Saturday, March 26, 2016

tolerance of ambiguity

There are inherent personality traits in someone who will most likely be successful working in a complex crisis. They’re easy to describe, harder to realize and even harder to capture at the right time....

“It’s tolerance of ambiguity,” said [Michael] Bowers (senior director of strategic response and global emergencies for Mercy Corps.), who began his career in Kosovo. “We get a lot of people stewing in that for so long — in South Sudan, in Syria, surrounded by a bombardment of challenges. It’s not just thinking quickly, it’s something that’s protracted years … with no end in sight....”


Kelli Rogers

Friday, March 25, 2016

replacing policy with principles

The curious thing about organizations is that having more people somehow doesn't equal more output. “As size and complexity of an organization increases, productivity of individuals working in that organization tends to decrease,” he says. As headcount grows, so too does the policy-and-paperwork stuff that gets in the way of rapid iteration and scale.

Why is this the case? “I think it comes down to human nature and the way we react to problems,” Curtis says. Our natural response to any problem — from a downed server to a social gaffe — is to try to ensure that it doesn’t happen again. In companies, more often that not, those solutions take the form of new policies. “What happens when you create a new policy, of course, is that you have to fit it into all of your existing rules.” And so begins a web of ever-increasing complexity that's all about prevention. Soon, you start to hit safeguards no matter what it is you're trying to do.

To avoid this type of bureaucracy from the very beginning of your company, you should adopt two particular tactics: “First, you have to build teams with good judgment, because you need to be able to put your trust in people,” Curtis says. “Then you shape that good judgment with strong principles.”

Minimizing rules that become roadblocks in your organization will only work if you’ve built a team that will make good decisions in the absence of rigid structure. Your hiring process is where you can take the biggest strides toward preventing bureaucracy.


Interview with Airbnb VP Engineering Mike Curtis
"Bureaucracy Isn’t Inevitable — Here’s How Airbnb Beat It" First Round Review. 5/18/2015

Thursday, March 24, 2016

mapping the coast of the island of knowledge


Michael Smithson, a social scientist at Australian National University who co-taught an online course on ignorance this summer, uses this analogy: The larger the island of knowledge grows, the longer the shoreline — where knowledge meets ignorance — extends. The more we know, the more we can ask. Questions don’t give way to answers so much as the two proliferate together. Answers breed questions. Curiosity isn’t merely a static disposition but rather a passion of the mind that is ceaselessly earned and nurtured.

Mapping the coast of the island of knowledge, to continue the metaphor, requires a grasp of the psychology of ambiguity. The ever-expanding shoreline, where questions are born of answers, is terrain characterized by vague and conflicting information. The resulting state of uncertainty, psychologists have shown, intensifies our emotions: not only exhilaration and surprise, but also confusion and frustration.

The borderland between known and unknown is also where we strive against our preconceptions to acknowledge and investigate anomalous data, a struggle Thomas S. Kuhn described in his 1962 classic, “The Structure of Scientific Revolutions.” The center of the island, by contrast, is safe and comforting, which may explain why businesses struggle to stay innovative. When things go well, companies “drop out of learning mode,” Gary P. Pisano, a professor at Harvard Business School, told me. They flee uncertainty and head for the island’s interior.


"The Case for Teaching Ignorance" The New York Times. 8/24/2015

Wednesday, March 23, 2016

ignorance

In the mid-1980s, a University of Arizona surgery professor, Marlys H. Witte, proposed teaching a class entitled “Introduction to Medical and Other Ignorance.” Her idea was not well received; at one foundation, an official told her he would rather resign than support a class on ignorance.

Dr. Witte was urged to alter the name of the course, but she wouldn’t budge. Far too often, she believed, teachers fail to emphasize how much about a given topic is unknown. “Textbooks spend 8 to 10 pages on pancreatic cancer,” she said some years later, “without ever telling the student that we just don’t know very much about it.” She wanted her students to recognize the limits of knowledge and to appreciate that questions often deserve as much attention as answers. Eventually, the American Medical Association funded the class, which students would fondly remember as “Ignorance 101.”

Classes like hers remain rare, but in recent years scholars have made a convincing case that focusing on uncertainty can foster latent curiosity, while emphasizing clarity can convey a warped understanding of knowledge.

In 2006, a Columbia University neuroscientist, Stuart J. Firestein, began teaching a course on scientific ignorance after realizing, to his horror, that many of his students might have believed that we understand nearly everything about the brain. (He suspected that a 1,414-page textbook may have been culpable.)

As he argued in his 2012 book “Ignorance: How It Drives Science,” many scientific facts simply aren’t solid and immutable, but are instead destined to be vigorously challenged and revised by successive generations. Discovery is not the neat and linear process many students imagine, but usually involves, in Dr. Firestein’s phrasing, “feeling around in dark rooms, bumping into unidentifiable things, looking for barely perceptible phantoms.” By inviting scientists of various specialties to teach his students about what truly excited them — not cold hard facts but intriguing ambiguities — Dr. Firestein sought to rebalance the scales.

Presenting ignorance as less extensive than it is, knowledge as more solid and more stable, and discovery as neater also leads students to misunderstand the interplay between answers and questions.

People tend to think of not knowing as something to be wiped out or overcome, as if ignorance were simply the absence of knowledge. But answers don’t merely resolve questions; they provoke new ones.


"The Case for Teaching Ignorance" The New York Times. 8/24/2015

Tuesday, March 22, 2016

briefback communication


Communication in the military happens in three steps: The leader gives orders, the subordinate reflects those orders back, and then the leader clarifies what may have been misunderstood. "We are in world where most communication is one way," says [retired Lt. Gen. Frank] Kearney.

"Email is a classic example. We make assumptions that people understand our intentions, but just because you've sent an email doesn't mean that people have read it, much less understood it. With three-way communication, you clear things up easier and faster." 

This communication style, called a "briefback" in the military, requires the leader to articulate and listen. Kearney says it's a leader's job to communicate the mission and also to make sure it's understood and incorporated into the organization's "battle rhythm." If you listen at all levels of the business, you'll know what's being communicated, he says.


Jenna Goudreau