Getting out the stories of Burmese prisoners--an heroic feat

George Packer's Interesting Times blog from The New Yorker yesterday discussed Human Rights Watch's honoring of a Burmese hero, Bo Kyi. Mr. Kyi had been held as a prisoner by the Burmese government, enduring the brutalities of that unique brand of confinement. Upon his release, Mr. Kyi moved across the border to Thailand and founded an organization, Assistance Association for Political Prisoners in Burma, the mission of which includes "report[ing] on the military regime’s oppression of political prisoners who are presently detained in various prisons."

My Kyi's remarks on accepting his award were powerful, and are excerpted in Packer's post. I found this passage particularly striking:

We have a way to communicate with the prisoners and get their stories out. I cannot tell you how we do this. I do not want the Burmese regime to find out. But I can tell you that these stories fill the pages of our reports and those of Human Rights Watch.

The media use these stories. So do political leaders around the world. Over time, the stories of these prisoners generate pressure on the international community to take a stand.

Burmese dissidents are outgunned and outmanned. But they have ideas and stories on their side. Who doubts they will win someday?

Tags:
change, dissent, leadership, protest, communication, storytelling

"Sesame Street simple" communication with a story

My first reaction to this Bob Sutton post--"Sesame Street Simple: A.G. Lafley's Leadership Philosophy"--was a slight recoil. Perhaps because I thought we had tapped out on learning from A.G. Lafley (can't we let the man run his company in peace?). But also because my natural communication style is not "Sesame Street simple." Unsure of that? Read this blog for a while.

But, after letting it sit a few weeks, I'm starting to get what Sutton is saying. He's onto something important about communicating with and influencing large numbers of people:

...although executives who talk about many ideas and complex ideas will be viewed as smarter -- wiser and more effective executives pick just a few simple messages and repeat them over and over again until people throughout the organization internalize them and use them to guide action. Constantly changing messages lead to the "flavor of the month problem" where people don't act on the current message because they have learned that, if they wait a few months (or days) the message will change (managers in such organizations become very skilled at talking as if they are acting on the flavor of the month, but not actually doing the thing that senior executives are pushing at the moment.) And making things overly complicated may make the senior executives seem smart and feel smart , but if a message is too complicated to understand, it is also means that the implications for action are impossible to understand as well.

Managers "talking as if they are acting...but not actually doing" recalls the damaging "false urgency" that inflicts many companies, as John Kotter discusses in his new book.

There's a way to do "Sesame Street simple" in a way that provides powerful insight and direction. Telling a story. Stories can be understood by everyone. They can be retold and honed for a particular group ("what's our 'the consumer is boss' story?"). They can convey complex lessons and spawn deep discussions about meaning.

That's a "Sesame Street simple" approach even I can understand.

(Photo: Hokey Pokey Elmo from Toys R Us)

Related Posts:
On John Kotter's "A Sense of Urgency"
More on "A Sense of Urgency"
A.G. Lafley: "The Consumer Is Boss"

Tags:
change, innovation, leadership, management, communication, storytelling

Your voices needed to help a worthy project

Can the sharing of stories bring a community together?

It worked in the olden days, but has become a lost art in the age of television, internet, and videogames. Robert Putnam's book "Bowling Alone" described a society where isolation reigns and communities are frayed.

My friend and colleague Cynthia Kurtz has applied for a Knight News Challenge grant to develop web2.0 software precisely to facilitate the gathering, sharing and passing on of stories that used to go on around the campfire or village square. The Knight folks want the public (that means you) to review and comment on the applications. It would be doing a great service if you would visit the site here and weigh in on Cynthia's application.

Here's how she describes the project:

Long ago, story caretakers tended the diverse stories of the community: eliciting, understanding, maintaining. But those traditions have declined as commercial storytelling rose and community coherence fell. The physical-digital split means that today older people tell stories in community centers while younger people tell them on Facebook. People still tell stories, but no one is bringing all of the stories together into community-wide patterns, making sense of those patterns, and helping the stories get to where they need to be in times of need. We are building a free and open source software package called Rakontu ("tell a story" in Esperanto) that will help communities share and work with raw stories of personal experience for mutual understanding, conflict resolution and decision support. By supporting and bridging online and offline storytelling, Rakontu will help communities regenerate the sustaining functions of story caretakers so that they can take better care of their stories again.

An important part of the project is how this would bring benefit to communities. Cynthia explains it this way:

Rakontu will help communities tell, annotate and connect stories; discover insight-creating patterns in them; and use stories to resolve conflicts and make decisions together. This degree of support is only available today through the help of experienced narrative practitioners. Rakontu will embody understandings about narrative in communities so that people will not have to know anything about narrative to benefit from its use. Some possible outcomes are better understandings of opposing perspectives, a greater diversity of voices being heard, better consensus on tough choices, more problems dealt with before they get worse, safer streets, fewer footholds for extremism and paranoia, and greater common strength in times of crisis.

I've written in this blog, over and over, about the use of stories for knowledge sharing, learning, and creating insight. You're probably tired of reading about it. But think about this: we should be using every tool at our disposal to help bring our communities together, to combat the "bowling alone" syndrome, and make our neighborhoods a better place to live. That's what Rakontu can do, and I hope you'll visit the Knight News Challenge site and support Cynthia's application.

(Disclosure: I have worked with Cynthia on this grant and will be conducting community trials of the software if the grant is awarded. Therefore I have a vested interest in getting the grant approved.)

Tags:
community, narrative, virtual communities, sensemaking, storytelling

In search of Postal Buddy - the power of the negative story

Once at EDS, way back when, I worked on a really big proposal. It was one of those that got you to Hawaii if you were successful, and we were, and so I spent a memorable week in Maui.

When we were working on the proposal, my boss would tell us, "Be careful. We don't want this to end up like Postal Buddy." He said it over and over again, though I had to admit I didn't really know what Postal Buddy was. It apparently was a deal in which EDS had taken on a bunch of risk that ended up badly. That much I knew.

Postal Buddy stuck in my brain all these years. Finally, in an effort to satisfy my curiosity, I called my old boss a few months ago. My goal was to get him to tell me the Postal Buddy story once and for all. "Oh, yeah," he said when I called him. "Postal Buddy....hmm... I remember the name but can't remember the story at all."

I was dumbfounded. Postal Buddy had become a fossil, the name the only remnant of the full experience (which, for people dealing with its aftermath, must have been excruciating). But it still retained its potency.

Many times since I heard the story, even though I don't know a single detail, when confronted with a risky scenario, I would think to myself, "Don't do a Postal Buddy here," and I would take a second, or third, look before making a decision.

So, the lesson: a story, even shorn of all its ornamentation, only a title and a memory, still carries emotion and resonance.

Postscript: I used a tool with better recall than me or my old boss, Google, to research Postal Buddy. There's nothing about the EDS experience, but you can find the overall story here (go to page 3).

Tags:
narrative, storytelling, failure

Power of story

For men (this one anyway), sports stories are incredibly resonant. Just saw this Visa advertisement about the Derek Redmond story from the 1992 Olympics. I remember seeing that live. It still made me cry sixteen years later.

Stories engage the heart, essays engage the mind. See how two minutes of moment-to-moment narrative can inspire hours of conversation:



Tags:
narrative, storytelling

What in hell do stories have to do with innovation?

Regular readers may be tiring of the constant barrage of story-related posts, or at minimum be trying to figure out how they relate to the title of this blog. Here are some words that I hope tie it together.

More and more products are launched and evolve in an iterative fashion. Version 1 does this, version 2 does that, and version 3 finally hits the mark and becomes the standard (exhibit A: Windows). Those iteration windows are becoming tighter, so good information as a basis of planning product changes is invaluable. Google in particular has turned this approach into an art form.

There are more and more ways to get feedback directly from users. Forums, call centers, social networks, Twitter, etc., etc., allow users to communicate their likes and dislikes about a product.

Now, to storytelling. Most business applications of storytelling focus on communicating outward--developing a story that helps communicate the essence or benefits of your product or company. Steve Denning, in his recent book "The Secret Language of Leadership" calls these indirect stories--stories that inspire stories in the mind of the reader or listener. Indirect stories are necessarily incomplete--they are not meant to immerse the listener in an experience (like, say, Harry Potter does). They are meant to create empathy and consensus.

What I'm talking about (as are Shawn Callahan & Mark Schenck of Anecdote, Dave Snowden of Cognitive Edge and others) is inverting that model.

In addition to crafting stories and sending them out toward customers, staff, etc., what if we listen to the indirect stories coming from them? They are also necessarily incomplete--mere anecdotes--but if you gather a few dozen, a few hundred, or a few thousand, common themes and threads will become evident. To invert Denning's language, there's the possibility of inspiring stories in the mind of the company.

These stories might say things like:

• People find our product really hard to use.
• Feature X of our product is proving more valuable than we expected.
• A group of people are using our product in an interesting way that we didn't anticipate.

As a product manager, the above stories are very important to me. They help orient me toward things I should do to improve product packaging, add or delete features, alter its marketing message or improve its customer service or technical support. Also, the user stories are pre-hypothesis, meaning that they are free of bias that can come via hypothesis-based approaches such as surveys. They are not adulterated by groupthink, as can happen with focus groups. They are the voice of the customer.

None of the individual anecdotes may send clear messages about where innovation is working and where it isn't. But the accrual of them can do so.

Companies don't use this resource to improve innovation. They should.

And that's what I'm talking about.

(For a powerful example of the accrual of "indirect" stories to create a compelling, nuanced, overall story, please refer to this earlier post on Haruki Murakami's "Underground.")

Related Post:
Stories that people tell about products are invaluable

Tags:
complexity, narrative, product management, sensemaking, innovation, what in hell is, storytelling

"Once Upon a Nation" teaches history through storytelling

My family went to Philadelphia for the US Independence Day weekend. Among other activities, we visited thirteen storytelling benches arrayed around the historic district. At these locations, storytellers told us tales about Revolutionary War-era figures and other notable people and events from Philadelphia's history, including:

• The first bank robbery in the US
• A Philadelphia witch trial
• The invention of bubble gum
• The escape of one of President George Washington's house slaves
  
• The hiking and camping adventures of a young boy who became a renowned artist and horticulturist.

Of all the cool things we did that weekend--visiting the Liberty Bell and touring Independence Hall (where the Declaration of Independence and the Constitution were debated), eating at a tavern where Jefferson ate--the stories were the most memorable part of the trip. Our five-year-old insisted that visiting all the benches was our highest priority for the weekend.

We attended several events featuring performers playing characters from the period--Ben Franklin, a Patriot soldier, a young aristocrat. You could hardly walk down the street without running into a printer, militia officer or milkmaid--in character always.

At night, we recounted the stories we'd heard that day. As we toured, we looked for references to story characters in the historic buildings.

All of the above are a product of Once Upon a Nation, a group charged with creating a "living history" of Philadelphia. And they've succeeded. The stagings and stories intertwined beautifully with the historic sites to create an fun, immersive, reiterated experience that "Brain Rules" author John Medina would approve of completely.

A real testament to the power of stories at work.

[P.S., The storytelling benches are open all summer till 4:30pm.]

Related post:
"Brain Rules" rules

Tags:
storytelling, history, narrative, travel

Twitter and "Every Minute Accounted For"

I've been using Twitter for the last several weeks and I find it interesting, though I'm not yet at the point where I see breakthrough applications for it. They may be out there; I'm just not experienced enough to see them.

(For the uninitiated, Twitter is a micro-blogging tool that allows you to send 140-character notes from your PC or mobile phone, and for others to view them. You are asked a simple question: "What are you doing?" and your answer is broadcast to the community. You can also subscribe to others' Tweets.)

It's such a simple and open tool that the possibilities for using it are almost limitless. It may go without saying that most of the applications will be better at wasting time than improving productivity. Yet, Twitter has real potential to increase connectedness.

For example, I work with a team of people that are spread out across the US, UK and Ireland, and frequently shift from one location to another. It would be helpful to have Tweets updating where they are so that I can know when to call them (given that there is a 6-hour difference between Chicago and England), or when they're in transit.

You can imagine a million such applications. And right now hundreds (thousands?) of people are doing just that.

I find it fascinating that answering the question "What are you doing?" over and over again can create a life narrative--an autobiography of trivia, as it were. Which reminded me of an article I read in Harper's Magazine more than ten years ago about a guy, Robert Shields, who kept a moment-to-moment diary for more than twenty years ("Every Minute Accounted For" by David Isay--access free with magazine subscription). A sample is below:

10:00-10:05 I groomed my hair with a scrub brush
10:05-10:10 I fed the cat with tinned cat food
10:10-10:20 I dressed in black Haband trousers, a pastel-blue Bon Marche shirt, the blue Haband blazer with simulated silver buttons, both hearing aids, eyeglasses, and the 14-degree Masonic ring.

Two thoughts occurred to me. One: Shields could really have benefited from Twitter. And two: is Twitter growing more Robert Shieldses? How many people out there are notating their lives down to the minute and sharing them with the world?

The last paragraph of the Harper's article poignantly explains why anyone might want to leave such a record. (It is from a passage in the diary where Shields describes an interview with Isay, the author.)

I said I did not know why I kept it, especially since it is doubtful if anyone would ever read it. It is a compulsion. [Isay] asked whether I intended to keep it up until I die and I said yes. It is impossible for me to give any motivation for it, except that when I am gone, the words that I have written will be the only thing that survives.

Another article about Robert Shields is available here.

Related post:
Everyday stories hold great insight

Tags:
narrative, storytelling, social networking, connection, Twitter

The value of not caring in the workplace

I was with a company that went through lots of changes through its early history--many of them good changes. High growth, successful IPO, ultimately getting acquired for a huge sum. And of course some bad changes too--good people leaving, lots of interpersonal conflict. Early in 2000, when it looked like another tumultuous year upcoming, a senior manager that I respected a lot asked me my goals for the year. I thought for a while and then said "equanimity."

The shock and confusion registered on his face immediately. He expected me to say "sell lots of products" or "sign up lots of new partners" or whatever, but instead I said "equanimity." In that moment of thought I had decided I was not going to let changes and turmoil get to me, but that I would ride them out as unemotionally as I could.

And it worked. I had a really good year. Lots of changes happened, virtually all out of my control, and I dealt with them.

I was reminded of this story when viewing this video of Bob Sutton from the 50 Lessons people (I've been raiding their material for mistake stories recently). In the video, he talks about the genesis of "The No Asshole Rule," his acclaimed book, but also tosses in a provocative idea at the end. When discussing advice of how someone should deal with assholes, he said: "Very often in life, there's times when learning not to care, to be indifferent is incredibly important, and it's something we don't teach people enough.... If you're in a situation where there's nothing you can do about changing it, you might as well just ignore it and do what is best for you.... One of my goals as an adult is to get better and better at figuring out what doesn't matter to me, and ignoring it."

Tags:
indifference, equanimity, narrative, organizational behavior

Everyday stories hold great insight

If you've visited this space at all before, you'll know that I believe the stories we tell of our lives hold vast riches of information--and that information can be used to inform decisions on strategy, management & leadership, among other areas.

Today, the invaluable Harvard Business School Working Knowledge website features an article by Julia Hanna discussing creativity in the workplace and its place in innovation. The whole article is wonderful and worth reading in full. But I was fascinated by this passage regarding the research of Harvard professor Theresa Amabile:

As a way to delve deeper into the link between motivation and creativity, Amabile and her husband, psychologist Steven J. Kramer, conducted a three-year study of 238 professionals from seven companies in the high-tech, consumer products, and chemicals industries. Without revealing the focus of their study, they asked the subjects (all of whom were working on projects requiring creative effort) to fill out a daily electronic diary form that required numerical answers to questions about their work that day, as well as their emotions, motivation, and work environment. They were also asked to describe what they'd done that day and to include a brief description of one event at work that stood out in their minds [emphasis mine]. (Participants were asked to refrain from discussing the diary content with colleagues.) By the end of the study, Amabile and Kramer had collected nearly 12,000 entries, what she describes as a “wonderful treasure trove of data.”

"We have a window into how concrete events affected knowledge workers' thoughts, perceptions, emotions, and motivations," Amabile says. "We call this 'inner work life,' and we found that it directly influences creativity and other aspects of performance."

The mundane, quotidian stories (the events the subjects documented) were an integral part of the study data. By leveraging these, Amabile and Kramer were able to evaluate a trait--creativity--far more deeply than could have been done by numerical analysis alone. I'm convinced that capturing and sorting through stories can add incalculable wisdom to the business world. We've only begun to scratch the surface of the possibilities.

On a side note, I've been thinking about how Twitter and like tools will be involved in this arena. What are all those tweets telling us about ourselves?

But that's a topic for another post.

(Photo: "Old Diary" by Race_Eend via stock.xchng)

Tags:
narrative, storytelling, sensemaking, assessment, evaluation, creativity, HBS Working Knowledge

Shop Talk Podcast #8 - Two mistake stories from Ford Harding

Ford Harding, author of "Rain Making," who was interviewed in Shop Talk Podcast #7, was kind enough to share a mistake story for inclusion in The Mistake Bank.

Actually, he shared two. In the first, he relates a story that taught him there can be pitfalls in sharing the good side and bad side of things with a reporter (right-click to download).

And, in the second, he tells us of the profound teachings he received from a prospect who simply wouldn't call him back (right-click to download).

Tags:
podcast, sales, public relations, press relations, business development, narrative, storytelling

What is the attraction of the "I" story?

Many years ago I took summer writing workshops in Provincetown, Mass, at the very tip of Cape Cod. The fiction crowd, of which I was one, looked down on the memoir folks, who were packed like sardines in their classroom, all trying to be the next Mary Karr or Kathryn Harrison. "Autobiography is faker than fiction!" I thought. And, given what we've learned about "memoirs" like James Frey's or recently that of Margaret B. Jones, maybe I had a point.

Yet there's a unique power of the first-person story. Without a measurable distance between author and subject, as there is in biography and fiction, memoir seizes your attention and brings you close, as if the author were sitting on the next barstool telling you the story herself. Reading an actual person's recounting of, "I did this," "I made this choice," or "This happened to me" feels terribly intimate and revealing--ironically, even if it isn't true.

Any other thoughts on the subject?

memoir, narrative, fiction, storytelling, startup

A must-read for people who present

I have sat through, by my estimate, more than a thousand lousy presentations. You know the ones: someone in a suit stands at a lectern and dryly reads PowerPoint bullets for a half-hour, or an hour, or sometimes even longer. The slides use a garish corporate template and contain unreadably-small text, save for a few lame clip-art images. Ugh.

Even worse, I've given hundreds of similar presentations.

Luckily for me and other poor presenters, Garr Reynolds has been providing expert critique, tips and examples to help people present better on his Presentation Zen website. (I've written about Garr's work a number of times: 1, 2, 3, 4.)

Now, he's assembled his ideas into a book.

As you might expect, Presentation Zen: Simple Ideas on Presentation Design and Delivery is beautifully designed and laid out. With lots of white space, beautiful pictures, and a nice variety of page layouts, it reinforces its theme by its very look. [Similar to Edward Tufte's books, Presentation Zen is fun to flip through just to look at the pictures.]

If you didn't think you could say more with less text, or didn't know how to find cool photographs that would actually enhance your message, or didn't know how to make your subject as compelling to the audience as it is to you, Presentation Zen has insight you need.

While Reynolds echoes themes and specific advice he's presented in his blog, the accrual of the information between the book's covers has a more powerful effect than reading the same material over a long period of time in several blog posts. For example, throughout the book he shows side-by-side comparisons of poor slides and improved ones, or shows a number of different ways of conveying the same information with different slide designs. By the time you get to the end, the message is clear.

In other words, if you read Reynolds' blog regularly, you should still invest in the book. And if you don't read the blog, you should buy the book right away. And start applying the lessons today. [Please! I'm going to another seminar at the beginning of April.]

storytelling, design, presentation, PowerPoint, reading list

Super Bowl Stories

People who aren't football fans tune into the Super Bowl to watch the advertisements. You've probably seen them, and read about them, already. The talking stain, Shaquille O'Neal as a race jockey, and so forth.

I was fascinated by another ad, part of a fascinating project by the National Football League which gathered stories from over 200 NFL players, and had fans vote on their favorites. The winner was made into a 60-second film, broadcast during the Super Bowl. It's a narrated story, partially dramatized, about an NFL player who meets a large man working at the grocery store. He convinces the man to try out for the college football team. You'll have to watch the video for the rest of the story.



The final product is excellent. But it's also interesting to view the original story, told one-on-one by the Houston Texans' Ephraim Salaam, and see how it changed in the more polished retelling. I love the final ad, but I think I like the original story even better.

storytelling, narrative, marketing, advertising, football, Super Bowl, sports

Find out what the "followers" think using story-gathering

I shied away from the upcoming book called "Followership" by Barbara Kellerman because I recoiled from the title, I think. I picture numbed souls trooping behind some charismatic leader, pointing the way to a promised land of market leadership. Which never arrives.

I've felt like those followers from time to time. And one of those leaders, as well.

But as described in today's Wall Street Journal, in an article by George Anders, I'm more intrigued by the book. I agree, for one thing, that big companies grow static because the rank-and-file (a better term than followers? I don't know) have lost heart. They come for the paycheck, try to stay under the radar so when job cuts happen, they get overlooked. Etc.

So, from that perspective, energizing the rank-and-file has a lot of potential to improve companies. It can't replace true leadership (see previous post), but combining a good strategy, competent leadership and an engaged and motivated workforce can create a world-beating company.

But how to engage the workforce? The Journal article summarizes one big problem:

"Look at why big companies die," says Shari Ballard, Best Buy's executive vice president, retail channel. "They implode on themselves. They create all these systems and processes -- and then end up with a very small percentage of people who are supposed to solve complex problems, while the other 98% of people just execute.

Bingo. In trying to get more production from their staffs, companies simply deploy another system. Systems aren't going to get it done. Even conducting and acting on surveys (a favorite tool discussed in the article) are hopelessly reductive. HP is on the right track, holding one-on-one interviews with employees to get their candid feedback.

How about using storytelling? Gathering groups of people into anecdote circles, collecting their stories, looking at all of them and drawing out the major themes--that will allow the deep understanding and wisdom of the rank-and-file to emerge.

Then you can do something to improve the employees' ability to make a difference. And when they realize they've actually been listened to--well, that's motivating.

narrative, management, leadership, followership, storytelling, organizational development, Wall Street Journal

A Hollywood producer's master class on business storytelling

Following on to yesterday's post on political storytelling--in the December Harvard Business Review, Peter Guber, best described, I guess, as a Hollywood mogul (former head of Columbia Pictures, producer of "Batman" and "Rain Man," among others), writes about "Four Truths of the Storyteller" (link - $$).

It's an excellent article, and encapsulates in seven pages most of what it takes "Made to Stick" 200 pages to describe. Appropriately, he starts with a story, about charming Fidel Castro into allowing his team to shoot a documentary in Havana harbor. But he goes much further, to illustrate why storytelling is important in business--"for the leader, story-telling is action-oriented - a force for turning dreams into goals and then into results."

Guber's four truths are as follows:

1. Truth to the Teller - in other words, authenticity, via candor and revealing of emotion. One of the biggest assets stories bring is the light they shine on the teller herself. (One frequent criticism I've heard in story workshops--"this reveals more about the author than the characters"--isn't all bad.)
   
   
2. Truth to the Audience - Guber defines this as "the promise that the expectations of the listener, once aroused, will be fulfilled." As one of my writing teachers once put it, "a good ending is both surprising and inevitable."
   
   
3. Truth to the Moment - a good story adapts to the context in which it is told. This does not mean that it is synthetic, but that it absorbs the energy and atmosphere of its surroundings. Perhaps a detail that was not important in one telling becomes vital in another. This is one way in which a good story differs from a bad story--a good story can be retold many times without becoming trite or cliched. Guber emphasizes the need for preparation--a story is like an iceberg: some information is revealed, but far more information lies beneath the surface. And the storyteller must know all of it.
   
   
4. Truth to the Mission - finally, the story must be bigger than the storyteller. As Guber puts it, "mission is embodied in his stories, which capture and express values that he believes in and wants others to adopt as their own." He mentions as an example Nobel Laureate Muhammad Yunus, whose storytelling ability helped grow a modest idea, microfinance, into a worldwide phenomenon. (Here's a Yunus story that was particularly inspiring to me.)

In his introductory column, HBR editor Thomas Stewart wrote, "'Four Truths of the Storyteller' [is] one of the smartest leadership articles you'll have read in some time." I agree.

storytelling, business, narrative, leadership, communication, Harvard Business Review

Political storytelling and authenticity

In the business narrative/storytelling corner of the blogosphere, there's been some discussion of the role of stories in the recent Australian election. On the one hand, Shawn Callahan has discussed the value that stories had in presenting and communicating the virtues of Prime Minister-elect Kevin Rudd, and of Parliamentary candidate Maxine McKew. On the other hand, Dave Snowden dismissed most political storytelling, including Rudd's, as insincere propaganda.

My thoughts? Storytelling and narrative are powerful tools. Within them is the power to communicate deeply--and to manipulate. I view the narratives of politicians, especially those running for high office, with a great deal of cynicism. Why? Because a story of a politician deeply moved by an encounter with an ordinary citizen doesn't square with the counter-story of the politician's well-researched and market-tested "message," spin doctors, and the careful stage-managing of campaign events.

The most memorable story I recall of an American politician was President George H.W. Bush (I believe; it might have been Reagan) attending a baseball game, ordering a hot dog, and looking sheepishly to his Secret Service men to pay for it, since he never carried any money on him.

I remember another story about a Cabinet secretary whose biggest adjustment, after leaving office, was losing his chauffeur and having to drive himself around for the first time in six years.

These stories say a lot to me about how Presidents and Prime Ministers relate to the constituency. There's nothing wrong with it, per se, but the "My world is a lot different from your world" stories drown out the down-to-earth stories they tell about themselves.

storytelling, politics, narrative, marketing

New iPhone advertisement a remarkable example of storytelling

I saw a new iPhone ad this weekend a dozen or more times. In it, an airline pilot tells how by using his iPhone he helped his flight avoid a three-hour weather delay and got his happy passengers to their destination on time.

(You can view the commercial on Apple's website here. You'll need Quicktime to view.)

This is an outstanding example of storytelling. There is a simple, compelling, 30-second narrative, related by the person involved. As he talks, he demonstrates how he used the iPhone to check the weather (artfully using many of the distinctive features of the phone, such as the display that reorients itself as you turn the phone and the zoom via touching). I can't imagine a more concise, effective way of helping people understand just what the phone can do.

It's the precise opposite of the glitzy iPod ads featuring wildly dancing silhouettes, which look great, but don't convey much.

Simple, compelling, engaging. Now I want one.

marketing, advertising, storytelling, narrative, apple, iPhone

Friday Haiku #3: A last lecture

If you gave a last
Lecture, what would you relate?
Watch Prof. Randy Pausch.

Friday haiku storytelling narrative learning lessons learned

Lessons learned captured in stories at Lawrence Livermore

Lessons learned practice involves examining projects for things that went wrong or could have gone better. The old name, postmortems, has been retired, I guess, because it was too graphic or too negative. Too bad. The best lessons-learned stories are from scrutinizing worst practice.

Every company tries to do lessons learned, but many fail because the exercise can easily degrade into a critique of the project team's performance rather than a search for better ways of working. The project team's defenses go up, and you get nowhere.

By contrast, read this from the web site of the Lawrence Livermore National Laboratory, one of the pre-eminent US government research labs. (UPDATE 24 March 08 - these links are no longer operable.)

Probably the very first “Lessons Learned” experience for Lab employees was the failure of Ruth, our first nuclear test. Rattled and discouraged from their efforts falling flat, scientists sat in a room after the test and waited for Professor Lawrence’s entrance and, most certainly, his scathing judgment of their failed efforts. When Lawrence finally burst into the room, his first words were, “Well, what did we learn from that?”

As you can imagine from the above, it takes a powerful learning culture and leadership to truly take advantage of the lessons-learned approach. And, as if to validate that thought, Lawrence Livermore has published some important lessons-learned stories on its web site. The stories stand out for their clarity, their openness and their unfailing humor. Here's the headline from one story: "During Project Pluto, scientists tested a flying nuclear reactor and ended up with a flying 600-pound nozzle."

The lessons-learned stories (six out of a hundred total in a priceless gallery of corporate narrative) are a treasure trove not only of "worst practices" but of evidence that exposing and confronting those practices is the most direct path to excellence. (UPDATE 24 March 08--sadly, links no longer operable. They were at http://www.llnl.gov/stories/about.html)

(Photo: the JASPER gas gun. Courtesy of Lawrence Livermore National Laboratory)

storytelling narrative learning worst practice lessons learned