. Apoplectic is a strong word, and honestly makes this person sound kind of hysterical and unhinged. If someone says they’re apoplectic, turn it around and say it again, like it’s a medical condition: “A few days after hearing about Mr. Pecker’s apoplexy, we were approached, verbally at first, with an offer. “ …
 
Just [provide] the facts: I’m Jeff Bezos, and you’re not
If someone attempts to question your business acumen, school them:“ I founded Amazon in my garage 24 years ago, and drove all the packages to the post office myself. Today, Amazon employs more than 600,000 people, just finished its most profitable year ever, even while investing heavily in new initiatives, and it’s usually somewhere between the #1 and #5 most valuable company in the world.”
 
But act relatable
… “If in my position I can’t stand up to this kind of extortion, how many people can?”

Once again, great narrative writing skills always translate when you are trying to solve important problems at work or in private life. Unfortunately,  they can rarely explain away incomprehensibly poor personal judgments. Perhaps it’s no accident that the last time I imagined pictures like this, they were taken by somebody who was (improbably and poetically) named Mr. Anthony Weiner. 
 
On the other hand, and practically speaking once again, whether his post succeeds in solving Mr. Bezos’ immediate problem with the Enquirer is something I guess we’ll all just have to wait and see.

An Image of How Tight Narrative Writing with High Resolution Details Might Actually Look

 

2. How I’ve Used This Kind of Narrative Writing Recently 

An important problem ahead of me is attracting interest in my first book.

I want to make sure that its disparate parts (arguments, short stories, etc.) hang together; that they reinforce one another nicely and enhance the freshness of my thesis; that likely questions about the approach I’ve taken are asked and answered by me; and that the benefits to readers in my approach are clearly in mind throughout. 

Moreover, these problems are closely related to another one, because what will attract a publisher most is a well-considered and organized book with fresh ideas that meets readers’ needs to take more satisfaction from their work.

These are precisely the kinds of problems that “tight narrative writing with high resolution detail” can package for everyone who faces me down the line, including agents, publishers, retailers (like Amazon) and, of course, the readers themselves. In other words, it’s not just about your book but how you tell the stories that need to be told to others about it.

For the past several months, I’ve been working on the written materials that serve up my book to everyone outside of my book writing process. Without handing out the book itself and expecting people to read it, these are the shorthand essentials: descriptions of key concepts and how they operate, along with demonstrations of my ability to persuade with an argument, tell a good story and understand who might be interested in them. In other words: tight narrative writing with high resolution detail. 

Quite frankly, it has been a lot of work, but its almost done. I’ve been amazed by the foundation it has provided to promote my book and how much the book itself has changed (and improved) from my efforts to capture it in its own narrative. 

I had also taken this approach before I learned that Jeff Bezos had been taking it at Amazon too. It’s a great idea that’s long been out there waiting to be picked up and put to good use. But best of all, anyone can take the same approach to face a challenging and skeptical world with a maximum of confidence when trying to solve an important problem.

 

This post was adapted from my February 10, 2019 newsletter

Filed Under: *All Posts, Continuous Learning, Daily Preparation, Introducing Yourself & Your Work Tagged With: American frontier, anti-intellectual, Jeff Bezos, knowing your problem, narrative, practical, presenting your idea, problem solving, show me, storytelling, useful, writing, writing your thinking down

The Glimpse of a Better World on a Snow Day

February 16, 2014 By David Griesing Leave a Comment

Snow. Snow. More snow.

Disasters can bring out the best in people, but our wintry circumstances here in The City That Loves You Back have not gotten that bad yet.

We’ve not had that much snow in Philadelphia.

But while “record-breaking” exaggerates our hardship, there have certainly been kindnesses and conversations that would not have occurred without our almost daily 3, 6 or 12 inches. Unfortunately, glimmers of community are less apparent than the impatience and irritability that have begun to feel like a tantrum.

It’s probably been more encouraging in pockets where snowy conditions produced clearer disasters. For example, where a cohort of drivers, thrown together by chance and icy roads, responds to their shared misfortune by helping one another, sharing their water, groceries and first aid kits, and finding a laugh in what they could not change.

Did the drivers in all those cars and trucks below just sit tight and assume the authorities would come and straighten everything out?  How long do you think it took them to turn to one another for a helping hand and camaraderie during the slow sorting out?

crash 634x423
100 Vehicle Pile-up on PA Turnpike near Philadelphia on February 14

 

In A Paradise Built in Hell: the Extraordinary Communities That Arise in Disaster, Rebecca Solnit looked into natural and man-made catastrophes like the San Francisco earthquake and fire of 1906, 9/11, and Hurricane Katrina and found remarkable evidence of community re-building by victims from every station in life. Her argument is that “in the suspension of the usual order and the failure of most systems, we are free to live and act another way.” People rise to the occasion and become more generous, more enterprising and (paradoxically) more light-hearted than they were before.

For example, Solnit recounts dozens of individual stories after the 9/11 attacks, including that of Tobin James Mueller, who starts a single table donut dispensary for aid workers that expands dramatically into a way station for hundreds of firemen and ambulance workers on Pier 59 over the ensuing days.

Everyone here was rejected by the city’s official [emergency relief] sites.  I accept anyone who wants to help and anything anyone wants to donate. We find a place for everything and everyone.  A hopeful would-be volunteer comes up to me and asks if there is anything she can do.  I give her a task, and that’s the last direction I need to give. Each volunteer becomes a self-motivated powerhouse who does whatever it takes to get the job done. Then they find a hundred more jobs to do.  There is so much to do.  It’s so much fun to participate in.  I forget to sleep.  Many of my volunteers have been working for over 36 hours.  It is difficult to bring oneself to go back home.  The thought of closing my eyes makes me tremble.

The people Solnit celebrates in A Paradise Build in Hell are not “nasty and brutish and short” and in need of managing by official society. Overwhelmingly, they are people who know perfectly well how to act when the social order has ground to a halt and they are free to rely on their resourcefulness and shared humanity.

Time and again, in post-disaster zones, she finds that it is representatives of the broken social order (such as the police and the military) who resort to violence because of their erroneous assumption that victims will quickly devolve into savages once society’s “safeguards” are removed. Solnit’s message throughout is that nothing could be farther from the truth. In philosopher William James’ observation during the aftermath of the San Francisco earthquake: “energies slumbering” are awakened, and suffering and loss are transformed when they become shared experiences.

On this snow day, the questions are really quite simple.

-Why can’t problem solving in our everyday communities be more satisfying, resourceful, engaged and light-hearted, so that “disasters can just be disasters” and not the random opportunities for liberation that they are today?

-Why don’t our fleeting experiences of a better world after disaster give us the confidence to come together and build a more humane society?

-Why didn’t the solidarity so many of us experienced after 9/11, Hurricane Sandy, the terrorism at the Boston Marathon or the massacre of first graders in Newtown have a more permanent half-life?

-Why do we revert so readily to fear instead of to trust?

It is the middle of February. There hasn’t been enough snow in Philadelphia yet.

But we still have a few weeks left.

Filed Under: *All Posts, Being Part of Something Bigger than Yourself, Work & Life Rewards Tagged With: collaboration, community, disaster, fear, paradise, problem solving, trust, utopia

Thinking With Your Hands

November 10, 2013 By David Griesing 3 Comments

Drawing reduces what you’re seeing to its essentials.

It can be what you’re looking at, or what your mind’s eye is trying to visualize. Putting what you’re seeing down on the page may be like photography (aiming at accuracy) or like poetry (capturing the feeling of the moment).

Drawing has a different objective when you’re trying to “think though” a problem. Then it can be a tool for arriving at place that’s totally new.

LEONARDO DA VINCI-THINKING ABOUT FLYING

Drawing is essentially shorthand. It has been described as low vs. high definition. Drawing generalizes and leaves the specifics until later, that is, until you’ve gotten the basics right—which is usually the hard part of creative thinking.

To draw is often a solitary act, between your thoughts, your eyes, and your hands, holding the paper while you’re making marks on it. Drawing yields its best rewards when it’s like this, a low instead of high tech endeavor. A screen or tablet introduces complexity, requiring the manipulation of software, a mouse or stylus. Hand drawing is at its simplest & more direct when it’s just you, a pencil and a piece of paper.

(Of course, this kind of drawing also gives you the singular satisfaction of crumpling up your mistakes, and hurling them away before starting over again. Nothing you can do on a screen lets you start over with that kind of flourish!)

The directness & simplicity of sketching out your ideas has additional power as a vehicle for collaboration. Its shorthand often suggests different ways of completing what you’ve jotted down. Your specifics don’t get in the way, inviting other people into your thought process to modify the essentials.

Drawing your ideas on a whiteboard (instead of a piece of paper) may be the optimal way to invite others into the creative process. In fact, as a tool for innovation the whiteboard is hard to beat. One technology reporter, Farhad Manjoo, has noted their ubiquity in our so-called “cradle of innovation,” Silicon Valley.

Whiteboards reward bigness: Because you’ve got to draw objects large enough for everyone to see, and because dry-erase markers are too fat to allow you to write too much text, the whiteboard encourages thinking about the highest levels of an idea, and it discourages getting lost in details.

In a recent video interview, Manjoo elaborates on the role that the whiteboard plays, even at companies whose business is preserving your handwritten notes and drawings on-line, such as Evernote.

Some of our earliest tool-based memories are often of drawing with crayons in a coloring book or with a piece of chalk on a blackboard. These competencies, repeated over & over again as children, created neural pathways (see Daniel Coyle in The Talent Code) as we first learned how to visualize our thoughts. When you pick up a pencil or marker and start to draw out your thoughts, you are tapping into a basic aptitude that is, in a sense, “hardwired” into almost all of us.

I was reminded of the power that drawing can unleash in all creative activities while reading a recent post by Laura Busche. Wanting to know why the act of sketching her ideas has such a powerful impact on her design work, Busche reviewed the work of neuroscientists, psychologists and others who have explored the possible connections. A couple of these findings bear repeating for those of us—everyone really—who struggles to “open up” their thinking and unlock their imaginations every day.

It may seem obvious, but incorporating drawing early on in your problem solving will have the greatest impact. When you’re inviting others to think through the problem you’ve drawn, creative beginnings may be enhanced even further when key limitations (like a product’s dimensions, or a service’s current cost) are specified. Then, like a thought balloon, the visualizations you’re sketching out are tethered to earth by one or two basic presumptions.

Another key take-away is that drawing your way to new possibilities improves with practice. Busche is particularly eloquent on this point.

What happens when you continually draw and connect symbols as you sketch? What happens when your brain tries to recall shapes that are appropriate to the idea you are trying to externalize? It isn’t hard to see that the better you become at translating imagery from your mind to paper, the more visual resources you will have to draw on and the easier it will be to retrieve them in the future. . . Hand-sketching forces you to access and cultivate a unique visual library in your mind.

Modern life is increasingly automated. Aside from dexterity on a keyboard or touchpad, our cultivation of manual skills (beyond eating, cleaning, driving and maybe playing a sport) is limited.  We look at things or listen to them, often passively, instead of changing them or making them.

Our hands can help us to transform old thoughts into new ones. We know how to use them. They’re right in front of you, waiting to be used.

It may be time to start drawing again.

Filed Under: *All Posts, Continuous Learning, Daily Preparation, Entrepreneurship, Work & Life Rewards Tagged With: collaboration, innovation, open source, problem solving, visualization

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David Griesing (@worklifeward) writes from Philadelphia.

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