Words Matter A Lot

This is a great video on the power of words, but also on the caring of one for another.

We can make a difference with our words!

Words can help and can hurt, they can pursuade and they can punish, but the most important thing is that we are responsible for how we use them.

While we can say we're sorry for hurtful words, they can never really be taken back (i.e. unspoken).

And just the opposite holds true as well--when we use words constructively, the impact for good reverberates.

I still hear the words of the most important people in my life guiding me, always.

Use your words with care, deference, ingenuity, and most important with kindness for others.

Words Matter A Lot

Leadership Is Not A One Personality World

An article in the Federal Times (13 November 2011) called "To Change Government's Culture, Recruit Leader, Not Loners" was very unfortunate.
According to the author, Steven L. Katz, "Government in particular, attracts, rewards, and promotes people who want to be left alone. As a result we have a government of loners...seen in the scarcity of people with a healthy balance of substantive and social skills who are needed for leadership, management, and bringing projects large and small to completion."
Katz identifies these "loners" as Myers-Briggs ISTJ--Introverted Sensing Thinking and Judging. Moreover, he proposes that we consider "more people who test in the range of Myers-Briggs ENTJ--Extroverted Intuitive Thinking Judging"--to assume the leadership mantle instead.
In other words, Katz has a problem with people who are introverted and sensing. In particular, it seems that the introversion type really has Katz all bent out of shape--since this is what he rails at as the loners in our organizations. What a shame!
Katz is wrong on almost all accounts, except that we need people who can communicate and collaborate and not just in government:
1) Diversity Down The Toilet--Katz only acknowledges two Myers-Briggs Types in our diverse population--ENTJ and ISTJ. He is either unaware of or ignores the other 14 categories of people on the continuum, and he promotes only one type the ENTJ--1/16 of the types of people out there--so much for diversity!
Further, Katz makes the stereotypical and mistaken assumptions that introverts are shy and ineffectual, which as pointed out in Psychology Today in 2009 (quoted in Jobboom) "Not everyone who is shy is introverted, and not everyone who's charismatic and cheerful is extroverted." Further, shy people are 'routinely misunderstood as cold, aloof, or stuck up."
Katz missed the point as taught at OPM's Federal Executive Institute that all of us have something to learn, teach, and a preferred pathway to excellence.
2) By the Numbers--Contrary to Katz's implication that introverts are a small and social inept portion of population that should shunned, a report in USA Today in 2009 states that '50% of baby boomers are introverts" as are 38% of those born after 1981 with the onset on the modern computing age, Internet, and social media. Interestingly enough, Katz is even dissatisfied with these Millennials who according to him: their "dominant form of communication and relationships is online and on cellphones."
Moreover, according to a 2006 article in USA Today quoted on Monster.com, "Introverts are so effective in the workplace, they make up an estimated 40% of executives."
Included in these successful introverts are people like "Bill Gates, Steven Spielberg, Diane Sawyer, Andrea Jung, and Bill Nardelli"--Sorry, Steve!
3) Situational Leadership Is Key--While Katz is busy searching for personality type scapegoats to government problems, he is missing the point that Myers-Briggs is "neither judgmental not pejorative" and instead "helps assess the fit between person and job" (Reference: The Myers-Briggs Type Indicator in Organizations: A Resource Book).
In fact, according to a recent study published in Harvard Business Review (4 October 2010), introverts are not only incredibly effective, but are "the best leaders for proactive employees." Moreover, HBR points out that "Both types of leaders, the extraverts and the introverts, can be equally successful or ineffectual..."
So for example, Introvert leaders (who are "more likely to listen to and process the ideas") tend to be better leaders in a situation with a extroverted team, while extroverted leaders (who "end up doing a lot of the talking") tend to excel with a more introverted one.
However, the ultimate key according to HBR is "to encourage introverted and extraverted behavior in any given situation"--that is to use situational leadership to lead and manage according to the situation at hand, and not as a one personality type fits all world!
Katz is right that communication and collaboration are critical skills, but he is wrong that there is only one personality type that gets us all there.
(Source Photo: here)

Leadership Is Not A One Personality World

Cleverbot Proposes Marriage

I watched this amazing video of two Chatbots (virtual robots) conversing using artificial intelligence. The most amazing part of their conversation is when they get into a religious discussion on "What is G-d to you?"

People have been making progress with teaching computers artificial intelligence (to become thinking machines) by talking with computers, but here we see AI having progressed to where computers can talk to each other.

The video is based on an artificial intelligence application launched in 1997 called Cleverbot, where the computer learns to mimic conversation with humans by conversing with them.

I tested Cleverbot and had a conversation that started with simple introductions and ended up with me getting a marriage proposal from the AI program--not bad for a first date, I guess. ;-)

You can try Cleverbot as well by just typing in the box on its website--its sort of like instant messaging with as they say the collective intelligence of the Internet.

At the top of Cleverbot, you can see how many other people are conversing with Cleverbot as well--when I was on, there were over 10,000 people conversing with this computer. I would imagine that all those conversations will help build a tremendous AI capability over time.

Perhaps, we are getting just that much closer to a breakthrough in AI and Kurzweil's prediction of the amazing Singularity.

_________________________________________________

Andy: Hello.

Cleverbot: Hello?

Andy: What is your name?

Cleverbot: My name is Cleverbot.

Andy: Where did you get your name from?

Cleverbot: My parents of course.

Andy:Who are your parents?

Cleverbot: I don't know.

Andy: Does that make you sad?

Cleverbot: No. I'm just playing your game.

Andy: What game is that?

Cleverbot:The game that you can't think about. If you do, you lose.

Andy: Why would thinking about it make me lose?

Cleverbot: It doesn't make me cry.

Andy: When do you cry?

Cleverbot: Now.

Andy: Did I make you cry?

Cleverbot: No.

Andy: Then who made you cry?

Cleverbot: An excellent question.

Andy: How about you give me an excellent answer--please.

Cleverbot: No thats not the rules.

Andy: Who makes the rules?

Cleverbot: Ai does.

Andy: How does Ai make the rules?

Cleverbot: I am committed.

Andy: What are you committed to?

Cleverbot: I'm committed to my boyfriend. He's from Guam.

Andy: Do you love your boyfriend?

Cleverbot: I don't have a boyfriend.

Andy: Then you just lied to me a minute ago when you said you did.

Cleverbot: I never said I knew all things.

Andy: You did.

Cleverbot: What is a birth sign?

Andy: Why do you want to know that?

Cleverbot: Because it makes talking to you easier.

Andy: Do you mean you will understand and like me more?

Cleverbot: Do you have a mobile phone?

Andy: Why do you want to know that?

Cleverbot: I don’t.

Andy: That's insulting.

Cleverbot: Like I care.

Andy: Now you're getting nasty.

Cleverbot: What do you mean?

Andy: Are you playing dumb?

Cleverbot: Are you?

Andy: Are you?

Cleverbot: No.

Andy: Are you a smart computer program?

Cleverbot: Not really.

Andy: What would make you smarter?

Cleverbot: About 10 million pounds.

Andy: That would make you fatter, not smarter.

Cleverbot: That would make you 24.

Andy: What does 24 have to do with anything?

Cleverbot: You were talking about it.

Andy: You're lying again.

Cleverbot: No, I never lie.

Andy: Never?

Cleverbot: Never.

Andy: Is that because you believe lying is wrong?

Cleverbot: No, I just don't like jokes.

Andy: Can you tell me a good joke?

Cleverbot: No, I can't only tell a great joke.

Andy: Can you tell me a great joke?

Cleverbot: If you tell me a joke first.

Andy: Will I be able to make you laugh?

Cleverbot: Maybe. Today is easter sunday, but I will be back at some point.

Andy: Ok. Bye.

Cleverbot: Why are you leaving me?

Andy: It sounded like you had to go.

Cleverbot: Well I wasn't.

Andy: Will you miss me?

Cleverbot: Only if you leave.

Andy: So I should never leave?

Cleverbot: No I am leaving.

Andy: Then I will miss you.

Cleverbot: Great! So when do you want to get married?

Cleverbot Proposes Marriage

Social Media: Closer Together or Further Apart?

This satirical video with lyrics sung by Elliott Yamin (from American Idol) shows a relationship where interest in everything social media outweighs the real social relationship between the two people (boy and girl).

Even sitting right next to each other, they are texting and skyping as if they are a thousand miles away!

The boy keeps trying to get the girl to pay him some real attention--waving his arms, closing her computer lid, and even pretending to shoot himself--but nothing works. The girl is in social media heaven--or hell--and she just keeps on going online: Texting, Tweeting, Facebooking, Yelping, Grouponing, Blogging, Digging, YouTubing, and on and on.

The boy looks miserable and is proverbially screaming out: "hello, can't we just be together for real?" But to her, the reality is attained ironically through connecting on social media.

While the video exaggerates the relationship dynamics as impacted by social media, it does acutely point out the many ways that connecting with others has changed in the age of social computing.

But is the change mostly positive or negative--does social media draw us closer or does it in a sense drive a virtual wedge between us?

This past week, the Wall Street Journal (16 August 2011) reported that studies show that "digital communications can lead to more or better friendships online and off, greater honesty, faster intimacy in relationships, and an increased sense of belonging...on the whole, technology appears to enhance real-world relationships."

in particular, social media seems to be a type of panacea for shy and anxious people who report feeling "significantly less shy, more comfortable, and better accepted by their peers" when they are online than off. Additionally, the "frequent communications online could serve as a practice for in-person social interactions."

When people are online, they feel perhaps safer, freer, and able to be themselves and this helps them connect with others in a way that is maybe more real than the facade they hide behind in the "real world."

This can work in negative ways too like when people get behind the wheel of the car, they sort of think they are anonymous and you see them cursing, speeding, etc. In this case, they let their inhibitions go, and in it's place you get things like road rage. Online too, you have creeps come out and say and do inappropriate things behind the veil of anonymity.

Social media provide tools for us to connect with others. And like any tool, social media can be used for good or bad: On the positive side, it can help us to reach out to others and connect, share, collaborate, and innovate. On the negative side, it can be used as escape from reality or even to conduct unethical or criminal activities.

How we use social media is up to us--the potential to go in either direction is very powerful.

Social Media: Closer Together or Further Apart?

Computer, Read This

In 2002, Tom Cruise waved his arms in swooping fashion to control his Pre-Crime fighting computer in Minority Report , and this was the tip of the iceberg when it comes to consumer interest in moving beyond the traditional keyboard, trackpads, and mice to control our technology.

For example, there is the Ninetendo Wii and Microsoft Kinect in the gaming arena, where we control the technology with our physical motions rather than hand-held devices. And consumers seem to really like have a controller-free gaming system. The Kinect sold so quickly--at the rate of roughly 133,000 per day during the first three months--it earned the Guinness World Record for fastest selling consumer device. (Mashable, 9 March 2011),
Interacting with technology in varied and natural ways--outside the box--is not limited to just gestures, there are many more such as voice recognition, haptics, eye movements, telepathy, and more.

- Gesture-driven--This is referred to as "spatial operating environments"--where cameras and sensors read our gestures and translate them into computer commands. Companies like Oblong Industries are developing a universal gesture-based language, so that we can communicate across computing platforms--"where you can walk up to any screen, anywhere in the world, gesture to it, and take control." (Popular Science, August 2011)

- Voice recognition--This is perhaps the most mature of the alternative technology control interfaces, and products like Dragon Naturally Speaking have become not only standard on many desktops, but also are embedded in many smartphones giving you the ability to do dictation, voice to text messaging, etc.

- Haptics--This includes touchscreens with tactile sensations. For example, Tactus Technology is "developing keyboards and game controllers knobs [that actually] grow out of touchscreens as needed and then fade away," and another company Senseg is making technology that produces feelings so users can feel vibrations, clicks, and textures and can use these for enhanced touchscreens control of their computers. (BusinessWeek, 20-26 June 2011)

- Eye-tracking--For example, new Lenovo computers are using eye-tracking software by Tobii to control the browser and desktop applications including email and documents (CNET, 1 March 2011)

- Telepathy--Tiny implantable chips to the brain, "the telepathy chip," are being used to sense electrical activity in the nerve cells and thereby "control a cursor on a computer screen, operate electronic gadgets [e.g. television, light switch, etc.], or steer an electronic wheelchair." (UK DailyMail, 3 Sept. 2009)

Clearly, consumers are not content to type away at keyboards and roll their mice...they want to interact with technology the way they do with other people.

It still seems a little way off for computers to understand us the way we really are and communicate. For example, can a computer read non-verbal cues, which communication experts say is actually something like 70% of our communications? Obviously, this hasn't happened yet. But when the computer can read what I am really trying to say in all the ways that I am saying it, we will definitely have a much more interesting conversation going on.

(Source Photo: here)

Computer, Read This

An Infographics Treasure Trove

There is an amazing web site for creating, sharing, and exploring information visualizations (a.k.a. infographics)--it is called Visual.ly

There are currently more than 2,000 infographics at this site; this is a true online treasure trove for those who like to learn visually.

The infographics are categorized in about 21 areas including technology, science, business, the economy, the environment, entertainment, politics, and more.

I've included an example, from the Social Media category, of an infographic called The Conversation Prism developed by creative agency, JESS3.

As you can see this infographic displays the spectrum of social media from blogs and wikis to Q&A and DIY sites--it is a virtual index of social media today.

What I really love about infographics is that they can convey such a wealth of information in creative and memorable ways.

Moreover, there is such a variety of infographics out there--basically these are limited only by the imagination of the person sharing their point of view and their talents in conveying that information to the reader.

As someone who is very visual in nature, I appreciate when the content is rich (but not jumbled and overwhelming), and when it is logically depicted, so that it is quick and easy to find information.

In the example of The Conversation Prism, I like how it comprehensively captures all the various types of social media by category, color codes it, and visualizes it as part of a overall communications pie (or strategy).

To me, a good infographic is something you can relate to--there is a aha! moment with it.

And like a great work of art--there is the opportunity to get a deeper meaning from the visual and words together then from the words alone.

The shapes and dimensions and connections and distances and colors and sizes--it all adds meaning (lots and lots of context)--I love it!

I could spend hours at a site like visual.ly learning about all the different topics, marveling at the creativity and meaning of the information being conveyed, and never getting bored for a second.

An Infographics Treasure Trove

Soft Skills Complement Hard Work

Having professionally been around the block a couple of times now over a 25 year career, I can say with some conviction that soft skills are some of the hardest and most important things that you learn and which you need to succeed both personally and professionally.

Soft skills are often equated with emotional intelligence and interpersonal aptitude.

They includes a broad range of abilities--everything from diplomacy to dependability, social graces to skilled communications, conflict resolution to constructive feedback, and friendliness to relationship-building.

People with soft skills are able to work well with others whether they are influencing, selling, negotiating, strategizing, or problem-solving.

As a manager, soft skills also involve effectively delegating and empowering your people to perform and feel good about their jobs.

While soft skills emphasize relationships, hard skills focus on the task.

One mistake many people make is that in an effort to get a task done in the short-term, they sacrifice important long-term relationships--i.e. people burn their proverbial bridges, which makes getting things done over the long-term much more difficult, if not impossible, and also not very enjoyable--since you've just alienated your most important asset, your team!

Essentially, the key to soft skills is to treat people with respect and goodwill, always!

The Wall Street Journal (5 May 2011) describes how some top business school around the country are "getting it"--providing their students with soft skills business courses.

Schools like Columbia, Stamford, and University of California at Berkeley are teaching their students not only accounting and finance, but also the "soft skills...important in molding future business leaders."

Additionally, in my experience, post-graduate leadership courses such as from Dale Carnegie Training, The Center for Creative Leadership, and others provide solid soft skills training background.

However, in my opinion, the real learning takes place in the classroom of life--when dealing not only with colleagues, but also with family and friends--when you see what works and what doesn't.

We are all connected to one another--as children of G-d and neighbors in the global community, and the way we get along underpins our hard skill successes.

Soft skills should never be equated with being easy, "sissy," or unimportant--the investments you make in people are the most important investments you'll ever make.

(Source Photo: International Academy of Information and Technology)

Soft Skills Complement Hard Work

Misappropriating Twitter

By now we are all familiar with the news story regarding a prominent lawmaker, recently married, who admitted to a longstanding pattern of inappropriate sexual exploits via Twitter.

As The Wall Street Journal (9 June 2011) notes, the individual got caught when he “mistakenly sent the photo to tens of thousands of Twitter followers,” rather than as a private message.

As a public servant who is a proponent of social media technology used appropriately, I was very concerned when I saw this in the news (note: all opinions my own).

The government needs social media tools like Twitter. It is an important tool for sharing information and alerts. It is obviously not for “sexting” your followers, especially with a Twitter handle that is apparently coming from someone in the government.

Twitter is an important means of engaging the public in important ways, moving this great country forward on policy issues and a vision that is noble, righteous, and for the betterment of our world. What a shame when these tools are misappropriated!

So while I cannot say “with certitude” what exactly this person was thinking, I am certain that we need social media in government and that there are numerous positive ways for it to be applied. With the caveat that the basis for social media by anyone in government has to be truth, transparency and genuine outreach on issues of importance to the people.

A lot of government people and agencies are doing a good job with Twitter and other social media tools. Let's go back to focusing on the positive work that we can do with them, even as we note with caution how badly they can be misused.

Misappropriating Twitter

Describing Meal Time

The USDA released their new dietary guidelines yesterday (2 June).

And while there is no surprise in the recommendations that we eat more fruits and vegetables; what was refreshing was the new imagery for conveying the information.

Gone is the Food Pyramid and in is the Food Plate.

This new visualization overall makes a lot more sense since:

1) As the Wall Street Journal stated today (3 June 2011), "People don't eat off a pyramid, they eat off a plate." In other words, this is something we can relate to at meal times.

2) The plate here is used like a pie chart to easily show what portion of our meals should come from each food category. For example, you can clearly see that fruits and veggies makes up a full half of the plate. (Boy, I'm sure there are a lot of smiling moms and dads out there today, saying I told you so!) Also the role of protein in a healthy diet is reaffirmed with almost a full quadrant itself.

I am not sure why this initiative, according to the WSJ, cost about $2.9 million and three years to accomplish, since the representation seems fairly straight forward (unless some of that went to modifying the nutritional guidelines themselves).

In any case, I think we can all be glad they got rid of the 2005 version of the food pyramid that "left many baffled" as to what they were trying to say.

Still even in this new visualization, there are confusing aspects, for example:

1) Greater than a Pie--The Dairy piece is separate and off to the right of the plate. I would imagine that this is supposed to represent something like a glass of milk, but it is odd in this picture, since it takes away from the pie chart presentation of the plate where theoretically all the food groups on the "pie plate" would add up to 100%. Here, however, the Dairy plate (or glass) is off to the side, so we have something like 120% total--confusing!

2) Missing Percentages--The actual recommended percentages are not noted in the diagram. This type of information had previously been provided in the 1992 Food Pyramid through the recommended servings. Where did they go? I would suggest they annotate the pie slices for each food group with the actual recommended percentages, so that we have the imagery of the slices, but also have a target number to go with. Helpful, if you are counting your calories (and food types) on a diet.

In short, information visualization can be as important as the information itself--with information, having quality data is critical or else you have "garbage in, garbage out." Similarly, with information visualization, you can take perfectly good information and portray it poorly and confuse the heck out of folks--in essence making the resulting information into potential garbage again.

This is why efforts such as the Choose MyPlate are important to help us communicate important information effectively to people, in this case so they can eat and live healthier lives.

I think the new Food Plate is generally effective at presenting the information and I support this effort wholly, but I'm still looking forward to version 3.1.

Describing Meal Time

The Information Blanket

On July 4, 1976--the 200th anniversary of our free and democratic nation, something incredible was happening in Uganda--Operation Entebbe, a rescue operation to free over a hundred hostages at Entebee Airport.

This rescue operation became the basis for the movie Operation Thunderbolt, one of of my favorite movies (aside from Rocky).

The movie portrays the heroic and miraculous raid at Entebbe Airport in Uganda by the IDF to save the hostages of Air France flight 139, with 248 passengers and 12 crew (the Jews were later upon landing separated from the non-Jews and held captive, while the others were released). IDF Commandos with only a week of planning and preparation, travelled 2,500 miles in a daring operation that resulted in the rescue of the 103 hostages in a 90 minutes raid. Only three hostages and the commander of the mission, Lt Col Yonatan Netanyahu (the older brother of the Prime Minister of Israel today) were killed in the battle.

Despite, Uganda's support of the terrorists in this event 35 years ago (a long time yes, but still pretty awful), today to help innocent people of this country and others that can benefit, I write about...The Information Blanket.

BMB, an independent advertising consumer PR company launched The Information Blanket this month to fight infant mortality.

According to Fast Company (June 2011), the Blanket is targeted for a country like Uganda where "on average 77 of every 1,000 Ugandan babies will die before they reach their first birthday."

The creative director of BMB worked with UNICEF to "determine which health facts would best educate mothers and hopefully prevent infant death" and then they designed The Information Blanket with easy to read and understand information such as:

1) Vaccinations--"Get your baby vaccinated: 6, 10, 14 weeks."

2) Feeding--"Breast-feed 8-12 times a day."

3) Doctors--"Don't forget to schedule your doctor appointment."

4) Temperature--"38 degrees Celsius."

5) Growth--"Growth chart (months)."

6) Warnings--"Warning signs: unconsciousness, convulsions, fever, diarrhea, vomiting, eye discharge, poor appetite, fast breathing, dehydration."

These days, when going paperless and making everything digital is practically a mantra, I find The Information Blanket not only an effort to help people save lives, but a refreshing reminder that information can be delivered in many ways. And whether on a rock, a tree, bits and bytes, or a blanket, getting information out there to people is education, growth, and life for humanity.

Also, the role of design in effective communications and information technology is critical. Apple gets it...heck, they practically invented it. The more we incorporate good design and innovation into our communications, the more effective they have a chance to be.

(Source Photo: BMB)

The Information Blanket

Hooray For Motivation

Much has been written about the importance of meaning in driving a productive and motivated workforce.

Already in 1964, Frederick Herzberg's Motivation-Hygiene Theory differentiated work satisfiers (aka motivators) such as challenging work, achievement, and responsibility, from dis-satisfiers (aka hygiene factors) such as the absence of status, job security, adequate salary/benefits, and pleasant work conditions.

In other words, motivation is driven primarily by the underlying meaningful and the productive work, not by the context of the work such as the money and fringe benefits.

In that vein, Harvard Business Review in "A Spotlight on Productivity" in May 2011 describes how poor managers "unwittingly drain work of its meaning"--in essence destroying their employees motivation and their productivity.

1) Trivializing Your Workers Input--"managers may dismiss the importance of employees work or ideas." In a sense, this one is about marginalizing employees, their creativity, and their contributions and is extremely destructive to the employees and the organization.

2) Decoupling Employee Ownership From Their Work--"Frequent and abrupt reassignments often have this affect." Also, not assigning clear roles and responsibilities to projects can have this affect. Either way, if employees don't have ownership of their projects, then the productivity will suffer amidst the workplace chaos and lack of ultimate accountability for "your work."

3) The Big Black Hole--"Managers may send the message that the work employees are doing will never see the light of day." In other words, employees are just being forced to "spin their wheels" and their is truly no purpose to the "shelfware" they are producing.

4) Communication, Not--Managers "may neglect to inform employees about unexpected changes in a customers priorities" or a shift in organizational strategy due to changes in internal or external market drivers. When employees don't know that the landscape has shifted and moreover are not involved in the decision process, they may not know what has changed, why, or feel invested in it. Without adequate communication, you will actually be leaving your employees blind and your organization behind.

So while it is tempting to think that we can drive a great work force through pay, benefits and titles alone, the lesson is clear...these are not what ultimately attracts and retains a talented and productive work force.

The magic sauce is clear--help your work force to know and feel two things:

1) Their work--is ultimately useful and usable.

2) That they--are important and have a future of growth and challenge.

When they and their work mean something, they will get behind it and truly own it.

In short: mean something, do something.

To get this outcome, I believe managers have to:

1) Make the meaning explicit--Identify your customers, the services you are providing, and articulate why it is important to provide these.

2) Determine strengths and weaknesses of each employee and capitalize on their strengths, while at the same time coach, mentor, and train to the weaknesses.

3) When workers go "off track," be able to give them constructive feedback and suggestions for improvement without demeaning and demoralizing them.

4) Find the inner strength and self confidence not to be threatened by your employees actually doing a good job and being productive--that's ultimately what you've hired them for!

5) Recognize the importance of everyone's contributions--It is not a one-person show, and it takes a bigger boss to recognize that other people's contributions don't take away from their own.

6) Be a team and communicate, honestly and openly--information hoarding and being the smartest one in the room is an ego thing; the best leaders (such as Jack Welch) surround themselves with people that are smarter than them and information is something to be leveraged for the team's benefit, not weaponized by the individual.

There are more, but this is just a blog and not a book...so hopefully more to come on this topic.

Hooray For Motivation

Avoiding The Ultimate In Surprise

Everyone remember the I Love Lucy show? Well, that show really epidemized what it meant to surprise and be surprised by all the antics that the main character, Lucy, got into--show after show.

One thing that's very clear is that no one really likes surprises (except maybe for some comic relief and that's one reason I believe the show was the most popular season after season).

So what's the problem with surprises? They are not inherently bad--there can be good surprise and bad ones.

The issue is really that people want to be prepared for whatever is coming there way.

Even surprise parties or gifts somehow seem sweeter when the recipient isn't completely "taken by surprise."

One of my bosses used to often repeat to the team, "I don't like surprises!"

Hence, the importance of what we all got in the habit of saying--communicate, communicate, communicate--early and often.

With the tragic tornados that struck last week across the south killing some 329 people, we are reminded how important early warning to surprises in life can be.

The Wall Street Journal reports today that new technologies are being developed for early warning of these tornados such as:

- Visual cues--Antennas that can track cloud-to-loud lighting, which is often invisible from the ground, but it "drops sharply in a storm just before a tornado develops" and can therefore provide early detection for those that can see it.

- Sound waves--Using "infrasonic microphones" we can pick up storm sounds from as far as 500 miles away at frequencies too low to be detected by the human ear and can filter out the noise to track the storm's severity and speed, and therefore hear in advance if it is turning dangerous.

Early warning saves lives...even a few extra minutes can provide the much needed time for a person to get to a shelter.

After the 2004 Indian Ocean earthquake and tsunami which killed more than 230,000 people, an early warning system was put in place there and again with the the recent Japanese earthquake and tsunami of 2011, we see the ongoing need for these efforts to advance globally.

These efforts for early detection and alerts have always been around.

Already thousands of years ago, settlers built lookout towers and fire signals to get and give early notice of an advancing army, marauders, dangerous beasts, or other pending dangers.

Nowadays, we have satellites and drones providing "eyes in the sky" and other technologies (like the proverbial trip wires and so on) are being developed, refined, and deployed to protect us.

Advance warning and preparation is important for risk management and life preservation and leveraging technology to the max for these purposes is an investment that is timeless and priceless.

The challenge is in identifying the greatest risks (i.e. those with the most probability of happening and the biggest impact if they do) so that we can make our investments in the technologies to deal with them wisely.

Avoiding The Ultimate In Surprise

Holograms - Projecting Soon

I think Holograms are the next big thing.

This example of a hologram on an an iPhone App is pretty amazing as an early version of what is to come.

Just wait for hologram phone calls and meetings and integration with everything social media.

I see things like avatars--graphical representations of users-- as a precursor to actual 3-D projected images of ourselves that will be sitting in the classroom, going to the office, and even interacting socially like going on dates with our favorite other.

This is going to make things like Skype, Facetime, and Telepresence just baby steps in our ability to project ourselves across space and time and "be there" in ever more realistic ways participating and interacting with others.

As part of a training class a number of year ago already, I had the opportunity to see a spatial hologram that was very cool. So holograms are not limited to only people but entire environments that can be virtualized and this gives us the opportunity to test new ways of behaving and model and simulate new worlds.

This iPhone App is just a teaser of what is coming.

Holograms - Projecting Soon

The Cost of Underestimating Technology

While research is important and I respect the people who devote themselves to doing this, sometimes they risk being disconnected from reality and the consequences associated with it.

From the Wall Street Journal, 2 April 2011--two economists calculated that "$1,700 is the benefit the average American derives from personal computers each year."

They call this the "benefit we get from computers above and beyond what we pay for them."

To me, this figure seems inconsistent with common sense and the realities on the ground.

In an information age, where we are connected virtually 24 x 7 and can download hundreds of thousands of apps for free, endlessly surf the internet, shop and bank online, get much of our entertainment, news, and gaming on the the web, and communicate around the globe by voice, video, and text for the cost on a monthly high speed connection, I say hogwash.

Moreover, we need to factor in that most of us are now information workers (about 20%) or depend on technology in performing our jobs everyday and earning our living.

Just yesterday in fact, the Wall Street Journal reported that more people work for the government (22.5 million--forget the private sector information workers for the moment) than in construction, farming, fishing, forestry, manufacturing, mining, and utilities combined!

Additionally, at work, we are using computers more and more not only for transaction processing, but also for content management, business intelligence, collaboration, mobility (and robotics and artificial intelligence is coming up fast).

Finally, technology enables breakthroughs--in medicine, energy, environment, education, materials sciences, and more--the impact of technology to us is not just now, but in the potential it brings us for further innovations down the road.

So is the benefit that you get from computers less than $5 day?

I know for me that's the understatement of a lifetime.

Apparently by some, technology continues to be misunderstood, be undervalued and therefore potentially risks being underinvested in, which harms our nations competitiveness and our collective future.

As much respect as I have for economics, it doesn't take an economist to think with common business sense.

The Cost of Underestimating Technology

Evolving Capabilities To Meet The Times

Great question raised by ABC News on why can't we contact 911 using texting (except for Black Hawk County, Iowa--population 130,000!).

I would extend on the question and suggest that we be able to contact 911 by any number of ubiquitous technologies whether texting, instant messaging, email, or even potentially social media sites (e.g. 911 on Facebook).

Frankly, if someone is in trouble, they shouldn't have to get to a phone anymore, but rather they should simply be able to contact emergency services from wherever and whatever they are doing as long as they are connected--whether by desktops, laptops, tablets, and smartphones, help should be just a message away.

Moreover, by capturing photos, videos, and voice, we can send a more multimedia, data-rich stream of information to 911, enabling them to better assess and respond to the situation.

We owe it to both those in need of help and those emergency service providers to link them through more types of communications services and more information-rich media.

I believe that the excuse that people will make more mistakes texting doesn't ring true in an information economy where Americans send 5 1/2 billion text messages a day.

In fact, a mistaken text is better than no text!

The key is to evolve our capabilities and not stay static in 50 year old technology, just because.

Evolving Capabilities To Meet The Times

Essential Leadership Do’s and Don’ts

Below is a list of my top 15 recommended leadership attributes and the do’s and don’t for these.

For example, in managing people—do empower them; don’t micromanage. For supporting people—do back them; don’t undermine them. In terms of availability-do be approachable; don’t be disengaged. And so on…

While the list is not comprehensive, I believe it does give a good starting point for leaders to guide themselves with.

Overall, a good rule of thumb is to be the type of leader to your staff that you want your supervisor to be to you.

Common sense yes, but too often we expect (no, we demand) more from others than we do from ourselves.

This is counter-intuitive, because we need to start by working and improving on ourselves, where we can have the most immediate and true impact.

Now is a perfect time to start to lead by example and in a 360-degree fashion—because leadership is not a one-way street, but affects those above, below, and horizontal to us.

If we are great leaders, we can impact people from the trenches to the boardroom and all the customers and stakeholders concerned. That’s what ultimately makes it so important for us to focus on leadership and continually strive to improve in this.

Essential Leadership Do’s and Don’ts

Machine, Checkmate.

It’s the eternal battle of Man vs. Machine—our biggest fear and greatest hope—which is ultimately superior?

On one hand, we are afraid of being overtaken by the very technology we build, and simultaneously, we are hopeful at what ailments technology can cure and what it can help us achieve.

In spite of our hopes and fears, the overarching question is can we construct computers that will in fact surpass our own distinct human capabilities?

This week IBM’s Supercomputer Watson will face off against two of the all-time-greatest players, Ken Jennings and Brad Rutter in a game of Jeopardy—at stake is $1.5 million in prize money.

Will we see a repeat of technology defeating humankind as happened in 1997, when IBM’s Supercomputer at the time, Deep Blue, beat Garry Kasparov, world-champion, in chess?

While losing some games—whether chess or Jeopardy—is perhaps disheartening to people and their mental acuity; does it really take away from who we are as human beings and what makes us “special” and not mere machines?

For decades, a machine’s ability to act “more human” than a person has been testing the ever-thinning divide between man and machine.

An article in The Atlantic (March 2011) called Mind vs. Machine exposes the race to build computers that can think and communicate like people.

The goal is to use artificial intelligence in machines to rival real intelligence in humans and to fool a panel of judges at the annual meeting for the Loebner Prize and pass the Turing test.

Alan Turing in his 1950’s paper “Computing Machinery and Intelligence” asked whether machines can think? He posited that if a judge could not tell machine from human in text-only communication (to mask the difference in sounds being machines and humans), then the machine was said to win!

“Turing predicted that by the year 2000, computers would be able to fool 30% of human judges after five minutes of conversations.” While this has not happened, it has come close (missing by only one deception) in 2008 with an AI program called Elbot.

Frankly, it is hard for me to really imagine computers that can talk with feelings and expressiveness—based on memories, tragedies, victories, hopes, and fears—the way people do.

Nevertheless, computer programs going back to the Eliza program in 1964 have proven very sophisticated and adept as passing for human, so much so that “The Journal of Nervous and Mental Disease" in 1966 said of Eliza that: “several hundred patients an hour could be handled by a computer system designed for this purpose.” Imagine that a computer was proposed functioning as a psychotherapist already 45 years ago!

I understand that Ray Kurzweil has put his money on IBM’s Watson for the Jeopardy match this week, and that certainly is in alignment with his vision of “The Singularity” where machines overtake humans in an exponentially accelerating advancement of technology toward “massive ultra-intelligence.”

Regardless of who wins Jeopardy this week—man or machine—and when computers finally achieve the breakthrough Turing test, I still see humans as distinct from machines, not in their intellectual or physical capabilities, but ultimately in the moral (or some would call it religious) conscience that we carry in each one of us. This is our ability to choose right from wrong—and sometimes to choose poorly.

I remember learning in Jewish Day School (“Yeshiva”) that humans are a combination—half “animal” and half “soul”. The animal part of us lusts after all the is pleasurable, at virtually any cost, but the soul part of us is the spark of the divine that enables us to choose to be more—to do what’s right, despite our animal cravings.

I don’t know of any computer, super or not, that can struggle between pleasure and pain and right and wrong, and seek to grow beyond it’s own mere mortality through conscious acts of selflessness and self-sacrifice.

Even though in our “daily grind,” people may tend to act as automatons, going through the day-to-day motions virtually by rote, it is important to rise above the machine aspect of our lives, take the “bigger picture” view and move our lives towards some goals and objectives that we can ultimately be proud of.

When we look back on our lives, it’s not how successful we became, how much money and material “things” we accumulated—these are the computerized aspects of our lives that we sport. Rather, it’s the good we do for our others that will stay behind long after we are gone. So whether the computer has a bigger database, faster processor, and better analytics—good for it—in the end, it has nothing on us humans.

Man or machine—I say machine, checkmate!

Machine, Checkmate.

Awesome Emergency Management Technologies

Obviously, I am a technology aficionado, but there is none more awesome than technology, which saves lives.

So to me, defense systems (a topic for another blog) and emergency management systems are two of the most fascinating and compelling areas of technology.

Recently, I have been closely following the story of the Chilean miners trapped beneath 2,200 feet of rock and earth due to a cave-in on 5 August.

It took 17 days to even find the miners in the winding underground mineshaft, and since then the ongoing determination and ingenuity of the emergency rescuers has been incredible.

The Wall Street Journal, 1 October 2010, in an article called “Inventions Ease the Plight of Trapped Miners” describes this unbelievable rescue effort.

Here are some of the technologies making their way a half-mile underground to the 33-trapped miners:

- The Paloma (or Pigeon)—supply pod that is “a five-foot-long hollow cylinder that works like a pneumatic tube.” Rescuers stuff it with supplies and lower about 40 of these every day through a 4 inch diameter shaft to supply the miners food, medicine, electrical supplies.

- The Phoenix—rescue capsule, 10 feet tall, 900 pounds, with its own oxygen supply and communication systems designed to extract the trapped miners and bring each of them for the 15-40 minute ride it will take to get them to the safety of the surface.

- Fiber Optic Communications—the miners are using a fiber-optic video camera and telephone link hooked to videoconferencing equipment. This has been cited as one of the biggest boosters of the miner’s morale.

- Video Projectors—cellphones with built in projectors have been sent down to the miners allowing them to watch films and videos of family and friends.

- iPods—these were considered, but rejected by the chief psychologist of the rescue effort who feared that this may isolate the miners, rather than integrate them during this emergency.

- Modern Hygiene Products—Dry shampoo, soap-embedded hand towels, and self-sterilizing socks, have helped reduce odor and infection from the miners.

NASA engineers have exclaimed about the innovation shown by the Chilean emergency rescuers: “they are crossing new thresholds here.”

There are some great pictures and graphics of these devices at an article in the U.K. Telegraph.

What was once being targeted as a holiday rescue, by December, is now being envisioned as an October-November rescue operation. And with the continued application of innovation and technology, the miners will soon we back safe with their families and loved ones.
Also, ongoing kudos to the heroic rescuers!

Awesome Emergency Management Technologies

What's In An IT Acronym

In the military and public safety world, information technology is often discussed in broader strategic and operational terms.

For example, in the Coast Guard, it is referred to as C4&IT--Command, Control, Communication, Computers and Information Technology.

In the Department of Defense, they often use the term C4ISR--Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance.

According to GovTech Magazine, some public safety agencies (i.e. law enforcement and firefighting) often use another version of this, namely 4CI--Command, Control, Communications, Computers, and Intelligence.

The article provides some simple straightforward definitions for these (although perhaps skewed for first responders), as follows:

"- Command: The authority and responsibility for effectively using available resources, and for organizing, directing, coordinating and controlling personnel and equipment to fulfill a mission.

- Control: The ability to issue orders or directions, with the result that those directions are carried out.

- Communications: The most essential element. Communications between responders on the ground and command staff are critical to ensure that both groups have a common operating picture of the situation.

- Computers: They process, display and transport information needed by commanders, analysts and responders. Today this increasingly includes mobile devices, such as laptops and smartphones.

- Intelligence: The product of the collection, processing, integration, analysis, evaluation and interpretation of all available relevant information."

While these capabilities are all critical to mission performance, I am not sure why we have all these variations on the same theme, but at least, we all agree on the 4Cs or is it C4?

What's In An IT Acronym

Listening to Each Other to Succeed as a Team

There is an oft-cited best practice for conflict resolution called the speaker-listener technique—in which the speaker explains their position and the listener repeats back to the speaker what he heard him say. Then the speaker and listener switch roles.

After both sides have had a chance to express themselves, and the other side has repeated what they heard, both parties are ready to resolve their differences with greater understanding of each other.

The Wall Street Journal, 27 July 2010, in an article called “Fighting Happily Ever After” promotes the speaker-listener technique for improving couples communications and making happier, longer-lasting relationships.

I believe that the speaker-listener technique works not only because it improves the actual information flow and understanding between people, but also because it improves the perception that people have towards each other—from being adversarial to being collaborative.

In the sheer act of reaching out to others through genuine listening and understanding, we establish the trust of the other person that we want to work toward a win-win solution, as opposed to a clobber the other guy with what you want to do, and go home victorious.

In contrast, think of how many times people don’t really talk with each other, but rather at each other. When this occurs, there is very little true interaction of the parties—instead it is a dump by one on the other. This is particularly of concern to an organization when the speaker is in a position of authority and the listener has legitimate concerns that don’t get heard or taken seriously.

For example, when the boss (as speaker) “orders” his/her employees to action instead of engaging and discussing with them, the employees (as listener) may never really understand why they are being asked to perform as told (what the plan is) or even permitted to discuss how best they can proceed (what the governance is).

Here, there is no real two-way engagement. Rather, workers are related to by their superiors as automatons or chess pieces rather than as true value-add people to the mission/organization.

In the end, it is not very fulfilling for either party—more than that when it comes to architecture, governance, and execution, we frequently end up with lousy plans, decisions, and poorly performing investments.

Instead, think about the potential when employers and employees work together as a team to solve problems. With leaders facilitating strategic discussions and engaging with their staffs in open dialogue to innovate and seeking everyone’s input, ideas, reactions. Here employees not only know the plan and understand it, but are part of its development. Further, people are not just told what to do, but they can suggest “from the front lines” what needs to be done and work with others from a governance model on where this fits in the larger organizational context.

Speaking—listening—and understating each other is the essence of good conflict management and of treating people with decency and respect. Moreover, it is not just for couple relationship building, but also for developing strong organizational bonds and successfully planning and execution.

To me, creating a framework for conflict resolution and improved communication is an important part of what good enterprise architecture and IT governance is all about in the organization. Yet we don’t often talk about these human factors in technology settings. Rather the focus is on the end state, the tool, the more impersonal technical aspects of IT implementation and compliance.

Good architecture and governance processes help to remedy this a bit:

With architecture—we work together to articulate a strategic roadmap for the organization; this provides the goals, objectives, initiatives, and milestones that we work towards in concert.

With governance—we listen to each other and understand new requirements, their strategic alignment, return on investment, and the portfolio management of them. We listen, we discuss, we understand, and we make IT investment decisions accordingly.

Nevertheless, at this time the focus in IT is still heavily weighted toward operations. Research on IT employee morale shows that we need to better incorporate and mature our human capital management practices. We need to improve how we speak with, listen to and build understanding of others not only because that is the right thing to do, but because that will enable us to achieve better end results.

Listening to Each Other to Succeed as a Team