Human versus the System

March 10th, 2010

I was on a panel on Friday with Bob Elton, Stefan Story, and some others, up at the University of British Columbia. The topic was energy resilience in a post carbon world. I was in a room full of mostly engineers, the token social scientist.

When I fired up my right brained presentation, I wasn’t really sure how to address energy resilience through a behaviour change lens, in less than ten minutes.

So I just took a leap into the specifics of what makes people tick, assuming people would agree that people were an important part of the equation.

The other presenters discussed resilience through a quasi-linear systemic, structural lens. And I found the presentations interesting, but I find it problematic, and slightly too clinical, to describe our societal-wide philosophical problems in terms of non-human structures such as buildings and roads, and heat exchange systems; despite their obvious utility.

So I’m thinking a lot, again, about the classic intersection of the non-human and the human worlds — within cities — this week.

And wondering about prescriptive behaviour change and philosophy and how they implicitly inform our system design decisions, despite the non-human, mechanistic leanings of many engineers and builders.

Good Energy Profiled on Green Biz

March 8th, 2010

Good Energy was profiled in a recent article on employee engagement and green innovation in Green Biz magazine. We’re grateful for the exposure, and agree with the assertions wholeheartedly.

Smart online engagement truly does surface dormant knowledge capital inside of an organization, and closes the loop between top down decision making and grassroots innovation.

That’s what we’ve tried to facilitate with Good Energy. And we’ve put an enormous amount of our own good energy into making the tool simple, understandable, and easy to implement.

Bjork on Behaviour Change

February 26th, 2010

The Tenuous Link Between Values and Behaviour

February 25th, 2010

In pro-environmental behaviour change research, “deeply held values” were the focus of a ton of research in the eighties and the early nineties. The idea was that since  researchers (starting with Shalom Schwartz) showed that there was a universal structure to how people described their values across cultural contexts, then these universal value types must act as principles for decision making, guiding people’s behaviours in predictable ways.

A ton of research followed in this vein, looking for a grand unifying theory of human behaviour, which would link values, or what people think is important in the abstract, to actual behaviour and decision making (Stern et al doing the most prominent work).

The result was that it is now resoundingly accepted that there is a weak and tenuous link between values and behaviour. Behaviour is mediated by a million different structural forces, which vary from person to person and context to context.

Values can be one of these structural barriers to change, but they do not predict change.

Value is Relative

February 23rd, 2010

According to Predictably Irrational, we humans only know what something is worth, or how much we like it, when comparing it to other similar things (e.g. purchases, partners, jobs, pets)

We tend to choose the middle option. A high price option on a restaurant menu increases average order price, because it makes the rest seem cheap in comparison.

If we have several difficult-to-compare items, but two are easily comparable and one of those two is clearly superior to the other, we will prefer that one to all the other options. Marketers sometimes even introduce a ‘decoy’ version of one item, slightly less appealing, so that the target item is chosen. In A versus B, introduce -A, and most people will choose B.

Influence

February 23rd, 2010

As an Amazon reviews says, “arguably the best book ever on what is increasingly becoming the science of persuasion.”

If you want to understand why you felt compelled to give money to a Hare Krishna devotee, how car salesmen or realtors work, and much more, you should read this.

Find it here.

Or, if you don’t time to read the book, you can read Graham’s summary notes here.

Transportcamp

November 2nd, 2009

Transportcamp came and went last Friday after several months of preparation by a few volunteers, myself included, from the Car Coop.

Overall, the organizers — us — were really happy with how it went. We had a turnout of around 110 people – about half being transportation experts of some kind, and the rest being concerned citizens. It made for an interesting dynamic, and some really engaging conversations.

Andrea Reimer kicked off the day with a few quick comments about the Greenest City Action Plan and also with a few words on our lack of social infrastructure in current day civil society. Her point was that in previous decades we had stronger community social groups – and that much of the political organizing that brought about desired social change occurred within these groups. Churches, 4H, Kiwanis, bowling teams, whatever the form – people congregated in groups more and talked about their communities.

These points set the tone for the day, an early call to action.

The sessions I attended had a decidedly local flare to them. And as my friend William Azaroff put it, the conversation quickly  moved away from the specifics of transportation policy to the question ‘what kind of community, city, world do we want to live in, and what role would transportation have in that world?’

There were some amazing people with really great stories in the groups. People are involved in all kinds of grassroots activism, from urban agriculture movements, to cycling revolutionaries, to neighborhood houses whose role is to fill community voids. There were inspiring stories.

My favourite session was the ’social infrastructure’ session – with an explicit focus on non technological social infrastructure, we talked about how we don’t know our neighbours, how human connections and relationships are what make communities, and how we should go the extra mile to open our doors to new, diverse groups of people, and make an effort to reach out and build relationships of proximity. Of course, in this session we didn’t say much about transportation – but the implicit point was that if we build strong local communities, the transportation will follow. Aka – let’s walk across the street to find what we need. It’s all there.

We failed on social media at the conference. We didn’t have a live stream, we attracted few high profile bloggers or tweeters, and the internet connection was up and down throughout the day. Lesson learned for next year, though I think it was okay this year. People seemed much more interested in getting to know each other.

A promising sign early in the day was the fact that whenever there was a lull in the program, the room was buzzing with excited networking. It was hard to pull people’s attention back to the program at times because the whole event had an intensely social feeling to it.

I think the baby boomers who had never experienced an unconference were particularly enthralled. I had several older folks comment on how impressive it was that we could layout the whole agenda in twenty minutes and that everyone could have some input.

Comments at the end of the day were things like ‘wow, I had no idea you existed (referring to the fact that there isn’t a strong network around sustainable transportation in the city) to ‘we liked the software more than the hardware (referring to the focus on the human side of things rather than on the technical).

Gordon Price, from the Greenest City Action Team, and from the SFU City Program, gave closing remarks. His comments were short, not so sweet, and to the point.

He basically issued a call to action – more or less saying that if we don’t build this network into a coalition of networks spanning different interest groups, we’ll never get anything done. The main point was – you guys have great ideas, now how are you going to pay for it?

He cited the Gateway Project as an example of how other interest groups won the day through coalition building. Meanwhile, Translink is barely on life support. I tested people’s responses, and the message seemed welcome.

So now what? Now we get onto the business of building a sustainable transportation lobbying coaltion – one that spans beyond the choir to include groups who may not normally share the same interests as us.

We set out with this event to create a new social network, and from that perspective, it seems to be a success. However, like any unconference, the question always hangs in the air – now what?

Because dialoguing is the fun part – the hard part is putting these ideas and new relationships into meaningful action.

That’s where we’ll be turning our attention next.

The Intrinsic Economy

September 5th, 2009

In my mind, the ongoing birth and re-birth of the knowledge economy is causing a radical decentralization in western society.

Rising egalitarian values, the decline of mainstream media, demographic shifts (there are now more millenials than baby boomers in N. America), the advent of social software and mobile communication technologies, and the decline or outsourcing of the manufacturing sector – are just a few trends that are making our institutions look like dinosaurs.

Tall concrete buildings where people put on ties and pant suits — or more often collared shirts and jeans —  and work side by side in cubicles during standard, non-seasonally adjusted, hierarchically prescribed work hours, under the careful tutelage and supervision of ’superiors’ and ‘peers’ is still commonplace. Sadly.

But at the same time, this post-war industrial work ethic seems to be giving way to a new critique.

I am increasingly meeting people who claim that their iPhone has ‘liberated [them] from their desk’, and others who question the need for the workplace at all.

At first I was skeptical of this idea. Of course, I thought, every company needs an office. We need to work together on things, and the office creates a layer of direct accountability that independent off-site work could not afford.

But the concept of workplace oversight, and the fact that we feel we need to be embedded in a normative environment that pressures us to performance, is kind of old-school, in my mind. If people need extrinsic motivation in order to do their job, then maybe the wrong people have been hired.

The workplace comes with a heavy cost. In Vancouver, for example, an office space is easily one of a standard knowledge organization’s highest monthly expenses, next to labour. And to what end? So that we can talk about the sports at the water cooler, and have a shared printer? After spending a good part of the last eighteen months working mostly without a fixed office space, it seems somewhat absurd to me.

I currently work across several teams, and with people in Vancouver, Argentina, Chicago, Boston, London, and Madrid. I feel a strong bond with the people I work with, and we are high performance teams, solving, as one person — okay it was me — put it ‘problems that no one has ever solved before’ on a daily basis.

This is increasingly the fate of the knowledge worker – problem solving in an increasingly service based global economy – in a state of perpetual and exponential change, requiring agility, fluidity and radical collaboration without barriers. Distributed teams are becoming the norm in the knowledge economy. And they make a lot of sense.

People talk a lot about the knowledge economy, the conservation economy, the green economy, the renewal economy, etc. And these are good labels.

But I think we are also headed towards the intrinsic economy, where knowledge workers are self-motivated, intrinsically rewarded individuals who — after being liberated from the chains of the post-war industrial office — have learned to operate as free social good agents, building soft networks and collaborative entities via digital mediums, and discarding the concept of the office, and the high fiscal, social, and environmental costs that go with it.

I honestly can’t think of very many knowledge organizations that truly need an office. Can you?

But I also realize this type of thinking may be slightly ahead of its time.

Doing Good Work

June 19th, 2009

In February of 2003, I found myself physically and emotionally exhausted, sitting at home in isolation suffering from extreme burn out and whooping cough – under quarantine from the center for disease control. Whooping cough is a virus that usually only affects children and the elderly, but I’d been pushing myself way too hard at a job I didn’t really believe in or gain satisfaction from.

I was a software developer working for a company that builds back-end tax software, and I’d been working for months at about 70-80 hours per week. Some days I would work through the night and not get home until 10 or 11 the next morning. It seems crazy now. I wasn’t even that good at my job, probably because at the end of the day I didn’t really care how efficiently the government collected taxes, and because deep down who wants to work for a company that insists you work a 30 hour shift.

While sitting at home alone waiting in futility for my “100 day cough” to subside, something snapped. I started looking at flights. I wanted to get away from my job, my life, everything that I had become, and reinvent myself. I wanted something more meaningful. I didn’t really know what it was I wanted at that time, but I knew I wanted out.

And out I got. I quit my job, cashed in my savings (about $20,000 at that time), and flew to India on an open ended trip. It was one of the best things I ever did for myself, leaving a situation that I knew deep down was wrong for me.

I ended up spending the next sixteen months traveling and living around Asia, contemplating my life and thinking about the way forward. It was a formative time, and full of revelation, freedom, self-exploration, and the building of resolve.

I came back intending to engage the world more actively and constructively in something that was more aligned with my values.

I feel aligned right now, highly intrinsically motivated, and overall – happy. I’ve got a lot of really great people in my life, and feel humbled to be surrounded by so much great work.

Knock on wood.

On Agility

June 17th, 2009

My new business partner Graham King is a self-described “agile development evangelist,” and it has led to some interesting discussions on if and how to run an agile company.

Agile development is a software development practice whereby a team of necessarily highly competent, self-directed, motivated, and mutually trusting developers iterate rapidly on software ideas in the absence of formal structure and planning. It is, in theory, more people centric, more responsive to change, allows for better learning over time, and avoids the unnecessary overhead of activities that are “about” software development, replacing them with actual software development, and faster, more effective working software.

I certainly have sympathies to this school of thought. Being a highly impulsive, entrepreneurial type who is constantly multi-tasking, tends to reject authority, and interacts interpersonally on the basis of merit and personal respect, rather than position or process – it is intuitively satisfying to me.

But at the same time, I’m also an experienced project manager, and I have a deep appreciation for the motivational power of extrinsic forces – particularly the customer, not all of whom have a desire to be intimately and rapidly iteratively involved in a software development process driven largely by technical resources. In addition to this, my view of human nature is that most people work better under some degree of pressure. I can see the risk of an agile team becoming too inwardly focused.

A restaurant analogy seems apt:

The chef is most concerned with preparing a delicious tasty meal, and is often not customer focused. In preparing the perfect meal, the customer is likely to have to wait, or to have to come back to the kitchen to provide advice to the chef, sample different sauces, be involved in the preparation process. In most cases, the customer just wants their meal to not be burnt, and most importantly, delivered on-time – because they are hungry. I worry that agile development can easily lead to the technology driving the business. Like having the chef run the restaurant. One of the classic errors in software. 

But with that said, I think there is great strength in agile development, and it’s a relatively new – and kind of exciting – idea to me. So for now, I am going to trust Graham, and we’re going to try it out. Apparently its worked quite well with Google.

Next post – how to run an agile company? Forget technical software development, how applicable are agile principles to running the business itself?