Social Mode

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  • To start, the goal is not to be an ‘elite’ athlete…

    Third in a 5 Part Series on http://www.SocialMode.com

    (1)   Sports, like businesses or social movements have goals and costs.

    (2)   The best way to advance is through the “Do”.

    (3)   Focus on long-term benefits as well as short-term gains

    Elite athletes must practice a lot. There are no short-cuts.  In the practice process they get to make a lot of errors requiring a lot of adjustments needed for success down the road. If they focused only on success in the short term, they would not push themselves into zones beyond their immediate potential.  And yes, we’ve seen what happens to those potentially elite athletes that focused on the short-cuts… Of course, business people are no different.

    So, as a business person, you need to discern whether or not you value becoming an expert at something, or navigating your company to be essential and separated from those just ‘good enough’.  If you want to excel, it will require that you push yourself out of your own comfort zones almost daily.

    Like the elite athlete, you have to start somewhere.  Start with a mentor or committee and never stop practicing balancing great risk with great consequences. The bigger the risks, the larger the consequences impact more than your behavior.  If you can, get someone, or many with the skills you want, to coach, mentor and support you.

    Coaching can be very helpful to guide your initial moves outside of your comfort zones. Yes, that makes you vulnerable. You may not be comfortable with that tactic but your objective requires you to change.  Learning to focus on stretching your skills to attain short-term gains AND long term benefits will mean learning to live with vulnerability, levels of discomfort and minimal comfort zones.  Why do you think so few people rise to elite levels?

    NEXT: It is not ‘automaticity’ per se that leads to high proficiency

    Business People Learning From Elite Athletes: One Approach

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    May 19
  • The case for behavioral strategy

    Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.

    MARCH 2010 • Dan Lovallo and Olivier Sibony

    Once heretical, behavioral economics is now mainstream. Money managers employ its insights about the limits of rationality in understanding investor behavior and exploiting stock-pricing anomalies. Policy makers use behavioral principles to boost participation in retirement-savings plans. Marketers now understand why some promotions entice consumers and others don’t.

    Yet very few corporate strategists making important decisions consciously take into account the cognitive biases—systematic tendencies to deviate from rational calculations—revealed by behavioral economics. It’s easy to see why: unlike in fields such as finance and marketing, where executives can use psychology to make the most of the biases residing in others, in strategic decision making leaders need to recognize their own biases. So despite growing awareness of behavioral economics and numerous efforts by management writers, including ourselves, to make the case for its application, most executives have a justifiably difficult time knowing how to harness its power…

    ~~~~~~~~~~~

    Here is the thing…

    The subject of the article is the categorization of ‘biases’.

    Like the other media forms, if you run out of new terms to use in business, your presentations die an agonizing death of disuse.  This paper provides a fine example of what lack of clarity and  misapplication of  the vernacular does: http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/The_case_for_behavioral_strategy_2551?gp=1

    Put ‘Behavioral’ or ‘Neuro-‘in front of almost any expression, term or concept and it would appear that it is born anew.  Throw in a set of myths, superstitions or “common knowledge” as those found in the metaphysics of the ‘subconscious,’ and cognitive biases, then make up some new words, like “debias” and you have the makings of another mechanism that supports ignorance of behavior [corporate or personal] from slippery sound bites.   Lovallo and Sibony have done a story for the acclaimed McKinsey Group and packed it with metaphors, similes and analogies but missed the behavioral part of their article, that is:

    1. EMPIRICISM –
    2. OPERATIONAL DEFINITIONS  –
    3. SHUNNING OF MONOCAUSALITY –
    4. MEASUREMENT OF BEHAVIOR OF INDIVIDUALS, COMMITTEES, OR COMPANIES SUBSEQUENT TO ANTECEDENTS OR AS CONSEQUENCES

    Biases are not new, empirical, behavioral or operationally defined and therefore constitute a rehash of psycho-babble that

    1. Doesn’t address how biases come to exist OR influence behavior like selection of options or decisions
    2. Doesn’t address how biases are maintained OR why they are negative, irrelevant or harmful
    3. Doesn’t address what to do to reduce their effects in business for some company benefit

    McKinsey Group should move on and get some behavioral assessment partners to mull business approaches with these gentlemen.  With stuff like this being offered to the management of companies that can afford help, is it any wonder that businesses sometimes seem to be clueless on what is going on with customers, vendors, or partners?

    Making a better case for “behavioral strategy”

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    May 18
  • It has been suggested by urban myth and scientific pundits that we do not come close to tapping the resources of —or actualizing—our potential.  Dah!

    What is a resource and what is actualized or not are subjective matters as is the meaning and the implications of ‘potential.’  Tiger Woods is a good example of how this can be all framed; that is, ‘resources,’ ‘actualized skills’ and the meaning of ‘potential.’  Based on the rules sets used for evaluation, he did well in the golf game part but less well on the husband, communicator, father, business analyst, family member or friend parts.  However, if you are using the idea that is some throwback to an underdeveloped person with unmet interests, he did alright.  It all depends on the frame of reference.

    Still others would suggest that intelligence, in some operational way, is made up of the skills we develop. Tiger wasn’t very intelligent in some areas as he was in others; all relative to the rules used to assess his behavior.  Clearly, to keep a stable of secrets that substantive for that long so as not to be discovered or distracted from his game was an act of deliberation and intelligence.

    Superior talent then, rather than being a rare genetic mutation, is a result of highly concentrated effort.  Malcolm Gladwell gave the world the relative number of hours it takes to ‘get it done’ in some area of concentration. It is the 10,000 hour rule of success in his Outliers book. While the books interpretive value escapes me, 10,000 hours is a nice number to provide where focused expertise in some small area will yield results, perhaps as it has for Mr. Gladwell in writing a tidy book on confirmation bias.

    Thus, the thrust of Gladwell’s book and pointedly of this oplog, is that it is not innate genius or talent that creates great achievers, great works or great breakthroughs but seized opportunities on some aspect of life that, with an extraordinary period of time — a minimum of 10,000 hours — will deliver on the promise.

    Einstein didn’t read the latest business gurus or attend the power seminars of T. Peters but he happened upon that theory before it was a theory:

    “It is not that I’m so smart, but that I stick with problems longer.”

    How really different is that from the modern day saw of “The more I practice, the luckier I get!”?  We all have heard it but still look for the magic, the pill, the magic pill, this or some new-age short-cut.  Talk about self-hypnotic entitlement…!

    Randy Jackson on American Idol might attempt to grab your attention by extolling you to “Check this out dog!”  In a less hip fashion I am asking you to test the following:  GET SOME LEVERAGE and see how it affects your achievements!

    You and your ideas aren’t going to change in any but trivial ways without getting some leverage and that means some risk of failure.   If failure is important to avoid, read no further.

    But if you can tolerate some course corrections, stone walls and echoes, “get some leverage” at doing something you must do because you value something, make the NOT doing something so painful and distasteful to you that you can commit to the hours, the rejection, the near misses and the real possibility of lasting failure. You’ll know you’ve got leverage when you know exactly what to do in the AM to keep you up in the PM.

    The repeated attempts to reach beyond our present level will produce clearer views to your achievement.  For some, that may mean graduating from high school while living in squalor.  For others it may mean finding a new use for nanotube technology no one wants.  It’s all subjective evaluation but you can make it real.

    Is there anything in your life today you would withstand losses again and again if certainty of tomorrow’s success was in the balance?  

    If there is, are those really ‘failures’ or losses or just the feedback from your world? 

    If not, when you do find that ‘something,’ go about framing it in a way that keeps you in the game and not in the gallery.

    May 14. 2010

    Yes, its about the ‘do – do…’

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    May 15
  • Second in a 5 Part Series…

    To start, the goal is not to be an ‘elite’ athlete…

    (1)   Sports, like businesses or social movements have goals and costs. [see previous post]

    (2) The best way to advance is through the “Do”.
    Once we have a strategy, we have to act. Right… pull the trigger on something.  “Do” now that the yak is done.  So often, people think for a long time – a very long time — about nuances marginally related to the goal.  For instance, starting a business?  Considering the logo and mission statement is a time and activity-trap to avoid.  Thinking is not risky. Doing is. Yet the risk of doing provides learning that no thinking will ever provide. If there is something you have been longing to achieve: lose weight; find romance; make more money; do it!  ‘Just do it’ resonated with athletes before it was a trademarked call to action. Athletes too are vulnerable to ‘thinking it through’ rather than doing it.  At some early point you must put away your thinking cap and do something. And don’t even think why you don’t ‘do’ this or that!  Just do the plan.  Stop aiming and pull the trigger.  Once it is pulled, get ready to pull it again.  You can make adjustments toward your goal each time. When you ‘do’, know that each event is a learning event. When you next do something toward your goal you’ll be amazed what you have learned and that you are not acting blindly after all.

    NEXT: How to…“Focus on long-term benefits as well as short-term benefits”

    Business People Learning From Elite Athletes: One Approach

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    May 14
  • Tuesday, May 11, 2010

    THE SEMESTER IS OVER AND NOW WHAT?

    This is not a political endorsement but a process endorsement.

    It starts something like this: Under pressure, few of us are as calm as President Obama appears to be.

    How does he keep his cool? Someone might ask, “Does he meditate? Does he practice yoga? Has he tried any of the hip therapies that have promised everything that the media has pushed since his election? How about brain exercises? Those are ‘cool’ right now… What kind of medicinal herbs, salt-free diets or protein shakes is he provided that the rest of us need to know about?”

    Along with 92,000 other people packed into the University of Michigan’s football stadium last weekend, President Obama deliver a remarkable speech very calmly to the Michigan’s graduating class of 2010.

    Volcanoes are erupting, oil vomiting from the ocean, rivers flooding, car bombs smoldering in Times Square and the birthplace of all nation-states collapsing in Europe while wars of our own making are raging along with division and derision of the American people on what to do and how to do it. The whole world seems to be wrenching by the porcelain. Everyone’s ‘rules’ are being broken in so many ways. Yet, President Obama appears to be calm.

    Attacks on him as a person, on the office of the President and on his policies are everywhere, any one of which could anger, embattle or create greater amenity toward those yelling, plotting or disagreeing.  Just writing about it spikes my blood pressure.  Yet, he’s been doing something we were taught is a good rule to have; he is listening.

    While some contemplate their own navel, march to their small righteousness, stand firm in mystic convictions or ponder what therapies to experiment with next, he interacts with as many Americans as possible.  As pointed out elsewhere, every night President Obama reads ten letters from American citizens. He says, “This is my modest effort to remind myself of why I ran in the first place” he admits. He also admits that about a third of the writers call him an idiot or worse, which is how he knows he’s getting “a good representative sample” he concedes with his typical delivery smile.

    If you turn on the news, read the printed media or listen to the talk while getting a Starbucks, you can sense why friends, family and strangers are on edge. Serious arguments about serious issues are bound to arouse emotions during these unique but fear-filled times. Obviously, we can’t solve our problems if we can’t hear the good ideas delivered in the cacophony of that fear. Our fears challenges the possibility to disagree with people’s positions without demonizing them or questioning their motives or patriotism.

    The advice he gave to the newly-minted graduates of ‘Big Blue’: “For four years you’ve been exposed to diverse thinkers and scholars,” he said. “Don’t narrow that broad intellectual exposure just because you’re leaving…   Instead, seek to expand it. If you grew up in a big city, spend time with somebody who grew up in a rural town. If you find yourself hanging around with people of your own race or ethnicity or religion, include people in your circle who have different backgrounds and life experiences. You’ll learn what it’s like to walk in somebody’s shoes.”

    My advice to you at the end of this class is as robust and just as meaningful contextually: Listen. Suspend disbelief that anyone could accept ideas that you don’t have. Avoid emotional fits; they’re all exhaust. Then, question what you think you know, what your teachers, authorities, gurus, priests or potentates tell you is the ‘absolute’ or the ‘new’ truth. This process has no known short-cuts, is hard & can be lonely but will keep you going when others bog down from rhetoric.

    This is not a political endorsement but a process endorsement.

    Contorted, twisted and purloined from a P. Warner Post in The Huffington Post : May 9, 2010

    What’s next for you?

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    May 12
  • From Decision Science News:

    What of the adage “the best predictor of future performance is past performance”? It seems less true than Sting’s observation “History will teach us nothing“. Let’s continue the investigation.

    DSN did a nice analysis on a ton of baseball game out comes to see whether a team who had just won a game was more likely to win the next game.   There have been other studies like this involving basketball players “hot streaks.” Similar results revealed… well, it’s a crap shoot shot to shot, game to game.

    Now, over the long haul winning records, shot percentages indicate there is some skill involved.  But at the micro level it just ain’t true!

    Now why do we as fans, observers, interested parties believe in hot streaks, win streaks, etc. etc?   is it a side effect of some other useful thing we do in associating events?  or is there really some direct value in assuming immediate past performance indicates a similar future performance?

    what can we test to figure that out?

    the nba hot streak article has some insights….

    It’s Probably Just “Luck”

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    May 7
  • Almost all humans do all the following daily:

    • Eat
    • Drink Water
    • Sleep
    • Breath
    • Think about Sex/Get Sexually Excited
    • Communicate with Close Friends and Family
    • Go to the bathroom
    • People Watch
    • Groom

    Almost all humans do the following very regularly:

    • Work (hunt, gather, desk job, factory job, sell at the market)
    • Have sex or have sexual activities
    • Listen to or play music
    • Play
    • Take inventory of possessions (count, tally, inspect, store)

    A good deal of humans do the following regularly:

    • Go to school/have formal learning (training, go to school, college, apprenticeship)
    • Cook/Prepare Food
    • Read
    • Compete for social status
    • Court a mate

    Fewer humans do the following occasionally:

    • Travel more than a few miles from home
    • Write (blog, novel, paper)
    • Eat away from home
    • Stay somewhere that isn’t their home
    • Exercise outside of work tasks (play sports, train, jog)
    • …

    I’m sure we can think up many more activities in the bottom category probably not many more in the top 3 categories.

    For a technology to be mass market successful it has to, at its core, be about behaviors in the top categories.   And it has to integrate with those behaviors in a very pure way, i.e. don’t try to mold the person, let the person mold the technology to their behavior.

    I define mass market success as “use by more than 10% of the general population of a country.”   Few technologies and services achieve this.   But those that do all deal with these FHAs.  Twitter, Google, MySpace, Facebook, Microsoft, TV, Radio, Telephone, Cellular Phone…. the more of those activities they deal with the faster they grow.   Notice also that almost all of these examples do not impose a set of specific use paths on users.  e.g. Twitter is just a simple messaging platform for that you can use in a bazillion contexts.

    It’s not about making everything more efficient, more technologically beautiful.   It is about humans doing what they’ve done for 100,000+ years with contemporary technology.  If you want to be a successful service, you have to integrate and do a behavioral evolution with the users.

    Software’s Success Depends on Attending to Fundamental Human Activities

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    May 4
  • Do we lose any important details as we compress experience through gadgets and social web?

    experience compression

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    May 1
  • Pretty smoking little device.

    I used the HTC hero and the MOTO Droid. I still keep a blackberry in rotation. This new incredible is flat out more polished. Inside and out.

    It’s form factor is slim, sleek and fun. Screen is gorgeous like MOTO Droid. On screen keyboard is nice. Don’t miss the physical keyboard.

    Fast 8 mp camera. 8 gbs of built in memory.

    Flaws? Android still requires too many back, menu, home button pushes that aren’t consistent app to app. Battery life seems ok. Wish it was iPad like rather than smartphone like. Backside gets warm. Droid never does that nor does an iPhone in my experience. Also long text area inputs don’t scroll in up and down view sometimes.

    I mean finally an Android device that’s in the ballpark of an iPhone. Well until iPhone 4…

    HTC can make hardware that’s for sure. This is my fourth HTC phone. Loved them all.

    If you want a Verizon smart phone its this or the palm pre plus. Nothing in the line up comes close. And this is why…. these are the two phones the ladies appeared to buying….

    HTC incredible review

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    Apr 30
  • Discussion and idea swapping and socializing is and should be so much more than just liking something. The like function is going to just create more noise. It’s no where near as useful as a bookmark or hyperlinks.

    Alas like so many innovations on the social web it’s just more naive data collection. Digging, checking in, liking, stumbling, retweeting…. Ugh.

    Tagging, linking, and commenting at least encourage some creative effort.

    LIKE is the wrong function to base the social web on

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    Apr 29
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