Live Life, Not Projects

I first encountered the concept of arrival fallacies in Gretchen Rubin’s book The Happiness Project. Which goes to show that you should occasionally attempt to learn from people who are very unlike yourself (Greg Rader has a nice post about this from a few months ago). If you’ve been following my writing for any length of time, you probably know by now that I am deeply suspicious of the very idea of happiness, and its pursuit. The Rubins of the world rarely get on my radar.

An arrival fallacy in the sense of Rubin is any pattern of thinking that fits the template, I’ll be happy when ______ (Rubin credits Tal Ben-Shahar’s book Happier, which I haven’t read, for the concept).

The idea generalizes beyond happiness to any sort of goal-driven behavior. You could use templates like I’ll be ready ____ once _____. Or I’ll really understand life when ________.  Call the first template Type A (happiness fallacies), and the other two Type B (readiness fallacies) and Type C (enlightenment fallacies) respectively. There are probably other common types, but we’ll stick to three.

Let’s make up a list of examples of each type, for reference, before trying to understand arrival fallacies more deeply.

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Glimpses of a Cryptic God

I rarely listen to music anymore. Strange anxieties and fears seem to flood into my head when I try. When I seek comfort in sound these days, I tend to seek out non-human ones. The sorts of soundscapes that result from technological and natural forces gradually inter-penetrating each other.

At the Mira Flores lock, the gateway into the Pacific Ocean at the southern end of the Panama Canal, you can listen to one such soundscape: the idling of your vessel’s engine, mixed with the flapping and screeching of seabirds. The draining of the lock causes fresh water to pour into salt water, killing a new batch of freshwater fish every 30-45 minutes. The seabirds circle, waiting for the buffet to open.

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Motifs, Mascots and Muses at Refactor Camp, 2012

On Saturday March 3rd, I am organizing a barcamp style event at the San Francisco Zoo: Refactor Camp, 2012. It is a small event, with a few scheduled speakers (including me of course) to get people thinking and talking, withe rest of the time left open, to improvise a barcamp-style agenda on the spot.  Use the promotional code EARLYBIRD to register before 10 PM, Thursday Feb 16th, and get $10 off the $40 general registration.

You can find out more about the theme and inspiration behind the event in the announcement post on ribbonfarm.

If you enjoyed Tempo, the event should be of particular interest, since it is largely inspired by themes and open questions in the book. Narrative, archetypes and design thinking all feature in the developing agenda.

My own talk will build on the ideas on archetypes and cheap tricks in the book: “Motifs, Mascots and Muses.”  I am developing the talk for a general audience, but those who have read the book should be able to peel back more layers in the ideas.

Refactor Camp 2012: Generativity and Captivity

Every interesting thing in my life has been the result of scratching at some weird itch. Every screwed-up thing has been the result of ignoring such itches and attempting to follow some mature-sounding social script instead.

Last year, through my travels and field trips,  I was intrigued to discover that itch-scratchers are disproportionately represented in the readership here on Ribbonfarm. Which is how many of us ended up on the Sausalito docks listening to Sam Penrose talking about outlaw living on houseboats. Or how I ended up inside the storm drains under Las Vegas with Laura Wood.

Reflecting on all this led me to wonder: What would happen if you put a bunch of itchy-scratchy types in a room together? Let’s find out.

I am pleased to announce that on Saturday March 3rd, at the San Francisco Zoo, between 10 AM and 3 PM, along with a few itchy-scratchy co-conspirators, I will be hosting and partially sponsoring the first ever barcamp related to the themes of this blog: Refactor Camp 2012.

All itchy-scratchy types are invited. Use the promotional code EARLYBIRD to register before 10 PM, Thursday Feb 16th, and get $10 off the $40 general registration. You can get one of the limited student reservations if you are a registered student somewhere ($10), or one of the sponsor tickets ($100) if you want to help cover the costs, since I am subsidizing it a bit. Our meeting space is limited to about 40 people max.

The event will run from 10 AM to 3 PM, in one of the meeting rooms at the zoo (with WiFi), and will include lunch, all-day coffee and admission to the zoo.

So sign up now. And then come back and continue reading to find out why a zoo, why the theme is “generativity and captivity” and what any of this has to do with scratching itches and refactoring perceptions.

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The Tempo Glossary

I finally managed to check an item off my to-do list that’s been bugging me for months. There is now a a glossary of terms from Tempo on this site.  You can always get to it directly via a link on the top menu.

It’s one of those annoying little housekeeping tasks that was tedious to do, but now that I am done, it should prove very helpful. In the past, I’ve limited my use of terms from the book in blog posts to avoid losing people through either confusion or repetition. Now I can just link to the definitions. If you write about anything related to the book and need a convenient reference, feel free to link to the specific definition.

I hope to refine and extend the glossary and do longer encyclopedia style entries on some of them, linking off the short entry. While the glossary is mostly for Tempo-specific neologisms, I also have a few borrowed concepts that I use a lot. I plan to judiciously add more of those. There is a good chance that the second edition of the book will actually start with an expanded glossary, representing space I want to explore. I’ll probably do a post on every major new concept I incorporate into the second edition.

Please let me know if I missed any key concepts from the book, or if you have suggestions for borrowed terms that pass the “sufficiently close” test. If it doesn’t pass, I may still link to an external reference on an under-construction references page.

Now that I have this out of the way, I plan to do more posts building explicitly on concepts in the book. Specific requests are welcome.

Hopefully the glossary should be enough for me to not lose readers who haven’t read/finished the book and keep the blog posts stand-alone.

The Greater Ribbonfarm Cultural Region

Now for something a little different and spectacularly self-absorbed.

Several of you have suggested over the years that I should make up some sort of helpful landing page to get new readers oriented. I’ve been mulling how to do that in an interesting and helpful way for quite a while now, and about six months ago, I settled upon the idea of a conceptual map. This is the first draft.

I managed to hit one of the two goals I think: the map is pretty interesting and completely unhelpful for new readers. Click here or on the image to go to the future permanent home of the map (a page that will eventually show up on the menu bar as “You Are Here”). The page has a larger view as well as a link to a high-resolution printable version (US Letter size).

Now for the back story.

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How to Name Things

— 1 —

Naming and counting are the two most basic behaviors in our divided brains. Naming is the atomic act of association, recognition, contextualization and synthesis. Counting is the atomic act of separation, abstraction, arrangement and analysis. Each behavior contains the seed of the other.

To name a thing is to invite it to ensnare itself in your mind; to distill and compress the essence of a gestalt into a single evocative motif, from which it can be regenerated at will. Just add attention and stir.

Here are three very different American gestalts that I bet many of you will recognize without clicking: Babbitt, Bobbitt, Rabbit.

We name and count babies, products, species, theorems, countries, asteroids, ships, drugs, essays, wars, gods, dogs, foods, alcohols, pieces of legislation, judicial pronouncements, wars, subcultures, ocean currents and seasonal winds.

We try to name and number every little transient vortex, in William James’ blooming, buzzing confusion, that persists long enough for us to form a thought about it.

As with plans, so with names. Names are nothing; naming is everything. To name a thing is to truly know it. As Ursula Le Guin said, “for magic consists in this, the true naming of a thing.”

It is the process of naming that is important. The actual name that you settle on at the end is secondary.

— 2 —

Vanity and pragmatism wrestle for control of the act of naming.  We bend one ear towards history and the other towards posterity. We parse for unfortunate rhymes and garbled pronunciations. We attempt at once to situate and differentiate. We count syllables and look for domain names.

We walk around the name, viewing it as parent, lover, friend, bully, journalist, lexicographer and historian.  We embed it in imaginary headlines and taunting rhymes.

In Bali to name is to number. It is an unsatisfying synthesis that only works in limited contexts.

“The firstborn is “Wokalayan” (or Yan, for short), second is “Made,” third is “Nyoman” or Komang (Man or Mang for short), and fourth is “Ketut” (often elided to Tut).

I am not sure what happens if Wokalayan dies young. Does Made replace his older sibling and become the new Wokalayan?

In crypotgraphy, the first named-character in an example scenario is Alice. The second one is Bob. And so on down an alphabetic cast of characters. This is not the world of  interchangeable John and Jane Doe figures.  The order matters.

When birth order is more important individual personality, you get a social order in naming that inhabitants of individualistic modernity struggle to understand.

— 3 —

Counting is both ordinal and cardinal. It takes a while to appreciate the difference between one, two, three… and first, second, third.

To truly count is to know both processes intimately. In naming, ordinality has to do with succession and replacement. Cardinality has to do with interchangeability. You cannot master naming without mastering counting.

The ordinal, cardinal and nominal serve to situate and uniquely identify, but do not necessarily indicate the presence of something real. Hence the query: name, rank and number? 

There was once a substance with rank 0, number 0. It was named ether. It did not actually exist. Substances 1-1 through 1-4 though, earth, fire, water and wind, were real enough, and became the founding fathers and mothers of the modern discipline of chemistry.

It is in fact useful to think of naming an interrogative act that creates what it questions. Demand insistently enough to know the name, rank and number of a thing, and you will eventually find out. Even if your mind has to manufacture an answer.

When you understand both kinds of counting, you can count and name in both ways, without using actual numbers.

That gives you iMac, iPod, iPhone and iPad on the one hand, and Kodiak, Cheetah, Puma, Jaguar, Panther, Tiger, Leopard, Snow Leopard and Lion, on the other. I’ll leave you to guess why the first-born is a bear here, while the rest are cats. Don’t give up and click too soon.

Not many languages can efficiently express questions of ordinality. In English for instance, the question, what is your birth-order ordinality among your siblings? sounds downright weird, but I cannot find a simpler, grammatical way to express it.

It is much easier to ask the related cardinality question: how many siblings do you have? 

Curiously, the ordinal question is very easy to ask in my nominal native language of Kannada. It would translate to something like: How many-eth son are you of your father? If such constructs were allowed in English. At least that was the best I could come up with my father challenged me to translate the line as a kid.

It would be a useful construct to have in English. We could ask, What-ieth major version of Mac OS X is Lion? 

The naming practices in Bali and the Ursula Le Guin quote made me think of a rather clever idea for a short story about a culture where the young start out with ordinal names as in Bali, but are given true names if and when wise elders first spot the child in an act that expresses a unique individuality.

At this point, a coming-of-age naming ceremony is conducted, and the child is declared an adult with special privileges over the un-named. Rather complicated things happened to the hero’s name in the story, having to do with self-referential paradoxes. I’ve forgotten the plot, but I remember that at the time I had to diagram the events in the story.

I never wrote the story because coming up with names for the characters was too hard.

— 4 —

We name to liberate, and we name to imprison. We name to flatter, and we name to insult.  We name to own, and we name to be owned. We name to subsume, and have subsumed. We name to frame, and we name to reframe.

Google bought Urchin on Demand and turned it into Google Analytics. It bought Youtube and left the name alone.

The Left calls it Right to Choose. The Right calls it Right to Life. The debate itself is partly about naming: at what point does something deserve the name human?

The British and the French built a plane together and fought over the name. The French won. It became the Concorde rather than the Concord. 

Gandhi attempted to rename the untouchables Harijans. God’s people. They resented being patronized, and chose for themselves the name Dalit. The oppressed.

Priests weigh about the numerological significance of names and marketing mavens opine about syllable counts.

States step in with Procrustean templates to tax and conscript: last name, first name, middle initial. Under Spanish rule, the entire Philippines became a geographic-lexicographic state.

Philosophers ponder the metaphysics of naming and Greek scholars hunt for their linguistic roots.

As one anthropologist said (I have never managed to find the source), naming is never a culturally insignificant act.

— 5 —

To name is to appreciate the crucial distinction, due to urban theorist John Friedmann, between appreciative knowledge and manipulative knowledge. The one allows us to construct “satisfying images of the world.” The other allows us to gain mastery over it.

To either number or name is to both appreciate and manipulate.  To number is to appreciate timeless order; to name is to appreciate transformative chaos.

You number to extend and preserve. Archival is the ultimate act of numbering.

You name to create, destroy, fragment and churn. You name a product and launch it. You give a dog a bad name and hang it.

In a break with family tradition, I was not named after my paternal grandfather. The timeless sequence, …ABABAB… was broken.

— 6 —

Agent 007, James Bond, was named after an ornithologist.

In his numbered world, he is part of a greater order. A world of conversations between 007 and M, where technology comes from Q and even the secretary is a very countable Moneypenny. It is a timeless world where the M’s and Q’s are replaceable and 00s are both replaceable and interchangeable.

In his named world, first he situates, then he differentiates.

My name is Bond. James Bond.

A tough, hard and unusual name, for a tough, hard guy, who allows glimpses of a dark past to shine through the veneer of shaken-not-stirred cocktails and social polish. He blends in, but makes his presence felt. It is a name that is at once a trust and a threat. Bank of England to friends, gunboats to foes.

Is that a threat? No, it’s a promise. 

Commander Bond was once a naval reserve officer. It was in the maritime world that the line, “my name is my bond,” gained currency.

It is a name of narrative belonging. It situates the man strongly as British, but differentiates him not at all among Britishers. In Bond is the veiled threat of a still-potent dying empire. In James lies identification with, and anonymity within, that dying Empire.

Fleming once wrote to the real Bond’s wife:  “It struck me that this brief, unromantic, Anglo-Saxon  and yet very masculine name was just what I needed, and so a second James Bond was born.”

— 7 —

The story of Windows is the story of a wild tree of apparently domesticated numbers seeking its way in the world, rather than an orderly parade of tamed wild cats.

1.0, 2.0, 3.0, NT, 3.1, 95, 98, ME, 2000, XP, Vista, 7, 8.

This is no accident. Microsoft, has always been a company that has sought its way in the existing world, rather than inviting the world into a fabricated universe of non sequiturs like Apple, Macintosh and Lisa.

The original portmanteau, MICRO-computer SOFT-ware, was a seeking of a place in a world defined by others. The micro-computer was ordinally a lesser thing than the mini-computer. Soft-ware was one of three wares: hard, soft and firm. An element in a set of cardinality three. It was a shy, retiring and polite name, that knew its place in the scheme of things.  

But the personality worked, and Microsoft quietly took over the universe it entered so politely. Windows was a literal-minded appropriation of the name of a key element of the desktop metaphor. Office seeks to belong in the workplace rather than redefine it. Internet Explorer remains the only browser that presumes to name itself after the thing it explores.

How a company names itself, its products and services, and its organizational parts, tells you a great deal about it.

To number something — implicitly or explicitly, cardinally or ordinally — is the first step in a grander project to order, tag and classify a part of reality; to prepare it for timeless forms of manipulation: replacement and interchange. To number is to subsume the particular within the general.

But to really name something in the sense of Le Guin, is to disrupt that project at every turn by discovering new magic that confounds the creeping logic of a rigidly ontological enterprise.

To really name is to find leaks as quickly as the number-givers find water-tight categories. To break connections thought secure and make new ones, previously considered impossible. To create difference — irreplaceability and non-interchangeability — as fast as numbering creates homogeneity.

This is perhaps why I still trust Microsoft more than I trust Apple. In the mess that is the the Windows sequence-numbering, I find reassurance.

— 8 —

To position is to number and name at the same time, and create something that is both a being and a becoming. Something rooted, that seeks to connect and get along, and something restless that seeks to get ahead and away.

To position a thing is to teach it to get ahead, get along, and get away. We project onto the memetic world of names, our own fundamental genetically-ordained proclivities. Evolutionary biology tells us that getting ahead and getting along are the basic drives that govern life for a social species. To this, as a species that invented individualism sometime in the 10th century AD, we must add getting away. The drive to become more than a rank and number. To become a name, even if the only available one, alpha, is taken.

The Microsoft version soup is Darwin manifest.

Getting ahead, getting along and getting away. Ordinal numbering, cardinal numbering and naming. Name, rank and number.

Perhaps it is naming and numbering that are fundamental, not biology.

To number well is to comprehend symmetries and anticipate as-yet-unnamed realities; holes in schemata, to be filled in the future. And so we name new elements before discovering them, imagine antimatter when we only know of matter. To categorize well is to create timeless order. Mendeleev’s bold leap advanced both chemistry and the art and science of naming.

To number poorly  is to squeeze, stuff and snip. To constrain reality to our fearful and limited conception of it.

To name well is to challenge and court numbers.

To name poorly is to kill or be killed by numbers.

Naming without numbering creates a chaotic unraveling. Numbering without naming creates orderly emptiness.

It takes discipline to couple the two forces together. And sometimes, numbers and names dance together beautifully to create magic, as when Murray Gell-Mann found inspiration in James Joyce’ line, three quarks for Muster Mark. 

— 9 —

To name is also to hide and cloak. To switch stories and manufacture realities.  This is the world of Don Draper. He dons a mask, and drapes new realities over old ones.  Starting with his own life.

And so Operation Infinite Justice became Operation Enduring Freedom.

I was supposed to be named after my grandfather, in keeping with the timeless …ABABAB… rhythm. I would have been Rama Rao. But then they broke with tradition.

My mother wanted to name me Rahul, but my grandmother objected: it is a name with deep significance for Buddhists — the name of the Buddha’s son.

Fortunately, in the (cardinal and ordinal) universe of a thousand names that is Vishnu — there is actually a long hymn known as the Vishnu Sahasranama, “Vishnu of the Thousand Names” — a close cousin of Rama was found.

And so I came into the world as Venkatesh. A break from tradition, but not quite a complete break.  Certainly not a defection to a competing tradition. That would have upset my grandmother.

I once wanted to name an algorithm I’d developed Mixing Bandits, since it used mechanisms inspired by bandit processes. I gave a draft of my paper to a distinguished professor in the field. He liked my work, but objected to the name. My allusive overloading of a precise term did not sit well with him. Mathematically, my algorithm was not related enough to bandit processes.

So this grandmother rejected the baby, refusing to absorb it into the family tradition. It wanders the world today as an illegitimate orphan of the noble clan that has disavowed it, under the clumsy and undistinguished name MixTeam scheduling.

— 10 —

In the genealogy of a single name you can trace entire grand narratives.

Once upon a time, there was a company in Rochester called Haloid. It made photographic paper and lived in the giant shadow of a company across town called Kodak.

Haloid wanted to grow up. So it acquired a technology called xerography: a name coined by a Greek scholar to situate the idea of dry writing within the illegible history of that long intellectual tradition within which the West seeks to situate everything it does.

Ironically, the technology was not the result of a long, gradually evolving tradition that can be traced back to the Greeks. Not only did the Greeks have nothing to do with it, as the biographer of the technology David Owen notes, “There was no one in Russia or France who was working on the same thing. The Chinese did not invent it in the 11th century BC.”

Xerography sprang almost fully-formed from the mind of one man, Chester Carlson. He systematically set about the project of inventing and patenting something truly new. He managed to do so by putting an obscure property of the element Selenium to a completely unexpected use.

So Haloid became Haloid Xerox, and eventually just Xerox. It is a powerful name. So powerful that it subsumed the name of the man who created it, Joe Wilson. During my time at Xerox, the Wilson Center for Research and Technology (WCRT) became the Xerox Research Center, Webster (XRCW). Across the world you will find XRCE (Europe), XRCC (Canada) and XRCI (India). To earn its right to a unique name within this orderly namespace, the sole rebel, PARC, had to unleash planet-disrupting forces.

Xerography eventually became electrophotography, in the hands of envious competitors who appeared after the trust-busters had done their work. The name that had gotten ahead and away now had to get along. My name is photography. Electro-photography. 

They still call it xerography at Xerox though.

— 11 —

And across town, Kodak slowly declined and began to die. There is irony here as well.

Photography does have a long history. The ancient Greeks did have something to do with it.  The ancient Chinese did know about pinhole cameras. The French did play a role.

But Kodak is one of those rare names that was born through an act of pure invention. George Eastman is quoted as saying about the letter k: “it seems a strong, incisive sort of letter.”  Yes, incisive like a knife.

The story goes that Eastman and his mother created the name from an anagrams set. Wikipedia says about the process:

Eastman said that there were three principal concepts he used in creating the name: it should be short; one cannot mispronounce it, and it could not resemble anything or be associated with anything but Kodak.

The first two principles are still adhered to by marketers when possible. The last has been abandoned since the 1970s, when the positioning era began.

As with Wilson, the child soon eclipsed the father. Eastman Kodak became just Kodak to the rest of the world. In proving the soundness of his principles of memetic stability, Eastman ceded his own place in the history of naming to a greater name.

Haloid incidentally, is a reference to the binary halogen compounds of Silver used in photography. The word halogen was coined by Berzelius from the words hals (“sea” or “salt”) and gen (“come to be”). Coming to be of the sea. It may be the most perfect name, suggesting the being and becoming that is the essence of both naming and chemistry.

Jöns Jacob Berzelius is a founding father of chemistry in large part due to his prolific naming. He came up with protein as well. He was also responsible for naming Selenium. From the Greek Selene, for Moon.

It was no small achievement. Chemistry is a science of variety and difference. It deals in so many different thing that a narrowly taxonomic mind will fail to appreciate its broader patterns.

In declaring that “Physics is the only real science, all the rest are just stamp collecting,” Rutherford failed to appreciate chemistry the way Berzelius did. As an ongoing grand narrative with lesser and greater patterns.

Some deserving names like protein and others merely abstract, categorical formulas like CnH2n+2 and names that just fall short of cohering into semantic atoms, like completely saturated hydrocarbon.

— 12 —

Counting and naming are at once trivial and profound activities.

Toddlers learn to count starting with One, Two, Three…

Terence Tao has won a Fields Medal and lives numbers like nobody else alive today. And he is still basically learning to count. At levels you and I would consider magic, but it is counting nevertheless.

Toddlers learn to name, starting with  me, mama and dada.

Ursula Le Guin has won five Hugo and six Nebula awards, but is fundamentally still a name-giver.

Names are born of universes, be they small ones that contain only Kodak or large ones that contain all of Western civilization between alpha and omega.

It is very hard to make up universes. It is easier to borrow and disguise them, as Tolkien and Frank Herbert did.

And it is very hard to do so without accidentally causing collisions between large, old namespaces that might not like each other, as my mom found out with Rahul. 

Lazy novelists are laziest with names, and the work falls apart. When you have named every character in your novel perfectly, your novel is finished. Plot and character converge towards perfection as names do.

Names in turn create universes. Carnegie Hall, Carnegie Foundation, Carnegie-Mellon University. 

To name is to choose one universe to draw from and another to create. Rockefeller gave his name to few things. He preferred bland names like Standard Oil and The University of Chicago. 

And so it is that the Carnegie Universe is very visible, while the much larger Rockefeller Universe is more hidden from sight.

— 13 —

Rockefeller chose to create, and hide much of what he created. But you can go further. Beyond hiding lies un-naming. To un-name is to deny identity.

To un-name and un-number is to anonymize completely.

It is useful for the name-giver to ponder the complementary problem of un-naming. If to position is to name and number, to de-position is to un-name and un-number.

You must seek randomness to disrupt the timeless order imposed by numbering, disconnection to counter the narrative order created by naming. Like Dorian Taylor, you must seek cryptonyms.

Cryptonym itself is from the Greek words for “hidden” and “name.”

Randomness is hard.

To un-name is to fight the natural. Given enough time, even a set of cryptonyms will fail to arrest a cohering identity. To truly arrest a name, even changing the crytponym at a random frequency is not enough. The underlying cohering realities must be disrupted.

— 14 —

Names demand to be born, and hijack numbers if no worthy ones appear. And so we have 9-11 and Chapter 11. 

At other times, names strain to hang on to life, with no stories to tell. In the arid, random desert that is bingo, where numbers rule, names struggle.

Only to a Bingo player is 22 “two little ducks.”

Few numbers truly rise to the level of human meaning, and they are all small: 13, 42, 867-5309. 

The largest number in my life that is also a name with permanent narrative significance is 1174831686. 

When I was nine or ten, our local newspaper, The Telegraph, launched a club for kids in its Sunday edition, called the Wiz Biz Club. I signed up excitedly, to belong and to make new friends. That was my membership number.

I received a badge, some stickers and an ID card with that number.

So Venkatesh Rao  became 1174831686.  That cryptonym was probably the start of my struggle to own my name instead of being owned by it.

I am glad to report that despite it being an extremely common Indian name, I now own venkateshrao.com (it redirects to this site) and almost the entire first page of Google results. Vishnu can have the other 999 names, but I plan to pwn this one, at least for one lifetime.

— 15 —

We dimly recognize, even without the aid of mathematicians who study such things, that numbers win this decidedly unequal contest of appreciation and manipulation in the long-term.

In the beginning, we generously allowed our businesses, products and services to share the older namespaces of people and geographies. East India Company, Jardine-Mathieson, Carnegie Steel, Johnson & Johnson.

That strategy quickly exhausted itself, and so we energetically began manufacturing Xeroxes, Kodaks, Microsofts and Apples.

The first really-big-numbers company decided to name itself after a number, Google. Its home became an even bigger number, Googleplex. 

After Google, the Internet began throwing up naming needs faster than humans could manufacture them, and the orderly taxonomy unexpectedly imposed on the world by the Internet Domain Name system suddenly made life very difficult indeed.

So far, we’ve kept up by inventing quasi-algorithmic models: flickr, dopplr, e-widget, i-doodad.

But eventually naming as a way to understand and construct reality will fail.  Technology creates complexity that creeps inexorably towards the unnameable-but-significant.

When semantic genealogies in naming give way to syntactic and lexicographic genealogies, you are halfway to the world of pure numbers (there is a cute scene in Neal Stephenson’s Cryptonomicon, where members of an online group decide to abandon names and stick to purely numbering and ranking the world; the split occurs between those who seek cryptonyms and those who seek a fundamental order within which, for instance, Earth might be numbered 1).

The march that begins with Aachen and Aardvark cannot keep up with a universe that throws countable, but not-nameable, variety at us. We count on, long after we can no longer name.  And eventually we cannot count, either, and must stare at an unnameable, uncountable void and wonder — as some mathematicians do — whether it even exists, given how it eludes characterization.

Yet we persist with both naming and numbering, finding solace in imposing a partial lexicographic order on reality, even as the struggle gets harder.

— 16 —

I have not used the word brand even once in this post, until just now. Over the years,  I have lost confidence in the utility of the concept.

It is appropriate only for the cardinal-ordinal world of mass manufacturing, where everything has a rank and number, but very few things have real names. Most brands are McBrands. Billions upon billions have been served up by marketers and fond parents. Most represent no deeper reality than the first answer to the question, name, rank and number. 

It is not surprising. After all the very word originates in processes that evolved superficially distinguish the essentially interchangeable. In the world of cows, and pottery before that, to brand was to mark for identification and counting, and little else.

Brand is an abstraction that adds very little to the more fundamental concepts of naming and numbering, and the key derivative concept of positioning. In fact, it is distracting. The word makes it far too easy to lose yourself in abstractions. Naming and numbering keep you honest and focused on the gestalt you are trying to distill, with repeated tests. The story of these attempts is what we know as PR, and with each proposed naming and positioning test you can ask, do I understand this story yet?

Without such test-driven naming, branding is an exercise in waterfall marketing.

To the extent that it is a useful word at all, it describes a consequence rather than an action. Away from the concrete world of cows being tortured with red-hot irons, there is no actual action that you can call branding.

You name, number and position.  You then make up non-verbal correlates — colors and logos — that derive from these basic elements.

These are things you do.

Brand happens.

Does Culture Eat Strategy for Lunch?

In Culture Eats Strategy for Lunch, Shawn Parr at Fast Company makes an extremely seductive argument. Though he doesn’t mention it, this type of analysis goes back to Alfred Thayer Mahan’s The Influence of Sea Power Upon History. Except that Mahan does not fall into this trap of concluding that culture matters more than strategy.

I don’t mean to pick on Parr’s article in particular, but it is representative of a lot of very well-intentioned, feel-good writing about strategy that seems to be appearing these days. Parr’s is one of the more solid ones. Here’s an excerpt.

Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N’ Out, and you’ll get a taste of these brands’ vibrant cultures.

Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation.

You could summarize this emerging school of thought as “focus on people and strategy will take care of itself.”  It is not a superficial and careless error, but one made by thoughtful and serious people who do give such matters serious thoughts. It’s not all Kumbaya (though admittedly, this particular article that I am riffing off of is rather Kumbaya-ish). It is a logical consequence of following the dominant school of strategic thinking today.

You fall into this trap if you fall into the Jomini-Porter tradition of strategy, which is a very procedural and structuralist model that decouples the human and non-human elements of strategic thinking.

If you follow the Clausewitz-Mahan-Boyd tradition, which does not make such an artificial separation of people and non-people parts of strategy  you will not make this kind of mistake.  In the Clausewitz-Mahan-Boyd tradition, strategy is about human insight operating on chaotic shared mental models, seeking special, unfair advantages to exploit. The resources you have available, and the strengths and weaknesses of those resources (people and culture included), naturally get accommodated in this model.

To get a sense of a more sophisticated way to make “people and culture” arguments around companies like Zappos or Southwest, it is useful to look at a much more thoroughly studied example.

Mahan’s Analysis of Sea Power

Mahan’s analysis of the naval race between the French, the English and the Dutch in the 17th and 18th centuries reads such situations right.  He notes that for a few decades, during the time of Jean-Baptiste Colbert (the very capable minister of Louis XIV), France made progress on all matters naval with leaps and bounds. For a while, the English and Dutch felt very anxious indeed.

For a while, the French were actually far ahead of their competitors in the sophistication of their naval technology (remember, during this period, Continental, especially French, mathematics and engineering were still well ahead of English).

But when Colbert broke with Louis, the naval capability eroded within a generation or two, and would not be revived again until Napoleon, a century later (with equal lack of sustained success; as Nelson’s victories would prove).

Mahan concludes that the fundamental difference was in the presence of a robust seafaring culture in the Netherlands and Britain that went all the way down to commoners. And in Britain, it was also a military naval culture (rather than the very mercantile one of the Dutch) led by a nobility that actually knew what it was doing, and threw up great naval commanders frequently, unlike in the French case, where the nobility viewed naval appointments as rent-seeking opportunities, and strong leadership emerged less frequently.

This cultural difference, in turn, grew out of the fact that France is a large, pleasant country with many affairs on land, while Britain is a relatively miserable little archiepelago, whose inhabitants have been historically more eager and willing to get the hell out and take to the sea. Note the very concrete characterization of culture here, in geographic terms. It isn’t about feel-good and ultimately empty abstractions like “respect” but a richer, ethnographic characterization of differences. Happy? The French were possibly much happier during this period, in their lovely country. They didn’t itch to run away to sea.

But the lesson here isn’t that “culture eats strategy for lunch.” The lesson is that culture is what allows you to double down on a successful strategy. You still need the non-cultural parts of strategy to create an opening. You will not be able to double down on all openings.

Strategy Subsumes Culture

I have posts coming up, looking at examples like Southwest in more detail, but the basic point I want to make is that winning is still about human insight looking at chaotic realities (Clausewitz’ coup d’oeil) to find those opportunities and unfair advantages that, if pursued with vigor, turn into success entirely disproportionate to effort.

Culture is about the capacity to sustain that victory for longer-term rewards. In the Golden Age of airlines, before Southwest turned it into a game of budgets, many airlines had equally great cultures (watch Pan Am or read the once-famous Coffee, Tea or Me? books).

Take away the elements of Southwest’s strategy (short-hop, quick-turnaround, single aircraft type, non-assigned seating) and you just get a bunch of happy employees who will soon cease to be happy as the company’s profitability plummets, their jobs get exposed to risks, and disengagement sets in. There are plenty of examples of happiness-focused companies that promptly failed because they were not pursuing the right kinds of opportunities.

What do I mean by strategy subsumes culture?

I mean that culture is merely another variable in the chaos of inputs that you must organize and think through to craft your strategy. If you are looking for a quick in-and-out strategic opportunity, where you hope to make a killing in a month and have no intention of sustaining anything, culture does not matter. If you are looking for an opportunity big enough and long-lasting enough that you can build and grow a company to exploit it, culture matters a great deal.

On the flip side of the coin, you can say that culture renews strategy. Think of it as a yin-yang symbol (the black fish is non-culture parts, with a white eye of culture, and the white fish is culture, with its black eye representing non-cultural elements).

Culture Renews Strategy

If the opportunity is a really long-term one, spanning multiple lifetimes, you will need to think about leadership succession planning, since every big strategic opportunity depreciates in value and expires within a certain period of time, unless it is bolstered  by smaller strategic moves that renew and revitalize those options.

These renewal/revitalization moves come from the minds of talented strategic thinkers, who in turn arise with sufficient frequency only in the right kind of culture. Apple is an example of a company that might well be crippled if it turns out there was no cultural capability in place for renewing strategic talent. Just as naval geniuses cropped up more frequently in Britain than in France, product-visionaries will need to crop up with more frequency at Apple if they are to sustain their current edge.

This specific function of culture — to renew strategic capability — is often ignored. As with the article I am riffing on, a lot of thinking about culture focuses exclusively on operational culture in the rank-and-file, and aspects like morale and disengagement.

Often there is a trade-off between this aspect of culture (which is about making people happy) and the other aspect: routinely producing great strategic leadership (which is about making people smarter and more clear-eyed).

You over-optimize for happy employees and you are in danger of not generating enough leaders for tomorrow, because the talented leaders are exactly the ones who will get annoyed by happy-employee-itis and leave for more challenging games.

On the other hand, if you over-optimize for throwing up great leaders, and brutal internecine competition will erode the happiness culture so that operational capabilities suffer.

It is a delicate balancing act.  Yin can devour Yang or vice-versa.

People or Process is a Strawman Debate

When talking about such things, you will often encounter a people-versus-process debate, which is also a consequence of Jomini-Porter style thinking. Jomini-Porter thinking not only separates people (and therefore culture) from the other variables, it focuses on codified processes and models for the non-people/non-culture part (like Porter’s five forces and value chain models) over insight into the state of play of fluid and open realities.

This is a strawman debate in the Clausewitz-Mahan-Boyd school, since culture is subsumed within strategy, and strategy is more about insight than process.

One of the few commentators who has recognized this in recent memory is Jim Collins of Good to Great fame. His famous “bus” principle is the right way to frame the people vs. non-people components of strategy:  Get the right people on the bus, the wrong people off the bus, and then decide where to go. Nowhere in this bus metaphor is any mention of processes or lean six sigma. Those do matter (in creating operational discipline, which is critical at certain phases of a company’s exploitation of a market opportunity), but not at this level of full-lifecycle thinking.

This principle completely finesses process-thinking and proposes the right trade-off. The shared mental model you build will be the source of whatever strategic insight you choose to pursue (“where to go”). This shared mental model depends on having the right people at the table, having the right kind of vigorous conversation.

A terrible group will paint a useless picture that suggests bad opportunities. Napoleon might have been great at strategic insight, but chances are, he also had the right people on the bus, painting fertile pictures for him to ponder.

Peak Attention and the Colonization of Subcultures

Coded, informal communication — significant messages buried inside innocuous messages — has long interested me.  I don’t mean things like “NX398 VJ899 ABBX3” that the NSA might deal with (though that’s related). I mean things like this:

You: let’s get coffee sometime

Me: Sure, that’d be great

We both know that the real exchange was:

You: let’s pretend we want to take this further

Me: yeah, let’s do that

The question of how such coded language emerges, spreads and evolves is a big one. I am interested in a very specific question: how do members of an emerging subculture recognize each other in public, especially on the Internet, using more specialized coded language?

The question is interesting because the Web is making traditional subcultures — historically illegible to governance mechanisms, and therefore hotbeds of subversion — increasingly visible and open to cheap, large-scale economic and political exploitation. This exploitation takes the form of attention mining, and is the end-game on the path to what I called Peak Attention a while back.

Does this mean the subversive potential of the Internet is an illusion, and that it will ultimately be domesticated? Possibly.

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Steer, Ready, Fire

I like various permutations and adaptations of the phrase ready, aim, fire to think about decision-making between the extremes of pure contemplation and pure action. Playing around with this phrase led me to this 2×2 (I seem to be thinking a lot in 2×2 form these days). I’ll connect the dots in a minute.

 

Aiming versus Feedback

The apparently logical sequence, ready, aim, fire describes a feedforward model. You get your mind in the right place, then you figure out how to be effective (aim can map to waterfall planning at any level), then you take action.

The phrase ready, fire, aim, preferred by the action-oriented in uncertain and dynamic environments, is a response to the analysis-paralysis that can happen if you try to get to ideal starting conditions and perfect information before starting to act.

The absurdity of aiming after firing can only be resolved via appeal to the logic of iteration and feedback. You converge on the successful course of action through feedback from failed actions. This works well as a motto for startup types and others who believe in the release early and often, and fail fast approach to projects.

Then there is the phrase, ready, fire, steer. I am not sure who came up with that one, but I’ve heard it attributed to Paul Saffo.  This replacement of aim with steer suggests that real-time feedback and control can be continuous. It is the logical limit of iterating faster and faster. Heat-seeking or radar-guided missiles are perfect examples.

The Role of “Fire”

The variant ready, fire, steer made me wonder about why fire is even necessary. Within your basic firearm metaphor, firing gives you all your momentum (kinetic energy) in one big dose. Of course, you also have whatever positional advantages (potential energy) you possess.  It maps well to situations like getting investment in a startup, coming into a trust fund, or using a rocket to launch satellites.

But there are also cars and airplanes, with more continuous energy-generation models. There are also renewable energy models like sail ships, and models that create a net surplus of energy, like a solar car with more energy than it needs.

These don’t need a fire step. You could do with just ready, steer thinking (or ready, start, steer if you insist). A lot of bootstrapped business models would qualify, as you use tiny or zero cash investments to get started, and nurture cash flows slowly to get where you want. You may be accumulating a surplus of cash or attention that you can conserve for later use.

It takes a lot more foresight to work without the boost of a fire stage, but in return you get more control and efficient use of resources, in cases where the fire represents borrowed energy, provided on terms that you don’t like.

In fact, you can often dispense with ready as well. The idea that you need a ready, independent of information preparedness is more psychological fiction than reality. While you are contemplating doing anything, your readiness level changes over time, even before you adopt any sort of intention. As you process relevant information, your situation awareness may increase or degrade in quality, and you may become more or less oriented.

Ready really only matters in situations where there are decisive go/no-go thresholds defined by irreversible (or very expensive to reverse) actions, such as quitting your job or getting married, but ready as an internal state doesn’t really capture that. You’ll never be really ready. But as a continuously-changing state, your readiness may cross a minimum threshold associated with a given irreversible decision.  That threshold is set by external conditions.

This means that you start steering the moment even a tiny amount of readiness bubbles up into your consciousness. After that, the feedback process that is steer automatically moves your readiness level along.

So steer is really at the heart of it all. Continuous feedback control of energy, using information.

Ready is useful to add in where there is an important, unavoidable and irreversible decision inside the decision process.

Creating an Opening

Fire can actually come at the end as well, and this is the case that interests me the most these days .

In cases where you maneuver for an opening starting from unfavorable conditions (ready, steer), you could be accumulating a surplus capacity for action while waiting for a good opportunity to use it.

This could be a purely passive wait, or you could be actively trying to engineer an opening through “set up” moves.

This accumulating surplus might be money, information, a slowly-grown marketing asset like a blog, or going to night school to get a degree. Or it might simply involve waiting and watching for environmental conditions, trending in a certain direction, to hit a threshold.

Within a large corporation, this could be a matter of making specific allies and accumulating a strong position around a currently unattractive business asset (such as a dog of a product that people think cannot do well in the future, or a sales region that nobody wants) and waiting for, or engineering, a way to work it.

For example, there was an optimal window of time for streaming video businesses to be launched, based on falling bandwidth costs. If you were in that business, you’d have been wise to adopt a ready, steer hold-and-accumulate strategy, waiting for your moment to fire.

Today, the emerging sector of 3D printing is in the wait zone for many people: once the technology becomes sufficiently cheap and some basic technology to exploit it has emerged (such as stable, cheap and easy to use software for generating designs), a lot of people are going to jump in.

Bootstrapping to Big

Since ready has to do with crossing externally-determined irreversibility thresholds more than being in some mystic state of perfect readiness, the steer, ready, fire sequence is great for maneuvering to create an opening, and then triggering an irreversible action that requires a burst of informed energy. This is what is typically referred to as a go-big-or-go-home moment.

One application of steer-ready-fire thinking is bootstrapped businesses that intend to grow big at the right time. These days, we’ve somehow bought into the illusion that bootstrapping is for lifestyle businesses and that you need professional investors to go big.

This is obviously false. If you steer to ready with sufficient foresight, carefully build cash-flow assets, and  wait for or create the right opening, you can bootstrap and go big. Many big businesses before the 1940s were grown in precisely this fashion. Before investment banking  became a big business in its own right in the 1870s in America (and later, the sub-sector of venture capital in the post World War II era), big fortunes — including those of the two biggest Robber Barons, Vanderbilt and Rockefeller — were built through this sort of bootstrapped, leveraged model. There were times when Rockefeller in fact had more capacity to move the markets from the outside, than his famous finance contemporary, J. P. Morgan, had on the inside.

Stepping back a bit, what’s common to all these approaches to thinking about decision processes is the interplay of energy and information in some abstract sense (where energy can be money or marketing potential for instance, in our running startup sector example). Acting with either too much or too little information, given your energy levels, is inefficient.  Having neither information nor energy is of course a stable situation.

Mindfulness is when energy and information dance together well. Note that you don’t necessarily have to keep them balanced at a specific moment. You can store both. So you might wait for energy to catch up with information, or vice-versa. Or you can accumulate both and unleash a ferocious burst of mindful action driven by a store of heavily-informed energy.

Sudden Actions, Entropy and OODA

That last part (accumulating both energy and information to enable sudden movements) took me a while to get to. For a long time, I was unable to reconcile sudden, high-power movements with the idea of mindfulness because I was fixated on the thought that mindful actions are necessarily smooth actions. They needn’t be. Jerky movements have a role to play in our world.

But there is a deeper level at which “slow” and “smooth” matter. This is where an abstract notion of entropy is relevant. Slow, smooth actions cause low increases in entropy. Quick, jerky actions cause high increases in entropy. Unfortunately, you cannot always work with low-entropy behavior because there is a lot of messiness in the outside world — the world that you don’t completely control. The smaller and more closed your world, the more you can approach the idea of working purely with slow, low-entropy actions.

This is why readiness is best thought of in relationship to irreversible-action thresholds determined by external conditions. In thermodynamics, isentropic processes (those that don’t increase energy) are reversible. Entropic processes are not.

When you unleash a sudden action, entropy will increase. In decision-making terms, it means you’ll trigger action that is so fast that you cannot process the information being generated by feedback, so it will effectively act as noise. But there are situations where you know enough to know that this chaos you are unleashing will mostly favor you. This is reflected in the attitude that “I think it will all work itself out.” Eventually, when the dust settles, you will be able to get back to a more mindful engagement with the situation.

And of course, there will always be net entropy increases even after the dust settles. Being mindful about this realization is the same as accepting the inevitability of death.

Of course, this extended thermodynamic metaphor needs to be carefully applied in abstract situations, but I believe the correspondence is a very close one. This thermodynamic metaphor, and the interplay of ready, fire, aim and steer in various permutations and combinations, is one approach to understanding how Boyd’s OODA model really works.

Smart Money and Dumb Money

You can extrapolate this sort of thinking to larger groups and organizations, and think about how energy (usually money in the human world) and information are distributed within a organization and the environment it operates in.  You can talk about whether energy drives information or vice-versa.

In larger systems of people, power distributions often emerge out of the interplay of energy and information. Smart money represents information in control of energy. Dumb money represents the converse situation.

In the world of dumb money, entrepreneurs must chase investors. In the world of smart money, investors court entrepreneurs. Why?

In entrepreneurship, smart money is often used to refer to investment from people who can also provide information and advice. This is actually not particularly smart money. If an investor holds all the cards — money and information — what exactly does the entrepreneur bring to the table besides talent? That sort of relationship defines employment, not investment. Truly valuable information comes from unlikely places. Information from well-known sources, such as seasoned investors or former entrepreneurs, is unlikely to be particularly special or exclusive.  It is in fact likely to be common knowledge — it will help you lower costs of doing business, but not provide a competitive advantage.

A collaboration between a party with too much energy, and one with too much information, is fraught with tension. It is very hard to merge the two in mindful ways. One party is impatient and the other party is frustrated. Meetings between parties with unbalanced and complementary assets, who are also mindful about what they have and what they need, are quite rare.

The result is that power dynamics are triggered while things are sorting themselves out. This is one reason I advocate a slightly evil philosophy. Engaging the world outside your personal control means dealing with all this. Trying to be purely good is like trying to work with just smooth, slow, isentropic actions. It is just not workable when there are transient openings and irreversibility thresholds in the environment.

So it isn’t just individuals who have to gradually become more mindful decision-makers, gradually lowering the amount of sloth, impatience and frustration in their thinking. Organizations have to do it too. I can think of many frustrated, slothful or impatient organizations and groups, ranging in size from married couples to Fortune 500 companies and entire nations.