Taken from www.PerryNoble.com
#1 - An Awesome Team Member ALWAYS Tells The Truth.
I have a rule with the leadership team that I serve with. Here’s the rule…
When we sit in our staff meetings I want nothing but the raw, honest, painful truth about ANYTHING that we happen to be discussing/working through.
I am not one of those guys who allows only certain things to be said to me on certain days…I want honesty from those closest to me.
Let me say this…as a leader YOU must make sure to do all that you can to create this type of environment. You MUST invite conflict. For example, I’ve seen people give looks of disapproval when people make a comment but not speak up…and so I will say, “Hey Jason, it seems you didn’t agree with what Tony just said–what are you thinking?”
YES…it does create tension…but this is how the best decisions are made.
The same is true in our creative team…if I share an idea and it is not good–I want to know! AND…if I perceive that someone isn’t being truthful with me…I want them off of the team! Life is too short to surround myself with people who blow smoke up my rear end…I want the truth!
(By the way…this was not my idea…it comes from every successful leader I’ve ever seen.)
#2 - An Awesome Team Member ALWAYS Respects Everyone Else On The Team.
I am HUGE when it comes to respect. I am convinced that THE only reason that I am where I am in life is because of the favor and blessing of God, NEITHER of which I deserve…and so when it comes to our environment I do not want it to be a “respect Perry only” place…but EVERYONE respects EVERYONE.
Let me be VERY clear here…I respect EVERYONE on the team I serve with…and if I didn’t respect them then they would not be in the room leading with me. I LOVE these people…and when they speak…I LISTEN. God has used them to fire me up, inspire me, teach me AND humble me…and ANYONE of them can come to me at any time and share with me what is on their hearts because I respect them.
BUT…they also share that same respect with one another–which is ESSENTIAL for a successful team. If there is disrespect among the team members then you team will always drift towards dysfunction.
#3 - An Awesome Staff Member Is Always Loyal.
One of the things our team knows and understands is this–we all have each other’s backs!
Now let me be VERY clear…we would NEVER conceal any type of sin and disguise it as “being loyal.” That, to me, is overriding a Biblical mandate with a desire for comfort.
BUT…when someone else comes up to one of us and tries to talk smack about someone else on the team–we don’t put up with that–EVER.
Trust is ESSENTIAL for a team to achieve its maximum potential. You can’t sit around a table with people who you believe are going to go out of the room and bash you to their friends and co-workers. If I didn’t perceive that someone on the team was loyal to the entire team…they would be gone.
Behind closed doors anyone is free to say anything to anyone…but when we walk out of that room we do so with one vision…and we won’t allow people to take our eyes off of it.
#4 -An Awesome Team Member Never Seeks To Do The Minimum.
If you have someone on the team who is constantly trying to get out of work (OR who wants a divine marching band to play for him/her every time they seemingly go above and beyond)–WATCH OUT!
One of the incredible things about the team I serve with is that I KNOW that NO ONE that sits around the table has EVERY thought, “How can I do as little as possible and still seem to be getting my job done?’
I serve with people who have a pit bull type of intensity. When we come up with a project and assign it to whoever…they don’t halfway do it and then throw out excuses…they MAKE things happen…and are committed to doing whatever it takes to make sure that God’s work is done with EXCELLENCE.
Jesus Christ did not change the world with half-hearted, lazy, self seeking people whose biggest desire was to be solitaire on their computer! He turned the world upside down with men and women who were willing to go wherever and do whatever He asked of them…and He’s still seeking the same type of people today.
Hope that helps…
Thursday, February 21, 2008
Thursday, February 7, 2008
The Choice-Minimal Lifestyle: 6 Formulas for More Output and Less Overwhelm
TAKEN FROM www.fourhourworkweek.com (THE BLOG OF TIM FERRISS)
I was stressed out… over dog cartoons.
It was 9:47pm at Barnes and Noble on a recent Saturday night, and I had 13 minutes to find a suitable exchange for “The New Yorker Dog Cartoons,” $22 of expensive paper. Bestsellers? Staff recommends? New arrivals or classics? I’d already been there 30 minutes.
Beginning to feel overwhelmed with a ridiculous errand I’d expected to take five minutes, I stumbled across the psychology section. One tome jumped out at me as all too appropriate—The Paradox of Choice: Why More is Less. It wasn’t the first time I’d seen or read Barry Schwarz’s 2004 classic, but it seemed like a good time to revisit the principles, among them that:
-The more options you consider, the more buyer’s regret you’ll have.
-The more options you encounter, the less fulfilling your ultimate outcome will be.
This raises an difficult question: Is it better to have the best outcome but be less satisfied, or have an acceptable outcome and be satisfied?
For example, would you rather deliberate for months and get the 1 of 20 houses that’s the best investment but second-guess yourself until you sell it 5 years later; or would you rather get a house that is 80% of the investment potential of the former (still to be sold at a profit) but never second-guess it?
Tough call.
One call wasn’t tough: he recommends making non-returnable purchases. I decided to keep the stupid pooch cartoons. Why? Because it’s not just about being satisfied, it’s about being practical.
Income is renewable, but some other resources—like attention—are not. I’ve talked before about attention as a currency and how it determines the value of time.
The Art of Letting Bad Things Happen explores this using case studies, but here’s one example to illustrate: is your weekend really “free” if you find a crisis in the inbox Saturday morning that you can’t address until Monday morning?
Even if the inbox scan lasts 30 seconds, the preoccupation and forward projection for the subsequent 48 hours effectively deletes that experience from your life. You had time but you didn’t have attention, so the time had no practical value.
The choice-minimal lifestyle becomes an attractive tool when we consider two truths:
1) Considering options costs attention that then can’t be spent on action or present-state awareness.
2) Attention is necessary for not only productivity but appreciation.
Therefore:
Too many choices = less or no productivity
Too many choices = less or no appreciation
Too many choices = sense of overwhelm
Some people find that religion enables a practical choice-minimal lifestyle, as tenets often limit the number of possible actions. During his year of attempting to follow the rules of the Bible literally, the then-agnostic AJ Jacobs of Esquire cited the rules and restrictions of the Bible as amazing in this respect. Not having to consider a wide spectrum of options or actions—as he was following immutable if-then rules—allowed him to focus undiluted attention on the areas that weren’t constrained. The result? Increased output.
Even though I attended an Episcopal high school, I’m not religious in the common sense (and I don’t use the term “spiritual”), so this approach isn’t mine.
What to do? There are 6 basic rules or formulas that can be used, regardless of denomination.
1. Set rules for yourself so you can automate as much decision-making as possible (see the rules I use to outsource my e-mail to Canada as an example of this)
2. Don’t provoke deliberation before you can take action.
One simple example: don’t scan the inbox on Friday evening or over the weekend if you might encounter work problems that can’t be addressed until Monday.
3. Don’t postpone decisions or open “loops,” to use GTD parlance, just to avoid uncomfortable conversations.
If an acquaintance asks you if you want to come to their house for dinner next week, and you know you won’t, don’t say “I’m not sure. I’ll let you know next week.” Instead, use something soft but conclusive like “Next week? I’m pretty sure I have another commitment on Thursday, but thank you for the invite. Just so I don’t leave you hanging, let’s assume I can’t make it, but can I let you know if that changes?” Decision made. Move on.
4. Learn to make non-fatal or reversible decisions as quickly as possible.
Set time limits (I won’t consider options for more than 20 minutes), option limits (I’ll consider no more than 3 options), or finance thresholds (Example: If it costs less than $100 [or the potential damage is less than $100], I’ll let a virtual assistant make the judgment call or consider no more than 3 options).
I wrote most of this post after landing at the monster that is ATL airport in Atlanta. I could have considered half a dozen types of ground transportation in 15 minutes and saved 30-40%, but I grabbed a taxi instead. To use illustrative numbers: I didn’t want to sacrifice 10 attention units of my remaining 50 of 100 total potential units, since those 10 units couldn’t then be spent on this article. I had about 8 hours before bedtime due to time zone differences—plenty of time—but scarce usable attention after an all-nighter of fun and the cross-country flight. Fast decisions preserve usable attention for what matters.
5. Don’t strive for variation—and thus increase option consideration—when it’s not needed. Routine enables innovation where it’s most valuable.
In working with athletes, for example, it’s clear that those who maintain the lowest bodyfat percentage eat the same foods over and over with little variation. I’ve eaten the same “slow carb” breakfast and lunch for nearly two years, putting variation only into meals that I focus on for enjoyment: dinner and all meals on Saturdays. This same routine-variation distinction can be found in exercise vs. recreation. For fat-loss and muscle gain (even as much as 34 lbs. in four weeks), I’ve followed the same time-minimal exercise protocol with occasional experiments since 1996. For recreation, however, where the focus is enjoyment and not efficacy, I tend to try something new each weekend, whether climbing at Mission Cliffs in SF or mountain biking from tasting to tasting in Napa.
Don’t confuse what should be results-driven with routine (e.g. exercise) with something enjoyment-driven that benefits from variation (e.g. recreation).
6. Regret is past-tense decision making. Eliminate complaining to minimize regret.
Condition yourself to notice complaints and stop making them with a simple program like the 21-day no-complaint experiment. Just a bracelet and awareness can prevent wasted past-tense deliberation that improves nothing and depletes your attention and emotional reserves.
###
Decision-making isn’t to be avoided—that’s not the problem. Look at a good CEO or top corporate performer and you’ll see a high volume of decisions.
It’s deliberation—the time we vacillate over and consider each decision—that’s the attention consumer. Total deliberation time, not the number of decisions, it was determines your attention bank account balance (or debt).
Let’s assume you pay 10% over time by following the above rules but cut your average “decision cycle” time by an average of 40% (10 minutes reduced to 6 minutes, for example). No only will you have much more time and attention to spend on revenue-generating activities, but you’ll get greater enjoyment from what you have and experience. Consider that 10% of additional cost as an investment and part of your “ideal lifestyle tax,” but not as a loss.
Embrace the choice-minimal lifestyle. It’s a subtle and underexploited philosophical tool that produces dramatic increases in both output and satisfaction, all with less overwhelm.
Make testing a few of the principles the first of many fast and reversible decisions.
I was stressed out… over dog cartoons.
It was 9:47pm at Barnes and Noble on a recent Saturday night, and I had 13 minutes to find a suitable exchange for “The New Yorker Dog Cartoons,” $22 of expensive paper. Bestsellers? Staff recommends? New arrivals or classics? I’d already been there 30 minutes.
Beginning to feel overwhelmed with a ridiculous errand I’d expected to take five minutes, I stumbled across the psychology section. One tome jumped out at me as all too appropriate—The Paradox of Choice: Why More is Less. It wasn’t the first time I’d seen or read Barry Schwarz’s 2004 classic, but it seemed like a good time to revisit the principles, among them that:
-The more options you consider, the more buyer’s regret you’ll have.
-The more options you encounter, the less fulfilling your ultimate outcome will be.
This raises an difficult question: Is it better to have the best outcome but be less satisfied, or have an acceptable outcome and be satisfied?
For example, would you rather deliberate for months and get the 1 of 20 houses that’s the best investment but second-guess yourself until you sell it 5 years later; or would you rather get a house that is 80% of the investment potential of the former (still to be sold at a profit) but never second-guess it?
Tough call.
One call wasn’t tough: he recommends making non-returnable purchases. I decided to keep the stupid pooch cartoons. Why? Because it’s not just about being satisfied, it’s about being practical.
Income is renewable, but some other resources—like attention—are not. I’ve talked before about attention as a currency and how it determines the value of time.
The Art of Letting Bad Things Happen explores this using case studies, but here’s one example to illustrate: is your weekend really “free” if you find a crisis in the inbox Saturday morning that you can’t address until Monday morning?
Even if the inbox scan lasts 30 seconds, the preoccupation and forward projection for the subsequent 48 hours effectively deletes that experience from your life. You had time but you didn’t have attention, so the time had no practical value.
The choice-minimal lifestyle becomes an attractive tool when we consider two truths:
1) Considering options costs attention that then can’t be spent on action or present-state awareness.
2) Attention is necessary for not only productivity but appreciation.
Therefore:
Too many choices = less or no productivity
Too many choices = less or no appreciation
Too many choices = sense of overwhelm
Some people find that religion enables a practical choice-minimal lifestyle, as tenets often limit the number of possible actions. During his year of attempting to follow the rules of the Bible literally, the then-agnostic AJ Jacobs of Esquire cited the rules and restrictions of the Bible as amazing in this respect. Not having to consider a wide spectrum of options or actions—as he was following immutable if-then rules—allowed him to focus undiluted attention on the areas that weren’t constrained. The result? Increased output.
Even though I attended an Episcopal high school, I’m not religious in the common sense (and I don’t use the term “spiritual”), so this approach isn’t mine.
What to do? There are 6 basic rules or formulas that can be used, regardless of denomination.
1. Set rules for yourself so you can automate as much decision-making as possible (see the rules I use to outsource my e-mail to Canada as an example of this)
2. Don’t provoke deliberation before you can take action.
One simple example: don’t scan the inbox on Friday evening or over the weekend if you might encounter work problems that can’t be addressed until Monday.
3. Don’t postpone decisions or open “loops,” to use GTD parlance, just to avoid uncomfortable conversations.
If an acquaintance asks you if you want to come to their house for dinner next week, and you know you won’t, don’t say “I’m not sure. I’ll let you know next week.” Instead, use something soft but conclusive like “Next week? I’m pretty sure I have another commitment on Thursday, but thank you for the invite. Just so I don’t leave you hanging, let’s assume I can’t make it, but can I let you know if that changes?” Decision made. Move on.
4. Learn to make non-fatal or reversible decisions as quickly as possible.
Set time limits (I won’t consider options for more than 20 minutes), option limits (I’ll consider no more than 3 options), or finance thresholds (Example: If it costs less than $100 [or the potential damage is less than $100], I’ll let a virtual assistant make the judgment call or consider no more than 3 options).
I wrote most of this post after landing at the monster that is ATL airport in Atlanta. I could have considered half a dozen types of ground transportation in 15 minutes and saved 30-40%, but I grabbed a taxi instead. To use illustrative numbers: I didn’t want to sacrifice 10 attention units of my remaining 50 of 100 total potential units, since those 10 units couldn’t then be spent on this article. I had about 8 hours before bedtime due to time zone differences—plenty of time—but scarce usable attention after an all-nighter of fun and the cross-country flight. Fast decisions preserve usable attention for what matters.
5. Don’t strive for variation—and thus increase option consideration—when it’s not needed. Routine enables innovation where it’s most valuable.
In working with athletes, for example, it’s clear that those who maintain the lowest bodyfat percentage eat the same foods over and over with little variation. I’ve eaten the same “slow carb” breakfast and lunch for nearly two years, putting variation only into meals that I focus on for enjoyment: dinner and all meals on Saturdays. This same routine-variation distinction can be found in exercise vs. recreation. For fat-loss and muscle gain (even as much as 34 lbs. in four weeks), I’ve followed the same time-minimal exercise protocol with occasional experiments since 1996. For recreation, however, where the focus is enjoyment and not efficacy, I tend to try something new each weekend, whether climbing at Mission Cliffs in SF or mountain biking from tasting to tasting in Napa.
Don’t confuse what should be results-driven with routine (e.g. exercise) with something enjoyment-driven that benefits from variation (e.g. recreation).
6. Regret is past-tense decision making. Eliminate complaining to minimize regret.
Condition yourself to notice complaints and stop making them with a simple program like the 21-day no-complaint experiment. Just a bracelet and awareness can prevent wasted past-tense deliberation that improves nothing and depletes your attention and emotional reserves.
###
Decision-making isn’t to be avoided—that’s not the problem. Look at a good CEO or top corporate performer and you’ll see a high volume of decisions.
It’s deliberation—the time we vacillate over and consider each decision—that’s the attention consumer. Total deliberation time, not the number of decisions, it was determines your attention bank account balance (or debt).
Let’s assume you pay 10% over time by following the above rules but cut your average “decision cycle” time by an average of 40% (10 minutes reduced to 6 minutes, for example). No only will you have much more time and attention to spend on revenue-generating activities, but you’ll get greater enjoyment from what you have and experience. Consider that 10% of additional cost as an investment and part of your “ideal lifestyle tax,” but not as a loss.
Embrace the choice-minimal lifestyle. It’s a subtle and underexploited philosophical tool that produces dramatic increases in both output and satisfaction, all with less overwhelm.
Make testing a few of the principles the first of many fast and reversible decisions.
Sunday, February 3, 2008
An Incomplete Manifesto for Growth
An Incomplete Manifesto for Growth
Author: Bruce Mau (1998)
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.
Provided by www.BrandAutopsy.com
Author: Bruce Mau (1998)
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.
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