TED 2009

February 9th, 2010 by Tara Whittle

TED (noun)
1. Technology, Entertainment and Design conference, held annually in Long Beach and Palm Springs, California. Includes approximately 50 short-format talks on myriad topics over 3.5 days. (see also, TEDActive, TED.com).
2. A fire hose.

Before I first attended TED, this is what I thought it meant, particularly that second definition. As my third conference approaches, I know better. TED is no fire hose. A fire hose is tame. It’s more like deep-sea diving, but without the scuba tank. The format of several 18-minute talks per session, interspersed with shorter 3-5 minute talks seems innocuous enough, digestible. Now that I’ve been through it, I realize the format it isn’t about making it bite-sized. It’s about making it survivable. The content is so rich, the intellectual, emotional and spiritual stimulation is so powerful, that those short talks are really all a person can take.

The beauty and paradox of TED is, in part, that immersion. I use the word “immersion” specifically. As with immersion studies of French, for example, I do leave TED feeling as if I’m speaking a new language - a language of refreshed connection, of renewed speed, action, passion. The talks have powerful initial impact, but the aftershocks resonate for years. The talks are deftly arranged into 10 sessions, each of having a specific theme (such “Provocation,” “Boldness,” “Invention”). Unexpected connections from talk to talk and session to session bubble up in the days, months and even years following each conference.

Here’s just one example. In one of the shorter talks during TED2009, Renny Gleeson hilariously mused about how technology is impacting how we are present in the moment and how we capture and re-tell that moment.

I didn’t think too much of it at the time or for months afterward. Fast-forward to August when I read The New York Times’ article “At Louvre, Many Stop to Snap, but Few Stay to Focus,” which delved into how people experience art museums.

Cameras replaced sketching by the last century; convenience trumped engagement, the viewfinder afforded emotional distance and many people no longer felt the same urgency to look. It became possible to imagine that because a reproduction of an image was safely squirreled away in a camera or cell phone, or because it was eternally available on the Web, dawdling before an original was a waste of time, especially with so much ground to cover.

Having been to Paris earlier in the year, the journalist’s observations certainly seemed familiar. Not only had I observed the behavior, I had participated in it (along with sketching and long bouts of gazing). The article bothered me for two reasons, the clearer of which being centered around art appreciation itself. As an art lover, I’d long since observed that many people race through galleries, even in the film camera era when the cost of film and processing was the great discourager of taking lots of photos, and photo-taking itself was banned in many museums. Frankly, many were already emotionally distant. Technology did nothing to change that.

After a couple of days (and one very spirited debate on the subject on Plurk, a social network similar to Twitter), I finally got clear about the other reason the article bothered me. I recalled Gleeson’s talk. He had asked TEDsters to consider how the ability to capture an experience impacts our shared narrative. While he didn’t apologize for or explain away distractions from the here and now; he encouraged a dialogue that acknowledges change, recognizes that people are being impacted by technology, and challenges us all to be thoughtful about that change. It was a striking contrast to reading the NYT piece, where the message seems to be, put simply, “You’re doing it wrong.”

Linking these two pieces, I took their thinking and my own a step further. I can’t help but believe that technology has only changed the semantics of a conversation that centers on a common refrain: “You should think and do like I think and do.” Art, religion, cultural norms, the workplace—it all adds up to the same, clear message that we should wedge our square selves back into the round holes carved out for us. Why are people so eager for me to experience something, but only in a certain way? I can’t help but wonder who is caring about my experience once I’m back in that hole.

During that last trip to Paris, I took a picture of the Mona Lisa, but did that image focusing on the small portrait behind a bullet-proof glare capture the experience? I wanted to capture what she looks like in her context— not simply the painting itself, but the juxtaposition of a 500-year-old icon in its climate-controlled cocoon. But if I truly wanted to capture the experience, I’d have been better off turning my back to the painting so I could gaze at this:

http://www.flickr.com/photos/photosydney/ / CC BY-NC-SA 2.0

This crush is similar to what I experienced that day: people 20-30 deep, jostling, cameras raised. There is none of the normal museum hush in the Salle d’Etats housing the Da Vinci work. You’d be hard pressed to emotionally engage with the Mona Lisa, or any other painting in the room for that matter. In fact, it’s hard to even get a clear camera shot, let alone an unobstructed view.

So why go see the world’s most famous painting? If I apply the reporter’s message further, why would I even go to TED? After all, I’m not in the room with most of the speakers. I’m not in the same building or even the same city. I’m watching it (or most of it) on a screen at the Riviera Hotel in Palm Springs, in a ballroom the TEDActive team converts into a modern viewing lounge with rows of leather armchairs, couches, beanbags and blogging stations. And all you TED.com site fans—the millions upon millions around the world who have taken part in the TED experience—why even bother if you can’t be up-close and personal with the speakers, hearing the talks as they happen?

I’ll tell you why I’ll keep doing what I’m doing: because technology allows me to dole out my time and attention as I please, in ways that work for me and help me enhance my experience. I’m less often at the mercy of other arbitrary factors. It allows me to not just experience something, but often to share that experience with others in a richer way. (It takes me from “I saw this really cool painting” to “See how this part is in shadow, and how light is treated here? This is why I really liked this painting.”) Most of all, it allows me to revisit an experience more fully, perhaps more accurately, without the veil of mis-remembering. It is in that revisiting that I often find the connections to other experiences flow, adding new meaning and impact. So I’ll continue to take my museum pictures and take part in the TED satellite conference. Sure, there will always be times when I simply experience without recording anything, and I’ll continue to cherish and honor those moments and memories. But in the meantime, that will be me snapping a picture of Venus de Milo on my iPhone. That will be me, cozily ensconced on a couch a the Palm Springs ballroom, watching and listening to the snippets of thought that will replay themselves in my mind, in my blog and in my conversations for years to come.

A different time ………A different way to respond………

December 8th, 2009 by Frederick Miller

Although the students arriving on campuses this year cross the starting line of both generations Y and Z, (having been born between 1990 and 2004), they are a generation of tech savvy, socially networked, communicative thinkers whose use of PDAs is as natural as their next breath. In fact, the majority of these thinkers sleep with them by their sides and sleepily text, post and tweet intermittently during the night.

They grew up in a world where everyone gets a trophy, where competition is no longer the main focus of group activities and sharing the win, sharing the loss, working as a team is the norm. They are in constant communication with many of the adults in their lives and consistently want their “friends” to know about everything they do and want to hear what they are doing, too!

This generation embodies and embraces the idea of impermanence. They will work, live, do what they want and they have little to no sense of failure if they have to move back home with their parents, and some just never move out at all. They seek support and encouragement from everyone in their lives. Their social networking abilities are constantly at their fingertips, and the exchange of information and connection is happening at lightening speed.

Here is a generation who has spent their whole lives thus far in a world that has been at war. This generation has been living and trying to play in a context of global unrest, from Desert Storm to 9/11 to the second Iraq War and Afghanistan; they have been here for all of it. They have not known life when the United States was not at war. As parents, relatives and neighbors, how do we release our children into this world? It is our natural instinct to protect and nurture them, to want to ensure their safety; yet we are living in a society that sensationalizes its violent acts and where conflict and personal tragedies ring out from TV and the Internet.

How will these young people be successful in college when they have no idea if there will be a job waiting for them when they get out? How will they repay their student loans? Support themselves? What industry will be left for them to work in? For this generation, the future is not a bright light. It is a daily headline of stocks crashing and major companies closing or going bankrupt. The opportunity to own a home, make a major purchase or live a better life than their parents is almost impossible to fathom. They have seen their parents and relatives losing their jobs. What possibilities do they have?

We want the next generation to be successful; we want them to grow into productive adults who have a passion for life. And we, as parents, relatives and neighbors, also want to make all of the transitions in their lives seamless, smooth and even a little bit easy. But we know we have to let them stumble; let them find their own way. How do we release them to find their way when the world seems so unsafe and uncertain?

As they enter the workforce, organization leaders will need to keep up and will need to change their style and approach to what is coming and how best to harness the energy and ideas of this new generation. Information and knowledge will need to be available and interesting. We—parents, leaders, supporters and society as a whole—will need to stimulate this group of thinkers or we will lose them.

Leaders in organizations will be faced with needing new ways of managing and engaging. This generation has been taught to not only seek out, but also to expect to receive feedback daily. They have lived in a social fluidity that has allowed them, and at times encouraged them, to change their mind, their major, their circumstance and their job based on how they feel and what will “work” for them. While they may have had the opportunity to see someone hold the same job for most of their lives, they do not aspire to do the same, nor does it seem to be an option even if they wanted it to be. This will be a generation of multiple careers and interests, and a confidence that celebrates that wide breadth of choices and experiences.
This generation is no doubt our fastest growing and changing element that will impact the success of not only our, but also future, organizations and our society. In order to gain as much as we can from them, we need to recognize this change and be prepared for it. The question to us all is—are we ready?

What happened to vacations?

October 22nd, 2009 by Frederick Miller

…I didn’t get the memo…but I know something’s changed

When was the last time you took a vacation? I mean a real vacation, where you put aside your work, physically and mentally? Do you recall a time when you were able to unplug from your office, without feeling obligated to check in? A time when you could totally unwind, allowing your mind to rest? Let’s face it folks, in the United States, those vacations are a thing of the past.

We know that time to relax and refresh ourselves is critical to well-being and high performance, yet we continue to downplay the importance of “down time.” We live in the only economically “advanced” country that does not guarantee its workforce vacation time. Britain guarantees 20 days of vacation time, Germany 24, France 30 and Holland 50 days a year for government workers. For one of the richest countries in the world, this discrepancy is staggering. Yet, because it is “just vacation,” we treat it as a trivial matter to be ignored or brushed off.

As companies grow, so does the workplace culture that rewards individuals who continually work without taking time off, do not unplug when they get home and are available 24 hours a day, 7 days a week. Profit or productivity may play a part in the development of the “accidental workaholic” as people work more hours not because they want to, but because they feel they have no choice. As companies place more and more value on those who rarely or never take a break, more people see no choice but to allow work to creep into many if not all areas of their lives. The boundaries between work and personal life continue to be blurred, crossed and swiftly eliminated.

While companies play a major role in the elimination of true down time, we as consumers are a contributing force. The U.S. culture relies on the market that is open 24 hours a day and expects businesses to be open every day. We need to have access to everything at all times. Could our culture support a month long shut down the way they do in Europe? Could we accept not having access to the places we shop every day and could they handle the possible financial shortfall?

We are a technologically equipped society in constant contact with many organizations. We can be reached by a multitude of devices. With cell phones, BlackBerry® and the iPhone, we are vibrating and ringing along lake sides, while we are on the water, at dining tables, bed side and even in the bathroom. We can and do conduct business anywhere, anytime and we are suffering from it far more than we realize. The time that is spent working 12-15 hour days and through our weekends, and our activity formerly known as “vacations” is keeping us from fully engaging with our families, our friends and ultimately ourselves.

What is the ultimate price we are paying for eliminating rest — one of our basic survival needs? If we don’t rest, how do we protect our health? Our well-being? Our personal lives? How do we not only maintain business, but also move forward? We are not Energizer Bunnies®, we cannot continue to go on and on without refreshing and replenishing our energies. There is no easy way out of this culture that we have created.

As organizational leaders and team members we are faced with this challenge and we must find a way to incorporate down time into our plans and our lives. We must look at the benefits that well-rested, refreshed members bring to the table. And we must also recognize within ourselves that our goal is not to just survive, but to thrive. In order to do that, unplugging and refreshing are as necessary as the air we breathe and the cell phones that are affixed to our ears.

New York’s New Mindset

June 17th, 2009 by Mickey Bradley

We often talk about inclusion as a means of creating higher performance, how tapping into the diverse experiences, ideas, and skills of people can transform and elevate organizational effectiveness.  A great example is seen in Christopher Dickey’s book Securing the City, which chronicles how the New York City Police Department became one of the world’s premier terrorist-fighting agencies in the aftermath of the 2001 World Trade Center attacks.

Post 9-11, the NYPD faced a daunting reality: limited resources, a monumental task before them, and no time to waste.  Many believed that the city’s sprawling diversity compounded the problem; with so many cultures at play (40% of the city’s population was born outside the United States), it was hard to see how the police department could effectively connect with all the neighborhoods and populations it needed to protect.

But Police Commissioner Ray Kelly and new Deputy Commissioner of Intelligence David Cohen saw it differently.  Recognizing that the force itself included officers of many different backgrounds, they asked members of the department to come forward if they were interested in anti-terrorism work and spoke another language fluently. Approximately 1,800 officers responded. Kelly and Cohen had the officers tested and found that 700 of them were native speakers in languages considered important to combating terrorism—languages like Farsi, Pashtu, Bengali, Urdu, and Arabic, among others. (By point of comparison, the total number of students graduating U.S. colleges and universities in 2002 with degrees in Arabic was 6!)

The department immediately began training these officers for their new duties. Some were sent into deep cover in NYC communities and neighborhoods; others joined online intelligence gathering efforts.  Dickey’s book cites plots foiled, conspirators apprehended, and devious activities interrupted as a direct result of this culturally savvy police force’s ability to reach into new communities. By 2003, the FBI and CIA were contacting the NYPD for assistance in counterterrorism operations.

The force has also recognized the need for a global approach. The NYPD now has officers stationed in Paris, Tel Aviv, London—cities that, like New York, are susceptible to terrorist attack. These officers learn new methods and tactics and communicate them back to their colleagues in the United States. When the Mumbai attacks occurred in November 2008, three NYPD investigators were on site before the siege ended.

There were many aspects of the NYPD’s efforts that made their work successful, but a key component was tapping into the diversity of its workforce in new ways that spurred high performance, and adopting a mindset that saw cultural differences as additive. When leaders began to widen their perspective about what skills were valuable, they discovered a huge reserve of potential in its members that wasn’t being tapped.

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Artifacts of Old Culture

May 8th, 2009 by Charles Pfeffer

The other day during a session with a leadership team and a group of change agents they had chartered to model inclusion, several members of the change agent group talked about their habits of deferring to authority. As the topic went around the room, people discussed the relative merits of deferring to seniority (tenure) or position or expertise. The emerging understanding was that position did not guaranty experience or knowledge about any particular problem or issue, so deferring to position might not make sense.   

But what about seniority? Does it make sense to defer to tenure? And what about expertise? Does it make sense to defer when someone is the clear expert in a subject area? In the course of the discussion, no one said, “wait a minute. Why do we want to defer at all? What value does deferring produce?”  

Maybe deferring is an artifact of the old culture in which assumptions about where knowledge resides and how decisions get made were largely hierarchical. In a connected organization, it may not make sense to defer even to expertise. What would replace deferring?  Maybe engagement of perspectives. If I defer, I disengage and transfer responsibility to someone else. If I engage, I connect my knowledge and my perspective with another person’s without relinquishing responsibility.

Even if I’m not the expert, I have my point of view to contribute, which I may do by asking questions to understand enough of what the expert knows to connect her knowledge with my responsibilities. In this way, I make her expertise more valuable to me and potentially to her and to the organization. Maybe deferring is obsolete.