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Thursday, June 21, 2012

Changing Education


Video is a powerful educational tool. With internet distribution and storage, a world class video can easily be shared globally. Salman Khan of the Khan Academy has been making short videos that teach specific technical skills to students from elementary school to graduate level. These are available for free on the web.

One of the challenges of internet based video education is that students aren’t really learning, they just feel like they are learning, let’s call that couch potato syndrome. That’s a small, easily addressed problem. The larger problem is presenters faxing in their performance while standing at the front of a classroom.

Sebastian Thrun, who knows something about education, puts it this way, “You don’t lose weight by watching someone else exercise,” he says. “You don’t learn by watching someone else solve problems. It became clear to me that the only way to do online learning effectively is to have students solve problems.”

So lesson one is Go Make Something. Come to think of it, that’s what work is these days.

A major change in learning is information is available anywhere. In the old days, students went to University to learn the Canon of Western Civilization, all three books, because there was a good chance that when they went back home, they weren’t going to see another book again. Scholars were walking search engines. They weren’t expected to work, they were expected to provide answers and educate the baron’s whelps in their downtime.

There are still people who think their job is to have an opinion and opine. Nice work if you can get it.

For most of us, job one is to turn that knowledge into something valuable, on demand.

The purpose of video education is to provide the knowledge. Education comes from using it to make something useful.

Another value of video education is modeling behavior. Kipling provided Victorian behavior modeling through his writing, and The Man Who Would Be King shows heroic behavior, like High Noon, and even Leroy Jethro Gibbs or Frank Reagan.

Let’s take the best parts of video and work it like a rented mule in the interests of better education.

Wednesday, June 20, 2012

Hull Speed – Limits of Change


Over the last 25+ years in all sectors of the economy, we've been changing management/leadership structures, the tools and technologies to do the work, and the headcount of workers at all levels.

Initially the changes had impact very quickly – on production or operations and on the bottom line or budget.

As we continued to make incremental changes, the effect was progressively less. In many cases we are at the point (or rapidly approaching it) where the next change will have no positive effect. Let me say it again: change now has little to no desired effect.

Why?

Picture a boat – when under way it creates a bow wave as the hull displaces the water and a stern wave (wake) following the boat as the water fills in where the hull was.

Each hull has a maximum speed that it can travel through the water – and no amount of additional power or sail can make that boat move faster. There is a physics formula to calculate the maximum hull speed, but simply put, when the bow wave and stern wake meet the boat has reached top speed.

A similar effect has been happening as we make continuous incremental changes. The initial modifications and work-arounds eliminate inefficiencies and create productive gains. With successive changes we run out of modifications and work-arounds and are limited to swapping one task for another (analogous to the bow and stern waves converging). The current change is possible ONLY at the cost of forgoing an existing task or process.

Just like modifying the design of the hull can change its maximum speed, making dramatic changes to the organization can have a major and lasting effect. Possibilities include:
  • engaging the Doers in the process of change – tell them the goal and get their help to reach it
  • Apply the principles of disruptive innovation (remove features, sell cheap, exponentially increase market reach) to reinvent the organization
  • shift from a service-based entity to a platform-based entity – make heavy use of technology and automation to provide information, routine answers, intake and output of documents, filings, and reports, and use staff to address the small percent of complex situations which arise.

Do you see situations where hull speed, disruptive innovation of government as a platform would make a positive impact?

Monday, June 18, 2012

Google Plus Is Quietly Making Gains


When I was talking Jack into blogging, I said, “I touch 200,000 people twice a week.”

He said, “How do you know?”

I said, “I counted.”

A month later, he told me a post had gone to a quarter of a million people. I said, “That’s nice.” I wasn’t going to take the bait. He was planning to tell me that he had counted.

My metrics are making a count when something major changes. Not weekly, not monthly, and often not annually.

Last week I saw one of my posts was retweeted, and following the link I got to see the Sales Lab Posts mobile display for the first time.

I thanked the tweeter who replied, would I retweet their stuff?

Nothing wrong with that. What’s the metric? Before I jump in, I want to know how much is enough.

Response? “World domination”

Say what? Well, that’s not coming from my twitter following!

Then I checked and saw I had close to ten times the following on Google Plus. Honest Officer, I have no idea how that happened.

I also prefer monitoring the incoming stream in Google Plus because I can see more of the posts without clicking on them. Twitter has an art form of attention grabbing headlines that are more interesting than the underlying posts.

I know my Plus followers. They have built some space with what they know, what interests them. My Twitter followers are often incomprehensible, although I suspect more than a few are followers of Charles Ponzi.

I have a sense of pressure that I’m wasting time when I read on the Internet. Turns out I am covering much more ground per minute, and having the search box right on the browser means I don’t have any research tasks waiting when I am done.

I can read a newspaper in 15 minutes. I cover much more ground reading the Plus stream or Reader.

We’ve noticed that there is a definite crewe saying, “I never see Google Plus. They’re not doing so well.” We’ve also noticed there is a 100% correlation with them not having a plus page.

The most common response from Plus users is that they had no great expectations of Google Plus, but it was easy to set up and they use stream, hangout, photos or whatever feature more than they had expected they would.

Google Plus is quietly making gains. How are you moving up? 

Thursday, June 14, 2012

Open Source – It's Not Just Software, Baby!


Initially, open source was an approach to developing software among coders, which was like Spanky, Darla, and the Our Gang kids “puttin' on a show.” Everyone contributed what they had (sharing resources) and did what they knew (collaborate) – and the show was always a success.

The open source approach is a philosophy, a culture, a means of tapping the doer's knowledge and experience without the complication of burdensome overhead.

It can be as simple as taking the path of helping a chronically tardy employee discover the effect of his lateness on coworkers, then giving him an alarm clock to acknowledge the commitment of being there on time.

In this environment, an audiophile can develop a hobby of finding old high-end equipment into a viable business by working with a warehouser and an eBay seller – a 3-person collaboration which is a poster child for the Makers Economy.

As agencies move further into government as a platform (GAAP) with information and answers easily available on-line, and reliable channels for filing required documents, the experienced 'live person' is available to work with the smaller percentage of unusual cases instead of reading to the general caller from the regs and procedures.

Open source leadership is recognizing the value of the knowledge and experience which resides throughout the organization and finding ways of applying it to get results.

The New Normal is the resulting change from traditional methods to address issues brought about by open source thinking. It's like having the doers and managers smiling at a problem and saying in unison “We've got an app for that!”

Business as usual is unusual – are you evolving or just waiting for it to return to normal?

Wednesday, June 13, 2012

Second Wave Innovation


Patterson made a lot more money from moveable type than Gutenberg.

Alfred P. Sloan had a bigger General Motors than Billy Durant.

Startups are for young guys. Finishups are for rich guys.