How To Break Anything

Innovation + experience-minded design strategy. The pieces of a working model for understanding culture + change in an increasingly complex world.

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      6 May 2010

      One model for thinking about roles and relationships: Philosopher/Scientist/Entrepreneur/Artist

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      Psea

      The above is something of an infographic that I threw together to start modelling a ton of complicated questions that have been going through my head, when thinking about the complex ways that value and meaning manifest themselves in the world. As I think more on these things the nature of the above will surely evolve but I figure it's a good place to start.

      The questions in my head that have driven the above come from a lot of places and my thinking on them I'll explain more deeply in future posts; some basic thoughts on it for now:

      • It's not a perfect model for anything, but it has helped me frame things in a way that I've found useful. Certainly everyone fills these roles in different ways and incorporates combinations of characteristics into their own lives - it's not useful to think of anybody as falling into just one of the above, and its not useful to think that anyone falls into all four.
      • I started by primarily trying to express the nature of how each role informs the others. The basic question here is: who is more valuable to the world: the artist or the scientist? The basic answer is: neither.
      • Another basic question: how should we think about the different kind of value between things that are simple, widely-adopted and business-valuable as compared to things that are niche, difficult, and wisdom-valuable? @tylertravitz approaches the idea below:
        4566178778_0412975508_o
        The thinking comes seeing a question many people have to ask themselves as they create things in the world: do I want things like more page hits (which genuinely leads to more influence) or do I want to express more insight at the risk of losing that level of influence? (On another level: is this a question of balance, or is this an arena where balance isn't the optimal strategy?)
      • I've also touched on rationality/irrationality, beginning from questions like: how has 'irrationality' become a pejorative, and how can we model it in balance with rationality?

      Lots more thinking to follow on all the above; stay tuned. On some level I've questioned that these things even exist on linear scales, but for the time being it's been a useful place to start.

      [imgs by Hans and Carolyn, densitydesign]

       

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      6 May 2010

      Cognitive bias video/song, and some thoughts on optimization

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      Totally love the above video @fatgator passed along to me ha.
       
      At some point in life one of the questions you have to answer for yourself is this:
       
      To what degree is cognitive bias a fundamentally negative part of the human condition? 
       
      For example, the charge behind lesswrong.org is that bias is fundamentally wrong in the purest sense of the word; one's goal should be to become less biased, thus optimizing one's life. 
       
      There's another angle that wonders what it means for the universe to even have something like "wrong in the most pure sense of the word." This has to do with the question: what does it even mean to optimize one's life?
       
      The quintessential example is the machine that knows so much about you that it can perfectly 'optimize' your life (and I mean optimize in the purest sense of the word - that is to say that it is unbiased, perfectly calculating, and error-free): when it tells you in a morning email exactly all the steps to follow in order to have an 'optimized' life, do you follow it to the letter? 
       
      I've only been asking this question for a couple months but I have yet to run into someone who calls this 'optimal.' 
       
      In other words, even optimization strategies have optimization strategies. 
       
      Just a thought, but it's what I think about when I wonder about the idea of 'better living through less bias.'  

       

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      8 Apr 2010

      "People Don’t Know What They Want. Why Do So Many Marketers Not Get This Simple Fact?"

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      Henry Ford famously said “If I’d asked my customers what they wanted, they’d have said a faster horse.”

      This observation is lost on many marketers today.

      People don’t know what they want. Yet companies like Vodafone, Yahoo and T-Mobile have repositioned themselves and are spending hundreds of millions of dollars on being whatever you want them to be.

      A Branding Strategy Insider article titled, “The Danger of You Centered Branding” has this to say:

      Vodafone is spending millions declaring ‘Power to you’. Yahoo! is proclaiming: ‘There is a new master of the digital universe. You’.

      Meanwhile, T-Mobile is launching its myTouch smart-phone by asking consumers to imagine a ‘one-of-a-kind phone for your one-of-a-kind life’.

      ‘We are about you,’ say these brands. ‘Whatever you want, that’s what we are.’ It’s very ‘co-creative’, ‘empowering’ and all the other things 22-year-old marketers crap on about.

      Unfortunately, it’s not going to work, because when you don’t stand for anything, you get eaten alive by competitors who do.

      How very true.

      Successful companies like Apple continue to create products that people didn’t know they wanted until they were invented. They are empowering their own brand, not some nebulous idea about who the customer is and wants.

      They know their success is founded on the substance of their products.

      In a TED talks video, Malcolm Gladwell describes how Campbell’s Prego spaghetti sauce overtook the dominate brand, Ragu, by giving people something they didn’t know they wanted. And in so doing, changed the entire food industry.

      Success or failure starts with the product, not the marketing and advertising campaign.

      via reasonpartners.com

      Normally I'd add a thought or two of my own but I couldn't have put it any better. TED video included and everything.

      Actually, I do have a thought or two:

      My specific comment on why market research does little do determine what people want (aside from this list of how capturing conscious-level thoughts on 'want' can be problematic) is this: market research is typically done far far far out of context.

      The quintessential example is the soda taste-test. Giving someone a small sample of Pepsi/Coke and then determining that people like Pepsi better based on the results in no way captures how people actually drink the two. Many people find the sweetness of Pepsi better in small quantities, but overwhelming in 20oz form. Focus groups are infinitely worse when it comes to 'want' in context.

      More on rational research next post.  

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      Kyle Cameron Studstill
    • Obox Design
  • How To Break Anything

    Hello friends and collaborators. I deal in innovation, working to build fantastic experiences enabled by the digital world. As part of this I track cultural change, primarily through observations guided by models and filters calibrated over years to sort out the cream.

    These pieces of thoughts here reflect concepts that are elements of those models: ecosystem thinking, long-term value, information filters, and pattern recognition.

    ("How to break anything" is an abstract notion that reflects my background in observation and analysis. Rules are meant to be broken, but only through understanding the rules - observing them with an empathetic eye - can they be broken constructively.

    So how to break anything? Observe everything.

    [You can't observe everything so how do you know what to observe? That's another project that I call Filter Theory - see the About link above.])

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