Social Hallucinations

Dictractions foster creativity

It was good to read this article in Wired:'How Twitter and Facebook Make Us More Productive' that breaks the army of voices who present how distracting Facebook and Twitter can be and how much loss they generate for companies. This is just a one side of story as "social networks are particularly well suited to stoking the creative mind"

 
From my own experienced being focused for 8 hours on power points slides or excel sheets doesn't take me really productive. On the contrary it imprisons me in the fast tracks of routine thinking. There is nothing more inspiring than sharing thoughts with other people, finding impulses from completely different and not really connected with the problem you are working on sources. Our minds need to be kept fit and challenged to work properly.So stay connected and never stop exploring, sharing and learning. Play. Create. Share.

Photo by Adrian Wallet

The 6 types of ideas

via Tom Fisburne 

Do We Really Have to Meet?

Meetings are nice but are all they really necessary? It is very valid question on Monday morning and calender full of meetings. Sitting in meetings is often a nice time - waster, break from work where you sit and...nothing really happens except of talking. 

How to change the meeting culture and cut down the unproductive hours of just sitting and talking. Here are a few tips from Seth Godin

1. Understand that all problems are not the same. So why are your meetings? Does every issue deserve an hour? Why is there a default length?

Schedule meetings in increments of five minutes. Require that the meeting organizer have a truly great reason to need more than four increments of real-time face time.

Require preparation. Give people things to read or do before the meeting, and if they don't, kick them out.

Remove all the chairs from the conference room. I'm serious.

If someone is more than two minutes later than the last person to the meeting, they have to pay a fine of $10 to the coffee fund.

Bring an egg timer to the meeting. When it goes off, you're done. Not your fault, it's the timer's.

The organizer of the meeting is required to send a short email summary, with action items, to every attendee within ten minutes of the end of the meeting.

Create a public space (either a big piece of poster board or a simple online page) that allows attendees to rate meetings and their organizers on a scale of 1 to 5 in terms of usefulness. Just a simple box where everyone can write a number. Watch what happens.

If you're not adding value to a meeting, leave. You can always read the summary later.

It is a good way to start the new year at work, the year that is about doing the meaningful things. 

via Tom Fishburne

Rethink the way how you run your business

Traditional rewards aren't always as effective as we think. Incentives block creativity.

Time to build business based on the knowledge of human motivations, it is what can lead to creating the change and making a difference.

More hyphen - More perspective

What qualities make a good planner?

Passionate practitioner, who are interesting and are interested in the world around and put the madness in the method and treat their job as a hobby

via PSFK

The Near Future Agency

"(...) the future agency becomes virtual and led by superhero planners and creative thinkers. Behind the superheroes, it's all virtual. All shared."

(John Ebbert)

The media fragmentation, increasing number of channels and ways to communicate with people that live liquid lives is followed by the increasing number of agencies that offer their "expert" service to

Image by michael.heiss via Flickr

solve a piece of your communication problem and get a piece of marketing budget. Roles get blurry. Advertising agencies think media, media agencies think creativity, etc. More experts emerge. More silos get built. We can't face the near future with the silos organizations that are characterized with the lack of flexibility.

What we can do to survive? Implement flexibility, strong leadership and work the way that reflects how people live and think - seamless. Ordinary people don't think in communication channels, they seek for the ways to satisfy and fulfill their needs.

The seamless life of agency can be reflected in the way we organize ourselves into flexible and versatile teams and collaboration across different disciplines is the key. 

After all, we together in the business of helping our clients to connect with people.

More interesting related read: Markets are Networks

DONE is the Engine of MORE

"There are three states of being: not knowing, action and completion" This is how The Cult of Done Manifesto begins.

It is all about optimizing your actions to get things done, to move on. It is about effectiveness and creating things. 

Personally I enjoy the state of creating, wandering, asking questions and exploring, the tickling feeling of uncertainty but there is always the moment when the urge to move on and see the thoughts taking shape emerges. Then it is all about getting things done, cause it "is the engine of more". When you are done with one project, you can start another one and begin the new exploration. Besides if you want to know who you are, don't ask. Do something. Doing will define you.

There is Life After Advertising

Trailer for the new movie about advertising - Lemonade. More than 70,000 advertising professionals have lost their jobs in this Great Recession. Lemonade is about what happens when people who were once paid to be creative in advertising are forced to be creative with their own lives. It is uplifting and fantastic to see how they find their new call. It is also fascinating to hear how liberating for them was to lose the job and get time to eat, see family and "do things that matter".

What's Your Job

Weekend Quote

Ideas Generation / Brainstorming Sessions

This is the first guest post on my blog by great and very creative guy Michael Trenerry who have chosen Finland over Australia. You can read more about Michael and his company iKONIC here as well as follow him on Twitter and read his blog to get more of his wisdom. Enjoy!

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Over my time I have sat in many idea generation or brainstorming sessions both within media and advertising agencies, hotshops and on the client side or with the client. These sessions can be to generate ideas for an individual campaign, a long-term strategy, a product launch or they might very well be for your next new business pitch.

Amongst these sessions though, only very few have been in my opinion highly successful. The reason is quite simple. There has been a lacking brief, lack of structure, no leadership and no real collaboration.

The Brief
Mentioned in my earlier blog, the brief is vital. What exactly are we aiming to achieve from the session. What are our objectives & what do we already know. Sessions take time and that means money for you, so lets be sure that we have a good brief that outlays exactly what we intend to achieve during the session.

Structure and Process
I don’t want to take the fun out of these sessions because that is what they are all about but you do need some structure to tackle the brief. The structure does a few things. It ensures we maximise the time we spend in these sessions constructively. It ensures everybody gets to put ideas in. It ensures we cover all the points we need to and most of all it ensures that when we leave & finish the meeting, we leave with an action list of clear indicators & the key persons involved in ensuring those tasks are met.

A good session while structured doesn’t really feel structured. Like the term brainstorm, we start by dumping down lots of ideas. From these ideas we decide which are the most innovative and interesting and which best meet the objectives of the brief. When we have a few good ideas we can move forward – expand them, dig deeper, pull out insights, and create example case studies and so on until we feel we have our winning idea. The winning idea will often come in a second or third session after we have analyzed our key ideas in more detail.

Make sure in all cases before a meeting is over that everybody who has attended agrees with the idea & that everybody is cleary aware of what they are required to do to get to the next stage.

Session leader
In all cases, there should be a person in the session that is the session leader – the person who structures the workshop, understands the brief in minute detail, a person that listens to others, mediates and writes ideas down. This person should be skilled in running ideas/brainstorming sessions and a creative mind. The person should help the group move along in a clearly structured manner.

Without this person, we essentially normally end up having lots of ideas but no central focus – people walk away from the session with a smile but when they sit down, they don’t really know what next…

Collaboration
I have been involved with many new business pitches. The great ones show real collaboration, they show that the team worked brilliantly together and they all believe in the idea and their ability to deliver it. The successful sessions are fun, a birth of great ideas from everybody and in the end a united approach that shows very clear collaboration. The unsuccessful ones seem to have people working in modules – one digital guy creating digital ideas, one print person creating print ideas and one television person creating television ideas – no integration between the overall idea. The idea should show that all parties have worked together seemlessly on all aspects of the project.

I could continue to write more about good and bad sessions but to wrap it up, just remember what these sessions are for! Its business, we all have limited time and resources so plan & think strategically at all times BUT also remember to be super creative – don’t let the structure and process ruin the creativity required to build great ideas…

10 rules for surviving an unpredictable world

Cover via Amazon

Nassim Nicholas Taleb, author of The Black Swan, gives his 10 rules for surviving an unpredictable world with dignity:

1 Skepticism is effortful and costly. It is better to be skeptical about matters of large consequences, and be imperfect, foolish and human in the small and the aesthetic.

2 Go to parties. You can’t even start to know what you may find on the envelope of serendipity. If you suffer from agoraphobia, send colleagues.

3 It’s not a good idea to take a forecast from someone wearing a tie. If possible, tease people who take themselves and their knowledge too seriously.

4 Wear your best for your execution and stand dignified. Your last recourse against randomness is how you act — if you can’t control outcomes, you can control the elegance of your behavior. You will always have the last word.

5 Don’t disturb complicated systems that have been around for a very long time. We don’t understand their logic. Don’t pollute the planet. Leave it the way we found it, regardless of scientific ‘evidence’.

6 Learn to fail with pride — and do so fast and cleanly. Maximize trial and error — by mastering the error part.

7 Avoid losers. If you hear someone use the words ‘impossible’, ‘never’, ‘too difficult’ too often, drop him or her from your social network. Never take ‘no’ for an answer (conversely, take most ‘yeses’ as ‘most probably’).

8 Don’t read newspapers for the news (just for the gossip and, of course, profiles of authors). The best filter to know if the news matters is if you hear it in cafes, restaurants... or (again) parties.

9 Hard work will get you a professorship or a BMW. You need both work and luck for a Booker, a Nobel or a private jet.

10 Answer e-mails from junior people before more senior ones. Junior people have further to go and tend to remember who slighted them.

You can find the whole article here timesonline site.

It's good add on to my previous post on life being a succession of moments.

Manifesto for Growth

Written in 1998 by Bruce Mau - a designer and innovator. He listed those 43 simple points that can be applied as your way of working manifesto. Reading this is a good way for starting 2009.

1. Allow events to change you. You have to be willing to grow. Growth is different from something that happens to you. You produce it. You live it. The prerequisites for growth: the openness to experience events and the willingness to be changed by them.
2. Forget about good. Good is a known quantity. Good is what we all agree on. Growth is not necessarily good. Growth is an exploration of unlit recesses that may or may not yield to our research. As long as you stick to good you'll never have real growth.
3. Process is more important than outcome. When the outcome drives the process we will only ever go to where we've already been. If process drives outcome we may not know where we’re going, but we will know we want to be there.
4. Love your experiments (as you would an ugly child). Joy is the engine of growth. Exploit the liberty in casting your work as beautiful experiments, iterations, attempts, trials, and errors. Take the long view and allow yourself the fun of failure every day.
5. Go deep. The deeper you go the more likely you will discover something of value.
6. Capture accidents. The wrong answer is the right answer in search of a different question. Collect wrong answers as part of the process. Ask different questions.
7. Study. A studio is a place of study. Use the necessity of production as an excuse to study. Everyone will benefit.
8. Drift. Allow yourself to wander aimlessly. Explore adjacencies. Lack judgment. Postpone criticism.
9. Begin anywhere. John Cage tells us that not knowing where to begin is a common form of paralysis. His advice: begin anywhere.
10. Everyone is a leader. Growth happens. Whenever it does, allow it to emerge. Learn to follow when it makes sense. Let anyone lead.
11. Harvest ideas. Edit applications. Ideas need a dynamic, fluid, generous environment to sustain life. Applications, on the other hand, benefit from critical rigor. Produce a high ratio of ideas to applications.
12. Keep moving. The market and its operations have a tendency to reinforce success. Resist it. Allow failure and migration to be part of your practice.
13. Slow down. Desynchronize from standard time frames and surprising opportunities may present themselves.
14. Don’t be cool. Cool is conservative fear dressed in black. Free yourself from limits of this sort.
15. Ask stupid questions. Growth is fueled by desire and innocence. Assess the answer, not the question. Imagine learning throughout your life at the rate of an infant.
16. Collaborate. The space between people working together is filled with conflict, friction, strife, exhilaration, delight, and vast creative potential.
17. ____________________. Intentionally left blank. Allow space for the ideas you haven’t had yet, and for the ideas of others.
18. Stay up late. Strange things happen when you’ve gone too far, been up too long, worked too hard, and you're separated from the rest of the world.
19. Work the metaphor. Every object has the capacity to stand for something other than what is apparent. Work on what it stands for.
20. Be careful to take risks. Time is genetic. Today is the child of yesterday and the parent of tomorrow. The work you produce today will create your future.
21. Repeat yourself. If you like it, do it again. If you don’t like it, do it again.
22. Make your own tools. Hybridize your tools in order to build unique things. Even simple tools that are your own can yield entirely new avenues of exploration. Remember, tools amplify our capacities, so even a small tool can make a big difference.
23. Stand on someone’s shoulders. You can travel farther carried on the accomplishments of those who came before you. And the view is so much better.
24. Avoid software. The problem with software is that everyone has it.
25. Don’t clean your desk. You might find something in the morning that you can’t see tonight.
26. Don’t enter awards competitions. Just don’t. It’s not good for you.
27. Read only left-hand pages. Marshall McLuhan did this. By decreasing the amount of information, we leave room for what he called our "noodle."
28. Make new words. Expand the lexicon. The new conditions demand a new way of thinking. The thinking demands new forms of expression. The expression generates new conditions.
29. Think with your mind. Forget technology. Creativity is not device-dependent.
30. Organization = Liberty. Real innovation in design, or any other field, happens in context. That context is usually some form of cooperatively managed enterprise. Frank Gehry, for instance, is only able to realize Bilbao because his studio can deliver it on budget. The myth of a split between "creatives" and "suits" is what Leonard Cohen calls a 'charming artifact of the past.'
31. Don’t borrow money. Once again, Frank Gehry’s advice. By maintaining financial control, we maintain creative control. It’s not exactly rocket science, but it’s surprising how hard it is to maintain this discipline, and how many have failed.
32. Listen carefully. Every collaborator who enters our orbit brings with him or her a world more strange and complex than any we could ever hope to imagine. By listening to the details and the subtlety of their needs, desires, or ambitions, we fold their world onto our own. Neither party will ever be the same.
33. Take field trips. The bandwidth of the world is greater than that of your TV set, or the Internet, or even a totally immersive, interactive, dynamically rendered, object-oriented, real-time, computer graphic–simulated environment.
34. Make mistakes faster. This isn’t my idea -- I borrowed it. I think it belongs to Andy Grove.
35. Imitate. Don’t be shy about it. Try to get as close as you can. You'll never get all the way, and the separation might be truly remarkable. We have only to look to Richard Hamilton and his version of Marcel Duchamp’s large glass to see how rich, discredited, and underused imitation is as a technique.
36. Scat. When you forget the words, do what Ella did: make up something else ... but not words.
37. Break it, stretch it, bend it, crush it, crack it, fold it.
38. Explore the other edge. Great liberty exists when we avoid trying to run with the technological pack. We can’t find the leading edge because it’s trampled underfoot. Try using old-tech equipment made obsolete by an economic cycle but still rich with potential.
39. Coffee breaks, cab rides, green rooms. Real growth often happens outside of where we intend it to, in the interstitial spaces -- what Dr. Seuss calls "the waiting place." Hans Ulrich Obrist once organized a science and art conference with all of the infrastructure of a conference -- the parties, chats, lunches, airport arrivals — but with no actual conference. Apparently it was hugely successful and spawned many ongoing collaborations.
40. Avoid fields. Jump fences. Disciplinary boundaries and regulatory regimes are attempts to control the wilding of creative life. They are often understandable efforts to order what are manifold, complex, evolutionary processes. Our job is to jump the fences and cross the fields.
41. Laugh. People visiting the studio often comment on how much we laugh. Since I've become aware of this, I use it as a barometer of how comfortably we are expressing ourselves.
42. Remember. Growth is only possible as a product of history. Without memory, innovation is merely novelty. History gives growth a direction. But a memory is never perfect. Every memory is a degraded or composite image of a previous moment or event. That’s what makes us aware of its quality as a past and not a present. It means that every memory is new, a partial construct different from its source, and, as such, a potential for growth itself.
43. Power to the people. Play can only happen when people feel they have control over their lives. We can't be free agents if we’re not free.

Hat tip to John Moore

Life is too short...

Image by Midnight-digital via Flickr

“ Life’s too short to hate what you do all day.
Life’s way to short to make mediocre stuff.”
- Seth Godin, Tribes

Amazing View from my Office