Illusory Pattern Recognition, a.k.a. the Virgin Mary in a Piece of Toast

I just read about a study that explored the idea that when people feel powerless, they tend to latch on to a superstitious, fatalistic worldview.

Feelings of control are essential for our well-being -- we think clearer and make better decisions when we feel we are in control. Lacking control is highly aversive, so we instinctively seek out patterns to regain control -- even if those patterns are illusory.

Anthropologically, one can certainly look around and interpret a lot of marginalized beliefs through this lens if one is so inclined, be it AIDS as a CIA plot or Obama as a Manchurian Candidate. It seems we are storytelling creatures, and we'll just make up a story if we have to to satisfy that pattern-finding urge.

In the workplace, one can see this effect when it comes to the rumors of what "Management" has in store for "the rest of us." This is why transparency and accountability is so important -- to prevent learned helplessness.

For an antidote, here's an interview in the NYT with Mark Pincus, founder and chief executive of Zynga:

One thing I did at my second company was to put white sticky sheets on the wall, and I put everyone’s name on one of the sheets, and I said, “By the end of the week, everybody needs to write what you’re C.E.O. of, and it needs to be something really meaningful.” And that way, everyone knows who’s C.E.O. of what and they know whom to ask instead of me. And it was really effective. People liked it. And there was nowhere to hide.

I Am Enthusiastic

We're all getting free personality testing at work. I'm excited to see what will be done with the data.

Hire slowly, fire quickly. At a cocktail party.

"Hire slowly, fire quickly" is a Jack Welchian adage. This post at the always-interesting Signal Vs. Noise explains one reason why growing companies should bear it in mind.

Illustrator team blog

Infinite Resolution is a nifty name for a blog. Via John Nack.

Brad Bird on Innovation

This is a must-read article clipped out of the McKinsey Quarterly, an interview with Brad Bird on "fostering innovation" in the workplace. One feels the pain of recognition in every one of Mr. Bird's points:

When I entered Disney, it was like a classic Cadillac Phaeton that had been left out in the rain… The company’s thought process was not, “We have all this amazing machinery—how do we use it to make exciting things? We could go to Mars in this rocket ship!” It was, “We don’t understand Walt Disney at all. We don’t understand what he did. Let’s not screw it up. Let’s just preserve this rocket ship; going somewhere new in it might damage it.”

"Innovation" seems to be the way in which capitalism can understand and harness creativity, which makes it a
buzzword with a future.

You can tell the idea of innovation has arrived because The New Yorker this year added a themed issue around it, right between the fashion issue and the fiction issue...

Visualization

In which I start out talking about decision trees, and end up talking about shelf sets.

Matt Neuburg has an interesting writeup at Tidbits of a decision making tool called Flying Logic. The program creates "intelligent" decision trees that provide visual feedback as to how to navigate the complex web of dependencies required in order to get to a goal.

Yes, you can do this with a whiteboard (or Omnigraffle), but those don't let you offload logic out of your head.

This is a tool that's probably only worth checking out for major initiatives, but more broadly, the power of visualization in aiding group decision-making can't be overstated. Without visual reference, planning meetings are essentially Socratic dialogs, which is unnecessarily hard work.

Even in the world of brand design, I am often sitting in a meeting talking about "the chosen design" and what needs to happen to it... without any visual reference. Looking around the table, you can see everyone's eyes focussing off in the middle distance as we recall what that design looked like. More unnecessarily hard work.

Think ahead about what needs to be in your library of visual reference material, and keep it at hand in your team's public discussion areas. For CPG design, this means comprehensive shelf sets, and reference for visual equity elements and physical materials. Don't have your meetings in conference rooms, you'll just have to bring your stuff there, and that's too much work, so you won't.

Yes

It's really true about surgery these days; everyone shows up asking you for your full name and birth date, and why you're here today, and which knee it is that they're going to operate on.

And someone really did inscribe the word "yes" on me, like a charm, to affirm to all who could see that I was going to get arthroscopic surgery on my left knee. Without seeing the charm, the surgeon cannot make the cut.

it takes a village.

Time for my story about how when I was a kid I lived in Pakistan for a year, and saw that road crews consisted of a lot of men, some donkeys pulling wagons with truck tires, lots of gravel, and a few shovels.

There was this technique they had where one man would hold the shovel normally and do the downstroke, and a second man would then pull on a big rope attached to the shovel shaft, to actually toss the gravel.

Seemed odd but I'm sure it makes sense in a world with more men than tools.

This picture takes it to a new extreme. I found it on a google search as I was trying to explain the concept to a team mate.

The particular circumstance that led me to be sitting in air conditioned comfort, using Lotus Notes to compose an explanation of the "two man shovel" technique is not interesting enough to be described here, but I do find enough need for the picture to keep it around.