Going to Abilene and the Wizard of Oz
"We're off to seethe Wizard! The wonderful Wizard of Oz!"
The Wizard of Oz is one of the most enduring, and endearing, of the modem children's stories. But is it really a children's story? It is, but it's not limited to that function.
I have seen the Wizard of Oz movie on TV more times than I can remember, watching it each year, when it was repeated, with my children. Each time I enjoyed it. And even though my children are now grown, I relish an excuse to watch it again with my grandchildren. Adults are not supposed to enjoy fairy tales like that, you see. So, we need an excuse, like children or grandchildren.
I believe that the Wizard of Oz succeeds because it achieves some things on three levels. First, obviously it is well crafted. The acting, characterization, singing, and dancing are all good. It even makes dramatic use of the then relatively new technology, color, by starting the movie in black and white, then switching to color when Dorothy arrives at Oz.
Characterizations, performance, photography, special effects, and music all come together for an entertainment experience, excellent for its time. And, like all other excellence it transcends time.
On the second level, it's a moral story. Home is really wonderful although the grass looks greener elsewhere. Your problems are at least your problems at home and manageable. You have it within yourself to be happy. It's always there and you hold the key. No one but you has the key or the door. You must open it yourself. Everyone has courage. The only difference is, some have been recognized for their courage. You have a brain. It's just that some have a diploma. Everyone has a heart. All you have to do is care to activate it. In other words, you are what you are.
On the third, and deepest level, it's an allegory about the gold standard for currency. The yellow brick road (gold) leads to the emerald city (paper money) in the land of Oz (ounces). Dorothy comes from Kansas and represents middle America's "everyman." The Strawman who has no brains represents the farmers who in the eyes of the author, Frank Baum, aren't able to analyze the effects of change of the gold standard.
The Tinman who has no heart is American industry which is technology-driven and has no concern for people. The Cowardly Lion is the politicians who talk big but who are afraid to fight. The Wizard of Oz is the person behind the whole facade, who literally is pulling the strings and turning the knobs to control the illusion of stability and power. Drugged by the narcotic of the good life, represented by the poppy field, Dorothy almost doesn't make it to the Emerald City. She and her band are awakened by cold reality, the snow, just in time and successfully complete their journey. The Land of Oz is populated by Munchkins, the little people or the silent majority. The good and wicked witches represent the author's perception of which section of the country is beneficial or harmful.
When the troupe arrives at the Emerald City, they are denied access to the Wizard. They take risks and defeat the wicked witch; only then do they find that the Wizard is a sham. Exposed by the dog, Toto, (a tot?) who child like, not having been trained to be awed by the trappings, gets right to the heart of the matter. Only then do they realize they have had the power within themselves all the time to make change and grow. The Wizard is truly wise, but his image has prohibited him from acting as he was capable. It is the nature of human culture, as we entrust more and more power to a position or individual, to accompany that power with an image and protocol that isolates the person from the people. The more power, the more isolation, and the harder it is to lead.
The Wizard of Oz is not just a simple story, but a complex narrative on three levels. It's the depth of the story with the excellence of its articulation that creates an almost timeless classic. I believe the same is true of all great literature and movies. Look at the latest super popular movies. You'll find that they too operate on several levels. And pleasure results when there is harmony in the communication.
Charles Smiley described a different kind of journey in his story - The Abilene Paradox (Managing Agreement: The Abilene Paradox, Charles W Smiley, Community Development Journal, Vol. 17, #1, 1982).
It was July in Coleman, Texas. The summer heat was brutal, 105 in the shade. The relentless West Texas wind was blowing fine grained topsoil through the air. However, the afternoon was bearable, even potentially enjoyable. The air-conditioning was work-ing. There was cold lemonade and beer, and a baseball game on television. It had the makings of an agreeable day.
Then my father-in-law suddenly said, "Let's get in the car, and go to Abilene. We can have dinner at the new restaurant." My first thought was, "Why? It's over 50 miles to Abilene. It's insane to drive in this dust and heat. His car doesn't have air conditioning."
However, my wife chimed in with, "Great idea. I'd like to go. How about you, Chuck?" Since my own desires were obviously out of step I replied, "Sounds good to me," and then I added, "I hope your mother wants to go." "Of course I want to go," said my mother-in-law. "I haven't been to Abilene in weeks."
We proceeded to get into my father-in-law's car, and drive to Abilene, My first and worst thoughts were confirmed. The heat was death in the afternoon. We were soon covered with a fine layer of dust that was, in turn, covered with a layer of sweat. The food was atrocious and the service terrible.
Four hours later we returned to Coleman; hot, exhausted and miserable. We sat in the front room for a long time in silence. Then, to be sociable, and break the silence, I said, "Great trip, wasn't it?" The three of them stared at me with hostility. Finally, with considerable irritation, my mother-in-law said, "Well, to tell you the truth, I hated the trip. I went along because the three of you. seemed so enthusiastic. I would have stayed home if you hadn't pressured me into going."
My wife looked shocked. "Don't blame me. I went along to be accommodating. We were crazy to leave the house in this heat." My father-in-law entered the conversation abruptly: "Listen, I never wanted to go to Abilene. I thought you might be bored. You visit so seldom I wanted you to enjoy yourself. I usually watch the ball game."
After this outburst of honesty and recrimination we all sat back in silence. Here we were, four intelligent people, who, by choice, had taken a 100-mile trip across a forsaken desert in a furnace-like temperature through a cloud-like dust storm to eat unpalatable food at a second-rate restaurant. None of us had wanted to go. It didn't make any sense.
The Abilene paradox occurs in organizations as well as families. It occurs when organizations take action that is in contradiction to what the individuals in the organization really want collectively to do. This action usually defeats the goals the organization is trying to achieve. The Abilene paradox results from the inability to manage agreement.
Dorothy, the Cowardly Lion, the Tinman, and the Strawman came together for a purpose. There was no paradox here. They all wanted to go to the Wizard of Oz. They each wanted to improve themselves. Banding together with common purpose, they accomplished their objective. They reached the Wizard. However, it was the process of the collaborative, purposeful effort that proved to be enlightening. Through the adventure they learned about themselves. So they accomplished their goals not in the manner they thought but through the process of pursuing a shared vision.
This is a metaphor for organizational progress. Without the shared vision, the common purpose, the organization falters. With it, progress is made. But, progress made is not always by the path envisioned.
As Yogi Berra said, "If you don't know where you're going, you might end up somewhere else." This is true. It is also true that even if you know where you are going, you might end up there by a different route.
Individuals play a vital role in managing agreement. If anyone had had the courage to speak up, Smiley and his family might not have ended up going to Abilene. Let's not go to Abilene! Let's go visit the Emerald City!
And, doesn't that take a road map, maybe an innovation road map...
Paul Schumann
Thursday, May 27, 2004
Friday, May 21, 2004
Blinded by Our Expertise
A wonderful bird is a pelican
His bill will hold more than his belican.
Dixon Lanier Merritt
Gliding only inches above the water, a group of pelicans sped past me as I walked the beach. It was near sunrise. Three layers of clouds provided the color for the sunrise over the ocean. The high clouds were already white with the full rays of the sun. The middle clouds were turning pink and orange, catching the first rays over their horizon. The lower clouds were still dark and ominous since they were not yet illuminated. Like the past, present, and future, the clouds provided a changing perspective of the sunrise. The past brightly lit for anyone to see. The present is rapidly changing. And, the future only poorly outlined. As if to amplify on this observation, the waves breaking along the shore, due to the tide, broke behind me first, alongside me next, and in front of me last. A cascade of sound coupled with the visual image.
The sun emerged over the clear ocean horizon. It was as though a ball of fire was plucked from a fiery cauldron of liquid. It seemed to emerge, change shape, and drip some of its fire back into the ocean. As the last edge of the sun cleared the horizon, an elongated drop seemed to form, due no doubt to reflection and refraction, adding to the effect of a cauldron source. It's no wonder that myths started the way they did. Our world is marvelous and not easily explainable if we only observe it, really see it, and not let symbols get in our way.
The pelicans rode what looked like a "ground effect," a compression of the air between the wings and the surface of the water. Without beating their wings, they sailed along in the troughs of the waves for long periods. Then they seemed to ride up the face of a wave, giving them a push higher into the air where they flapped their wings a few times and resumed gliding, skimming the surface of the water. What a marvel of perfection! The pelicans were exercising the skills that they had been given. Highly specialized and adapted to their environment, they seemed to revel in their abilities.
The brown pelican that inhabits the Florida coast where I observed them is a very large bird. It can have wingspans of up to 7.5 feet and flies with long wing strokes, alternating with glides. It commutes to work. Because of its flying skills, it has been known to fly for hundreds of kilometers between its nesting area and feeding area. I observed them every morning going to fish and every evening returning. The pelican prefers to nest in areas that are undisturbed. As a result of this and because of its susceptibility to DDT (making its eggshells too thin), it is becoming a rare bird. The pelican has been known to exhibit altruistic behavior, caring for its disabled. Groups have been known to provide food for a blind member no longer able to fish. In Europe, the pelican has been used as a symbol for man's altruistic activities.
The brown pelicans' manner of fishing is extraordinary.
They fly at heights up to 70 feet and with very specialized vision spot a fish swimming in the water below. The pelican sets its body into a dive, folds its wings, and plummets headfirst into the water, scooping up the fish in its bill. They are spectacular to watch: a marvel of skill and specialization carried out to perfection.
A common disability among the brown pelicans is blindness. Repeated diving with the tremendous impacts on the head damages the eyes and blindness results. The very practice of the skill so carefully perfected damages the pelican's vision, one of its highly developed abilities, necessary for the use of its other skills.
This is also what happens to people. We become so highly specialized and efficient at the practice of a skill that its repeated use blinds us to change and opportunity.
The development of a paradigm both enables progress to be made and hinders change - a paradox.
History has recorded many cases of experts making bad predictions. They were not sensitive to events occurring around them. They were not able to see what was really happening:
"For a century, as you know, steam has been the principal railroad motive power. It still is and, in my view, will continue to be."W.C. Dickerman, President American Locomotive Co.
"The abolishment of pain in surgery is a chimera. It is absurd to go on seeking it today. `Knife' and `pain' are two words in surgery that must forever be associated in the consciousness of the patient. To this compulsory exacerbation we shall have to adjust ourselves."Dr. Alfred Velpeau (l839)
"Nothing has come along that can beat the horse and buggy."Chauncey Depew, U. S. businessman
"I cannot imagine any condition which could cause this ship to flounder. I cannot conceive of any vital disaster happening to this vessel. Modem shipbuilding has gone beyond that."E. J. Smith, Captain of the Titanic
"The bow is a simple weapon, firearms an very complicated things which get out of order in many ways, a very heavy weapon tires out soldiers on the march. Whereas a bowman can left off six armed shots a minute, a musketeer can discharge but one it two minutes."Colonel Sir John Smythe (1591)
"That is the biggest fool thing we have eve r done. The [atomic] bomb will never go off, and I speak as an expert in explosives."Admiral William D. Leahy (1945)
I continued my walk along the beach, watching several more groups of pelicans play with the air and the water. There was no one else in sight but there were numerous footprints in the loose sand piled high by tides and the actions of the waves. It was just past high ride and the water had receded somewhat. Walking was tough in the trek over the sand. I moved down closer to the water's edge where there were no footprints. The walking was easier, but I had to keep my eyes open to avoid getting my feet wet by an occasional high-performer wave.
Walking over other people's tracks is always difficult and uninteresting. For a team of horses pulling a wagon, the scenery only changes for the lead horse. In addition, it's easier to get confused by other people's tracks. In Winnie the Pooh by A. A. Milne, Pooh goes hunting for a Woozle. Joined by Piglet, they continue their search, following a set of tracks. As they walk, the number of tracks increases. They become frightened by the alarming number of Woozles that they are following and quit. Only then do they find that they have walked in circles and followed their own footprints.
When you walk along the water's edge on sand recently uncovered by a receding tide, you explore new areas not seen before. Your footprints clearly mark your path and will last until another tide washes them away.
There are cycles in innovation. There are time periods when bursts of innovative activity occur. We are in one of those time periods now.
Those who wish to make technological progress will dance with the tides of change, using multiple expert skills. Those who dare to deviate from the paths of others, who risk getting their feet wet, will develop innovations, like footprints, that will last until the tide returns 50 to 60 years from now.
Don't be blinded by your specialization. Don't be frightened by all the tracks in front of you. Many of them are yours. Move away from the footprints of the others and dance with the tides of change.
Paul Schumann
A wonderful bird is a pelican
His bill will hold more than his belican.
Dixon Lanier Merritt
Gliding only inches above the water, a group of pelicans sped past me as I walked the beach. It was near sunrise. Three layers of clouds provided the color for the sunrise over the ocean. The high clouds were already white with the full rays of the sun. The middle clouds were turning pink and orange, catching the first rays over their horizon. The lower clouds were still dark and ominous since they were not yet illuminated. Like the past, present, and future, the clouds provided a changing perspective of the sunrise. The past brightly lit for anyone to see. The present is rapidly changing. And, the future only poorly outlined. As if to amplify on this observation, the waves breaking along the shore, due to the tide, broke behind me first, alongside me next, and in front of me last. A cascade of sound coupled with the visual image.
The sun emerged over the clear ocean horizon. It was as though a ball of fire was plucked from a fiery cauldron of liquid. It seemed to emerge, change shape, and drip some of its fire back into the ocean. As the last edge of the sun cleared the horizon, an elongated drop seemed to form, due no doubt to reflection and refraction, adding to the effect of a cauldron source. It's no wonder that myths started the way they did. Our world is marvelous and not easily explainable if we only observe it, really see it, and not let symbols get in our way.
The pelicans rode what looked like a "ground effect," a compression of the air between the wings and the surface of the water. Without beating their wings, they sailed along in the troughs of the waves for long periods. Then they seemed to ride up the face of a wave, giving them a push higher into the air where they flapped their wings a few times and resumed gliding, skimming the surface of the water. What a marvel of perfection! The pelicans were exercising the skills that they had been given. Highly specialized and adapted to their environment, they seemed to revel in their abilities.
The brown pelican that inhabits the Florida coast where I observed them is a very large bird. It can have wingspans of up to 7.5 feet and flies with long wing strokes, alternating with glides. It commutes to work. Because of its flying skills, it has been known to fly for hundreds of kilometers between its nesting area and feeding area. I observed them every morning going to fish and every evening returning. The pelican prefers to nest in areas that are undisturbed. As a result of this and because of its susceptibility to DDT (making its eggshells too thin), it is becoming a rare bird. The pelican has been known to exhibit altruistic behavior, caring for its disabled. Groups have been known to provide food for a blind member no longer able to fish. In Europe, the pelican has been used as a symbol for man's altruistic activities.
The brown pelicans' manner of fishing is extraordinary.
They fly at heights up to 70 feet and with very specialized vision spot a fish swimming in the water below. The pelican sets its body into a dive, folds its wings, and plummets headfirst into the water, scooping up the fish in its bill. They are spectacular to watch: a marvel of skill and specialization carried out to perfection.
A common disability among the brown pelicans is blindness. Repeated diving with the tremendous impacts on the head damages the eyes and blindness results. The very practice of the skill so carefully perfected damages the pelican's vision, one of its highly developed abilities, necessary for the use of its other skills.
This is also what happens to people. We become so highly specialized and efficient at the practice of a skill that its repeated use blinds us to change and opportunity.
The development of a paradigm both enables progress to be made and hinders change - a paradox.
History has recorded many cases of experts making bad predictions. They were not sensitive to events occurring around them. They were not able to see what was really happening:
"For a century, as you know, steam has been the principal railroad motive power. It still is and, in my view, will continue to be."W.C. Dickerman, President American Locomotive Co.
"The abolishment of pain in surgery is a chimera. It is absurd to go on seeking it today. `Knife' and `pain' are two words in surgery that must forever be associated in the consciousness of the patient. To this compulsory exacerbation we shall have to adjust ourselves."Dr. Alfred Velpeau (l839)
"Nothing has come along that can beat the horse and buggy."Chauncey Depew, U. S. businessman
"I cannot imagine any condition which could cause this ship to flounder. I cannot conceive of any vital disaster happening to this vessel. Modem shipbuilding has gone beyond that."E. J. Smith, Captain of the Titanic
"The bow is a simple weapon, firearms an very complicated things which get out of order in many ways, a very heavy weapon tires out soldiers on the march. Whereas a bowman can left off six armed shots a minute, a musketeer can discharge but one it two minutes."Colonel Sir John Smythe (1591)
"That is the biggest fool thing we have eve r done. The [atomic] bomb will never go off, and I speak as an expert in explosives."Admiral William D. Leahy (1945)
I continued my walk along the beach, watching several more groups of pelicans play with the air and the water. There was no one else in sight but there were numerous footprints in the loose sand piled high by tides and the actions of the waves. It was just past high ride and the water had receded somewhat. Walking was tough in the trek over the sand. I moved down closer to the water's edge where there were no footprints. The walking was easier, but I had to keep my eyes open to avoid getting my feet wet by an occasional high-performer wave.
Walking over other people's tracks is always difficult and uninteresting. For a team of horses pulling a wagon, the scenery only changes for the lead horse. In addition, it's easier to get confused by other people's tracks. In Winnie the Pooh by A. A. Milne, Pooh goes hunting for a Woozle. Joined by Piglet, they continue their search, following a set of tracks. As they walk, the number of tracks increases. They become frightened by the alarming number of Woozles that they are following and quit. Only then do they find that they have walked in circles and followed their own footprints.
When you walk along the water's edge on sand recently uncovered by a receding tide, you explore new areas not seen before. Your footprints clearly mark your path and will last until another tide washes them away.
There are cycles in innovation. There are time periods when bursts of innovative activity occur. We are in one of those time periods now.
Those who wish to make technological progress will dance with the tides of change, using multiple expert skills. Those who dare to deviate from the paths of others, who risk getting their feet wet, will develop innovations, like footprints, that will last until the tide returns 50 to 60 years from now.
Don't be blinded by your specialization. Don't be frightened by all the tracks in front of you. Many of them are yours. Move away from the footprints of the others and dance with the tides of change.
Paul Schumann
Monday, May 17, 2004
Complexity, Stress and Strategy
I have been told that Australian Aborigines hunt kangaroo in a manner that has lessons for the modem workplace. The Aborigines know that they are not as fast as the kangaroo. If they try to outrun it, the kangaroo will leave hem in the dust. Even if they try outlasting the kangaroo, they can't. The kangaroo, ideally suited for the outback, can both outrun and outlast the Aborigine. So, over the years, the Aborigines have developed a method, which is perhaps intuitive, whereby they use patience and knowledge of stress to hunt the kangaroo.
When the Aborigines hunt kangaroo and spot a likely candidate, they start on a course of relentless pursuit. They run after the kangaroo at a pace that they can sustain for long periods of time. The kangaroo, frightened by the humans, runs away at a high speed. When the kangaroo feels that it is far enough away, it stops to rest. Soon the Aborigines catch up, and once again, the frightened kangaroo runs away at a high speed. Again, the kangaroo rests, and again the Aborigines catch up.
This scenario is repeated over and over again. The result is that the kangaroo begins to experience great stress from running, resting, and then running again. The Aborigines study the kangaroo very carefully. When it appears that the kangaroo has been stressed enough, they move closer, but not close enough to frighten the kangaroo. Then they stop.
The kangaroo relaxes, thinking that it is safe. It may even go to sleep. Then the Aborigines attack. The kangaroo, relaxed and secure, cannot respond in time and is killed.
Is this not a metaphor for the stress of the work world? We constantly are being pursued by our competitors, by our co-workers, or by ourselves. We are called upon time and time again to respond with bursts of adrenaline, to respond quickly, and to move ahead. Because we experience stress in our work lives, as well as in our increasingly complex personal lives, we become harried like the kangaroo. And we become vulnerable.
The Japanese Samurai have understood since the 16th century how to cope with stress. Miyamoto Musashi, one of Japan's greatest Samurai, wrote about this in his book, The Book of Five Rings. One of Musashi's teachings was the strategy of Releasing Four Hands. When you and your opponent are locked in a struggle, and no one can seem to gain an advantage, learn to release the four hands - to break off the combat cleanly by releasing both of your lands and those of the opponent. Then you can try a different approach that is strategically to your advantage. The one who breaks off the combat for an instant clearly has the advantage of having thought ahead as to what he was going to do. He can then take a positive action to gain an advantage. Many believe that Japanese businesses still have the roots of their strategies in these lessons from the Samurai.
Like the Samurai, the Aborigines break off the contest for a while. The kangaroo, which relaxes and thus gives away its advantage, suffers the consequences.
We live in an age of constant complexity, in which change is endemic and chaos is commonplace. Constant innovation is necessary for survival. A commitment to constant personal renewal is essential if we are to stay ahead of the changes. How can we do it all?
Remembering the strategies practiced by the Aborigines and the Samurai, we find two things that we can do. We have to be able to think ahead and be better strategic thinkers. We must be aware of the total environment within which we work and live and be able to read the signals of impending change long before they affect us. And we must be able to integrate many signals of change to reach a basic understanding of the driving forces behind the changes. We can also pace ourselves better. Instead of having to exert a burst of energy, in a panic mode, to get ahead, with resulting stress on our minds and bodies, we can pace ourselves. With the knowledge of where our opponents are headed, we can run at an even pace to stay ahead.
We must be able to live creatively productive lives. In order to do this we have to understand, among many other things, the nature of stress on our body, the effects of what we eat and drink, and those things that are effective to each of us individually to manage stress.
Armed with the knowledge of the driving forces, what strategies our opponents are using, we will know when we can relax, and when we must he alert. We can then integrate stress management practices into our lives, to allow us to reach baseline often. This will fuel us with the almost boundless energy that is natural to us, and enable us to face these times of chaos, complexity, and change each day without tearing ourselves down.
Paul Schumann
I have been told that Australian Aborigines hunt kangaroo in a manner that has lessons for the modem workplace. The Aborigines know that they are not as fast as the kangaroo. If they try to outrun it, the kangaroo will leave hem in the dust. Even if they try outlasting the kangaroo, they can't. The kangaroo, ideally suited for the outback, can both outrun and outlast the Aborigine. So, over the years, the Aborigines have developed a method, which is perhaps intuitive, whereby they use patience and knowledge of stress to hunt the kangaroo.
When the Aborigines hunt kangaroo and spot a likely candidate, they start on a course of relentless pursuit. They run after the kangaroo at a pace that they can sustain for long periods of time. The kangaroo, frightened by the humans, runs away at a high speed. When the kangaroo feels that it is far enough away, it stops to rest. Soon the Aborigines catch up, and once again, the frightened kangaroo runs away at a high speed. Again, the kangaroo rests, and again the Aborigines catch up.
This scenario is repeated over and over again. The result is that the kangaroo begins to experience great stress from running, resting, and then running again. The Aborigines study the kangaroo very carefully. When it appears that the kangaroo has been stressed enough, they move closer, but not close enough to frighten the kangaroo. Then they stop.
The kangaroo relaxes, thinking that it is safe. It may even go to sleep. Then the Aborigines attack. The kangaroo, relaxed and secure, cannot respond in time and is killed.
Is this not a metaphor for the stress of the work world? We constantly are being pursued by our competitors, by our co-workers, or by ourselves. We are called upon time and time again to respond with bursts of adrenaline, to respond quickly, and to move ahead. Because we experience stress in our work lives, as well as in our increasingly complex personal lives, we become harried like the kangaroo. And we become vulnerable.
The Japanese Samurai have understood since the 16th century how to cope with stress. Miyamoto Musashi, one of Japan's greatest Samurai, wrote about this in his book, The Book of Five Rings. One of Musashi's teachings was the strategy of Releasing Four Hands. When you and your opponent are locked in a struggle, and no one can seem to gain an advantage, learn to release the four hands - to break off the combat cleanly by releasing both of your lands and those of the opponent. Then you can try a different approach that is strategically to your advantage. The one who breaks off the combat for an instant clearly has the advantage of having thought ahead as to what he was going to do. He can then take a positive action to gain an advantage. Many believe that Japanese businesses still have the roots of their strategies in these lessons from the Samurai.
Like the Samurai, the Aborigines break off the contest for a while. The kangaroo, which relaxes and thus gives away its advantage, suffers the consequences.
We live in an age of constant complexity, in which change is endemic and chaos is commonplace. Constant innovation is necessary for survival. A commitment to constant personal renewal is essential if we are to stay ahead of the changes. How can we do it all?
Remembering the strategies practiced by the Aborigines and the Samurai, we find two things that we can do. We have to be able to think ahead and be better strategic thinkers. We must be aware of the total environment within which we work and live and be able to read the signals of impending change long before they affect us. And we must be able to integrate many signals of change to reach a basic understanding of the driving forces behind the changes. We can also pace ourselves better. Instead of having to exert a burst of energy, in a panic mode, to get ahead, with resulting stress on our minds and bodies, we can pace ourselves. With the knowledge of where our opponents are headed, we can run at an even pace to stay ahead.
We must be able to live creatively productive lives. In order to do this we have to understand, among many other things, the nature of stress on our body, the effects of what we eat and drink, and those things that are effective to each of us individually to manage stress.
Armed with the knowledge of the driving forces, what strategies our opponents are using, we will know when we can relax, and when we must he alert. We can then integrate stress management practices into our lives, to allow us to reach baseline often. This will fuel us with the almost boundless energy that is natural to us, and enable us to face these times of chaos, complexity, and change each day without tearing ourselves down.
Paul Schumann
Thursday, April 29, 2004
Innovation's Journey
Innovation is a journey. Every innovation has a history and a future. It also has a present and our role is to help innovation have the brightest future it can, depending upon its history and the ever shifting market and organizational environments.
There are seven stages in the development of innovation. Most innovations falter somewhere on the journey from ideation to social or economic impact. At any moment in time on this journey there are two road maps that must be developed. The first is the market road map for innovation - what are the alternate paths to take advantage of the opportunities (and avoid the threats) created by the demographic, sociopolitical, technological and economic driving forces for change, delight customers, satisfy stakeholders and gain a competitive advantage thereby increasing profitability. The second is the organizational development road map for innovation - the alternate paths that the organization could take to be able to produce the innovations required by the market road map. The combination is the innovation road map. The engine that drives this journey is the interaction of creativity, strategy and leadership.
Paul Schumann
Innovation is a journey. Every innovation has a history and a future. It also has a present and our role is to help innovation have the brightest future it can, depending upon its history and the ever shifting market and organizational environments.
There are seven stages in the development of innovation. Most innovations falter somewhere on the journey from ideation to social or economic impact. At any moment in time on this journey there are two road maps that must be developed. The first is the market road map for innovation - what are the alternate paths to take advantage of the opportunities (and avoid the threats) created by the demographic, sociopolitical, technological and economic driving forces for change, delight customers, satisfy stakeholders and gain a competitive advantage thereby increasing profitability. The second is the organizational development road map for innovation - the alternate paths that the organization could take to be able to produce the innovations required by the market road map. The combination is the innovation road map. The engine that drives this journey is the interaction of creativity, strategy and leadership.
Paul Schumann
Thursday, April 22, 2004
Business Model Innovation
In my expereince I have found that it is the profile of innovations that determines how successful an innovative product or service will be. That profile is determined by the mix of class of innovations (incremental, distinctive and breakthrough) coupled with the nature of the innovations (product, process and procedure). Rarely will an innovative product succeed with only one the nine different types of innovation present. I think it is this pattern of innovation, as indicated it the innovation profile, that constitutes a business model.
Ernesto Sirolli speaks about his experiences in Esperance, Australia in helping would be entrepreneurs succeed. Two of his early experiences make this point about business models and innovation.
Esperance, a small rural town in Australia, was economically devastated at the time of Sirolli's work. An out of work fisherman had developed a new way to smoke fish in his garage. People liked the taste but the amount of business he was generating was too small to support him. With financing and marketing support, his business became successful. In terms of the innovation profile, he had a distinctive product innovation that is made with a distinctive process innovation. But the business was not successful until incremental procedure innovations were included. His business model for this product launch was then complete and the business was on its way.
In the second case, Sirolli describes the plight of other fishermen in the town. They had been salmon fishers, but the market was depressed for salmon. They found that they could catch tuna, but they had no distribution or marketing system. Sirolli provided these and not only was the business launched but it became a very successful ongoing business with significant economic impact to the town. Again, in terms of the innovation profile, the fishermen had a distinctive product innovation. It became successful when paired with a distinctive process innovation and a breakthrough procedure innovations. An innovative business model was complete.
I will write more about this in a review of Sirolli's book, Ripples from the Zambezi, the July 2004 edition of the Innovation Road Map Magazine.
Paul Schumann
In my expereince I have found that it is the profile of innovations that determines how successful an innovative product or service will be. That profile is determined by the mix of class of innovations (incremental, distinctive and breakthrough) coupled with the nature of the innovations (product, process and procedure). Rarely will an innovative product succeed with only one the nine different types of innovation present. I think it is this pattern of innovation, as indicated it the innovation profile, that constitutes a business model.
Ernesto Sirolli speaks about his experiences in Esperance, Australia in helping would be entrepreneurs succeed. Two of his early experiences make this point about business models and innovation.
Esperance, a small rural town in Australia, was economically devastated at the time of Sirolli's work. An out of work fisherman had developed a new way to smoke fish in his garage. People liked the taste but the amount of business he was generating was too small to support him. With financing and marketing support, his business became successful. In terms of the innovation profile, he had a distinctive product innovation that is made with a distinctive process innovation. But the business was not successful until incremental procedure innovations were included. His business model for this product launch was then complete and the business was on its way.
In the second case, Sirolli describes the plight of other fishermen in the town. They had been salmon fishers, but the market was depressed for salmon. They found that they could catch tuna, but they had no distribution or marketing system. Sirolli provided these and not only was the business launched but it became a very successful ongoing business with significant economic impact to the town. Again, in terms of the innovation profile, the fishermen had a distinctive product innovation. It became successful when paired with a distinctive process innovation and a breakthrough procedure innovations. An innovative business model was complete.
I will write more about this in a review of Sirolli's book, Ripples from the Zambezi, the July 2004 edition of the Innovation Road Map Magazine.
Paul Schumann
Tuesday, April 13, 2004
Leather Apron Club (The Junto)
Benjamin Franklin created the first workingman-networking club in America. In Walter Isaacson's Benjamin Franklin: An American Life, the author describes Benjamin Franklin's approach to networking. A modern version of this would work well in today's environment.
Isaacson writes, "Franklin was the consummate networker. He liked to mix his civic life with his social one, and he merrily leveraged both to further his business life." The Junto, formed in 1727, was a group of tradesmen and artisans, not the elite that frequented fancier gentleman's clubs. "The tone set for Junto meetings was earnest. Initiates were required to stand, lay their hand on their breast, and answer properly four questions: Do you have any disrespect for any current member? Do you love mankind in general regardless of religion or profession? Do you feel people should ever be punished because of their opinions or mode of worship? Do you love and pursue truth for its own sake?" A Socratic style of conversation was employed.
"Discussions were to be conducted without fondness for dispute or desire of victory. Franklin taught his friends to push their ideas through suggestions and questions, and to use (or at least fain) naive curiosity to avoid contradicting people in a manner that would give offense." He urged this style on the Constitutional Convention later.
The topics ranged from the social to the scientific and metaphysical. Franklin laid out a guide for the type of conversational contributions each member could usefully make. Some of them were (there were 24 in all):
"1. Have you met with anything in the author you last read remarkable or suited to be communicated to the Junto?
2. What new story have you lately heard agreeable for telling in conversation?
3. Hath any citizen in your knowledge failed in his business lately, and what have you heard of the cause?
4. Have you lately heard of any citizen's thriving well, and by what means?
5. Have you lately heard how any present rich man, here or elsewhere, got his estate?
6. Do you know of any fellow citizen who has lately done a worthy action deserving praise and imitation? Or who has committed an error proper for us to be warned against and avoid?
7. What unhappy effects of intemperance have you lately observed or heard? Of imprudence? Of passion? Or of any other vice or folly?
12. Hath any deserving stranger arrived in town since last meeting that you heard of and what have you heard of his character or merits? And whether you think it lies in the power of the Junto to oblige him or encourage him as he deserves?
14. Have you lately observed any defect in the laws of your country of which it would be proper to move the legislature for an amendment?
15. Have you lately observed any encroachments on the just liberties of the people?
16. Has anybody attacked your reputation lately, and what can the Junto do toward securing it?
17. Is there any man whose friendship you want and which the Junto or any of them can procure for you?
20. In what manner can the Junto or any of them assist you in any of your honorable designs?"
According to the Innovation Profile definitions, the Junto would be a breakthrough procedure innovation.
The next edition (to be published this month) of the Innovation Road Map Magazine has a book review and an article on the innovation profile of the innovations of Benjamin Franklin.
Paul Schumann
Benjamin Franklin created the first workingman-networking club in America. In Walter Isaacson's Benjamin Franklin: An American Life, the author describes Benjamin Franklin's approach to networking. A modern version of this would work well in today's environment.
Isaacson writes, "Franklin was the consummate networker. He liked to mix his civic life with his social one, and he merrily leveraged both to further his business life." The Junto, formed in 1727, was a group of tradesmen and artisans, not the elite that frequented fancier gentleman's clubs. "The tone set for Junto meetings was earnest. Initiates were required to stand, lay their hand on their breast, and answer properly four questions: Do you have any disrespect for any current member? Do you love mankind in general regardless of religion or profession? Do you feel people should ever be punished because of their opinions or mode of worship? Do you love and pursue truth for its own sake?" A Socratic style of conversation was employed.
"Discussions were to be conducted without fondness for dispute or desire of victory. Franklin taught his friends to push their ideas through suggestions and questions, and to use (or at least fain) naive curiosity to avoid contradicting people in a manner that would give offense." He urged this style on the Constitutional Convention later.
The topics ranged from the social to the scientific and metaphysical. Franklin laid out a guide for the type of conversational contributions each member could usefully make. Some of them were (there were 24 in all):
"1. Have you met with anything in the author you last read remarkable or suited to be communicated to the Junto?
2. What new story have you lately heard agreeable for telling in conversation?
3. Hath any citizen in your knowledge failed in his business lately, and what have you heard of the cause?
4. Have you lately heard of any citizen's thriving well, and by what means?
5. Have you lately heard how any present rich man, here or elsewhere, got his estate?
6. Do you know of any fellow citizen who has lately done a worthy action deserving praise and imitation? Or who has committed an error proper for us to be warned against and avoid?
7. What unhappy effects of intemperance have you lately observed or heard? Of imprudence? Of passion? Or of any other vice or folly?
12. Hath any deserving stranger arrived in town since last meeting that you heard of and what have you heard of his character or merits? And whether you think it lies in the power of the Junto to oblige him or encourage him as he deserves?
14. Have you lately observed any defect in the laws of your country of which it would be proper to move the legislature for an amendment?
15. Have you lately observed any encroachments on the just liberties of the people?
16. Has anybody attacked your reputation lately, and what can the Junto do toward securing it?
17. Is there any man whose friendship you want and which the Junto or any of them can procure for you?
20. In what manner can the Junto or any of them assist you in any of your honorable designs?"
According to the Innovation Profile definitions, the Junto would be a breakthrough procedure innovation.
The next edition (to be published this month) of the Innovation Road Map Magazine has a book review and an article on the innovation profile of the innovations of Benjamin Franklin.
Paul Schumann
Wednesday, April 7, 2004
Cool Tools for Change
I attended a one day conference last week entitled "Cool Tools for Change"(www.cooltoolsforchange.org). It covered some inexpensive (many are free) ways to help community organizations run more smoothly while strengthening social networks. There has been a proliferation of the information and networking, hardware and software, tools for social innovation. This has happened because of the convergence of two driving forces - Open Source and the driving force for participatory democracy. Open source is itself a "democratic" process for the development of very important software systems and modules. Cool Tools for Change is a project of students and faculty, the Community Informatics Team, at the LBJ School of Public Affairs at the University of Texas at Austin.
CommunityNetworking.org, also a project of the Community Informatics Team, is a resource and news site for organizations that need to use computers and the Internet, but which have to work with low budgets. New technologies and techniques are emerging that allow low-budget, community-based organizations to improve their use of information technologies and still stay within their financial means. Examples include Open Source software, new wireless networks and low-cost computers. This Web site is a way for people who work for low-budget organizations—such as nonprofits, schools, libraries, and small governmental units—to stay abreast of what's happening in the field of computer networking, and to learn more about what might be affordable.
The cool tools web sites mentioned above are under development, so if you don't see what you need now, come back in a few months and check again.
David Pearce Snyder, a consulting futurist, has been writing and saying for years that the Open Source methodology of developing software will become the way innovation is going to be developed in the future. He was right, as he often has been. These tools are innovations that are being developed with an Open Source model. For more information, read David's article, "Compexipacity", in the forthcoming edition (April 2004) of the Innovation Road Map Magazine.
deanspace was discussed several times as a prime example of how these tools can be used in grass root political developments. Even though the candidate has dropped out, the deanspace effort will live on in a new form. The development of this application using Open Source methology and tools, and the way it was used, is an innovation worth studying. It may give some clues into how organizations might operate in the future.
The biggest source of these Open Source software applications and software modules is SourceForge.net. There are many variations of the "Forge" concept as you can readily find out by searching on "open source forge". A brand new, early stage version of the "Forge" concept is OrgForge.org. It is a Wiki. A Wiki is a collaborative web site that can be edited by anyone. According to OrgForge.net, "Wikis are great for building up a wealth of information about a subject by pooling substantial resources in the community. A Wiki can be used to help generate new ideas or document existing ones." The OrgForge Wiki is being developed to create the nonprofit analogue of the Open Source web sites for software. Its goal is to pool community experience in nonprofit organizations and to build an Open Source of that information.
All of this is about self-organizing systems, a topic of great importance to innovation and our future.
Paul Schumann
I attended a one day conference last week entitled "Cool Tools for Change"(www.cooltoolsforchange.org). It covered some inexpensive (many are free) ways to help community organizations run more smoothly while strengthening social networks. There has been a proliferation of the information and networking, hardware and software, tools for social innovation. This has happened because of the convergence of two driving forces - Open Source and the driving force for participatory democracy. Open source is itself a "democratic" process for the development of very important software systems and modules. Cool Tools for Change is a project of students and faculty, the Community Informatics Team, at the LBJ School of Public Affairs at the University of Texas at Austin.
CommunityNetworking.org, also a project of the Community Informatics Team, is a resource and news site for organizations that need to use computers and the Internet, but which have to work with low budgets. New technologies and techniques are emerging that allow low-budget, community-based organizations to improve their use of information technologies and still stay within their financial means. Examples include Open Source software, new wireless networks and low-cost computers. This Web site is a way for people who work for low-budget organizations—such as nonprofits, schools, libraries, and small governmental units—to stay abreast of what's happening in the field of computer networking, and to learn more about what might be affordable.
The cool tools web sites mentioned above are under development, so if you don't see what you need now, come back in a few months and check again.
David Pearce Snyder, a consulting futurist, has been writing and saying for years that the Open Source methodology of developing software will become the way innovation is going to be developed in the future. He was right, as he often has been. These tools are innovations that are being developed with an Open Source model. For more information, read David's article, "Compexipacity", in the forthcoming edition (April 2004) of the Innovation Road Map Magazine.
deanspace was discussed several times as a prime example of how these tools can be used in grass root political developments. Even though the candidate has dropped out, the deanspace effort will live on in a new form. The development of this application using Open Source methology and tools, and the way it was used, is an innovation worth studying. It may give some clues into how organizations might operate in the future.
The biggest source of these Open Source software applications and software modules is SourceForge.net. There are many variations of the "Forge" concept as you can readily find out by searching on "open source forge". A brand new, early stage version of the "Forge" concept is OrgForge.org. It is a Wiki. A Wiki is a collaborative web site that can be edited by anyone. According to OrgForge.net, "Wikis are great for building up a wealth of information about a subject by pooling substantial resources in the community. A Wiki can be used to help generate new ideas or document existing ones." The OrgForge Wiki is being developed to create the nonprofit analogue of the Open Source web sites for software. Its goal is to pool community experience in nonprofit organizations and to build an Open Source of that information.
All of this is about self-organizing systems, a topic of great importance to innovation and our future.
Paul Schumann
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