September 11 Anniversary & Challenges Facing the First “Post-9/11” Generation

Artists are known to like blank canvases. They don’t fear a blank sheet of paper. They summon creativity, courage, and insights in ways that they themselves often don’t understand. The best of them tend to be open to new ideas and influences from anywhere. Their most successful outputs tend to be surprising, breaking the mold. In my thoughts about 9/11 this morning, I realized that these challenging times call for the natural strengths, if not the natural predispositions (since many eschew “politics”), of artists. I indulged myself in thinking this through while enjoying my morning coffee today, on the 18th anniversary of 9/ll. I have a niece who turns 18 in a few weeks, and I’m thinking about what her generation faces. In many ways, though, the issues raised here are similar to those we considered in depth in an interdisciplinary seminar I co-taught in recent years on Climate Change and National and Global Security. The similarity is due to the fact that the issues are the same, only getting bigger and more challenging especially in the absence, or near-absence, of suitable public policy (the area of my professional education).

(08:05 am First cup of coffee musings…)  It’s the morning of September 11th, the 18th anniversary of “9/11,” and everything is far from normal in America and our world.  (True enough, it’s never been “normal’ but I refer to a pervasive unease about the dis-ordering of basic assumptions that have informed most of international relations since the end of World War II.) An entire global generation is reaching adulthood this year without ever having lived in a non- “post-9/11” world. Other countries around the world had their own “9-11” tragedies subsequent to ours–Madrid, Bali, Mumbai, etc.–but the point is that the world itself was transfigured by the aftershocks of 9-11. Perhaps 9/11 has become normalized to the point of not needing acknowledgement. But it’s not normal for me, so maybe readers not expecting this fare here will tolerate a diversion today.

Based on a quick review, there is no mention of 9/11 in The Washington Post today, a major national newspaper, only the usual unusual sub-header, to which we’ve become accustomed in these times: “Democracy Dies In Darkness.”  The front page focus is on the firing/resignation of John Bolton, the U.S. National Security Advisor, who is known as a war hawk and who “helped” the US get into war with Iraq–which had nothing to do with 9/11–as America’s military response to the terrorist attack. (Let’s not forget:  He still supports that action, which was based on false premises, also known as lies.)  Bolton is out reportedly due to many “policy” differences with the administration, only a few days–surely not coincidentally–after the President tweeted out that a secret meeting at Camp David between the administration and Taliban leaders from Afghanistan was cancelled.  The policy contradictions of this administration are a towering mountain range by now, with regular avalanches of all kinds of cognitive dissonance-causing boulders. But it’s year three, and the daily contradictions barely deserve a footnote. Indeed, it appears that they are a feature, not a bug, as the saying goes: mind-crushing absurdities can also be spirit-crushing.  An aside, however, is warranted and that is:   absurdities that are simultaneously ridiculous, deadly and deeply disturbing  are part of the genre of this type of rule (which is not really governance, at least not the type called for in the U.S. Constitution).

Today, the paper reports, the President’s focus is on raiding another population of helpless people, a tactic favored by shady landlords.  This time it’s homeless people. This doesn’t mean that the administration is done with terrorizing terminally ill children who are here in the U.S. on special visas so that they can receive the life-saving medical treatment they need.If you haven’t been paying attention to this story, it basically involves sick or dying children from other countries who are receiving critically necessary medical care in the U.S., some of them invited here by medical researchers due to their rare illnesses that need further study. The U.S. administration wants to send them home where they will die.  The latest twist is that the administration backed off when the story became public but is now requiring the children to apply for new visas entering the same prolonged process now well known to readers paying attention to what is happening along the southern U.S. border.

Eighteen years have passed since the horrific attacks of 9-11, the first time America was attacked by foreign adversaries, even if nonstate ones, on the soil of the continental United States.  Americans rallied together against a common if ill-defined and elusive enemy, and NATO invoked Article 5 for the first time ever, which directs NATO member countries to aid an allied NATO member under attack.  The point of the attacks seems to have been to target symbols of American power–Wall Street, the Pentagon and possibly the U.S. Capitol.   Most of us know what happened thereafter:  a massive counter-terrorism movement, and new wars in Iraq and Afghanistan that have changed the geopolitics of the Middle East and South Asia and neighboring regions but not to anything noticeably better.  An entire national security industry was immediately directed to combat terrorism, and ballooned in size as if on steroids, which it was in the form of defense contracts.

In 18 years, a little-remarked upon impact has been the privatization of so much that was once considered the realm of government, or public sector, work.  This includes the job of making sense of what has happened, is happening, and may happen in the future. At least the terrorist attack on what were seen as the pillars of American society–the economy, the financial sector, and the defense sector–seemed to have failed, if judged by their size and wealth today.  But what other factors underlie American strength and prosperity?  This is the key unexamined question on this 18th anniversary of 9/11, and it must be asked in the context of a starkly altered environment both on a national level and a planetary level. And yet, these questions are barely asked today. Why aren’t they? Is it because there is no money in it?

In 2019, America is facing unprecedented challenges on all fronts which already are converging into that dreaded “perfect storm.” These are inexorable developments that will happen no matter what, so they can be said to be “beyond politics.” Into this wide category of “beyond politics” happening-no-matter-what are greater migrations of people, harsher climate crisis realities, and accelerating technological advances, to name a few. But, given today’s realities, is this what success looks like after so many people have died in battle in Iraq and Afghanistan? Are we more “secure?”

Almost two decades focused on counter-terrorism have left this country so weakened that most Americans are not even sure that a long-time foreign adversary – Russia (and perhaps others, even) – is not calling the shots in the White House.  Could it be that the singleminded resolve of our nation’s top security institutions to defend this country against a repeat of a 9/11–successful so far–left the United States dangerously exposed to and unprepared for equally deadly challenges?  What are those deadly challenges?  Who is even mapping them? The problems are bigger than anyone’s in-box, bigger than an institution’s capability to handle, even bigger than the United Nations…

In a way, the US Administration’s response this week to desperate Bahamians fleeing their island homes now laid waste by Hurricane Dorian encapsulates in a microcosm the United States’ complete lack of readiness for the world in which we already live.  People are migrating in larger numbers all over the world not because they really want to abandon their homes but because for many of them it’s not optional. It’s life or death.  The perils come in different guises, often overlapping and aggravated by wars and ethnic conflict.  These include ‘unnaturally’ enhanced ‘natural disasters,’ drought, terrorism, government brutality, malnutrition, gang violence, drug cartels, and extortion–but the result is the same:  when people’s lives are in danger, their children cannot be children and their very survival is at stake. Can a nation founded on the principles that “all men are created equal” with “men” now signifying humanity (men, women, and children) remain secure and turn its back on most of humanity? And what is a human without humanity?

A common refrain is that America is not responsible for the world; i.e., we are not the “world’s policeman” and should mind our own business, and thus (it’s implied) be more successful, without draining our resources and putting our soldiers’ lives at risk in others’ wars and calamities.  We are not responsible for failed or failing states, goes the argument. This is a long-standing American debate that needs to go on, with new public policy formulation democratically achieved as the goal.  Every day, and especially in the aftermath of Hurricane Dorian, we see the need for this.

(Second cup of coffee musings…)  With no warning earlier this week, the U.S. turned back a ferry carrying desperate people from the Bahamas, their children in their arms, who were seeking refuge from their destroyed island nation, where there is no shelter, food, water, or medical assistance.  The reason: they lacked a visa–a visa that had not before been required, until this very minute, for Bahamians with a passport and no criminal record.  Suddenly, people with only the shirts on their backs had to go to the Embassy to apply for a visa.  A father is shown on video, with a toddler in his arms, explaining that he must now go back to his devastated land where he cannot, obviously and through no fault of his own, take care of his children. (This current story has some obvious echoes with the more famous and tragic one of a German ship, the St. Louis, filled with German Jewish refugees refused asylum in 1939 at the port of Miami and forced to return to Europe where reportedly a quarter of them died in the Holocaust.)

There are threads running through the vignettes of post-9/11 America today that make a sufficiently awake (caffeinated, if necessary!) person wonder where we went wrong, and whether we can recover lost time, credibility, and foresight rapidly enough to regain our national footing in this radically altered world.  Young people turning 18 in 2019 represent the first fully post-9/11 generation who have known nothing else but a national security ‘industry’ focused on wars in Iraq and Afghanistan somehow tied to the counterterrorism battle.  What do they conclude when they consider their own opportunities in a county that is so divided at home that their compatriots cannot even agree on what is worth fighting for?

What values will America need to embody in a world transformed by tens of millions of people on the move, not out of choice but out of desperation?  How can we think bigger, better, and with more nations’ people–together–to come up with some appropriate policy responses to these new challenges?  If our undeniably bloated defense industries and overly bureaucratized academic systems do not help us to rapidly make these needed changes, what can we, Americans, do about this?  Why are defense industries making $750+ per day, per person held, incarcerating refugees and asylum seekers?  Is this the needed policy response and agreed upon by U.S. taxpayers who are footing the bill? Why are children in these detention centers? Why is the U.S. detaining people coming here for help and, according to numerous credible reports, treating them in a way no one would treat their dogs? Why can we not provide them with even a flu shot, sufficient diapers, or feminine hygiene products at a rate $750/day per detained person? Why are we incarcerating human beings who have asked for asylum?  Who gains and who loses? What is the point? This is what I am asking in the post-9/11 era but I am not an American post-9/11 teenager, and I wonder what they think.

(Sip of now tepidly warm coffee…)  Winston Churchill is thought to have said, “Never let a good crisis go to waste.”  He allegedly was referring to the conditions after World War II that were ripe for the formation of the United Nations.  What type of response(s) are necessary in the world today?  Is the first post 9/11 generation equipped to craft them?  Where is the epicenter of needed new thinking about how to deal with the “perfect storm” already here?  Won’t the future of our youth be affected very consequentially by our choices and even by the things we’re not paying attention to today? After all, the people now trying to flee the Bahamas were not refugees as recently as a week or so ago? Who among us can be sure today that he or she will not be a refugee in the future?

 Is it not actually a form of “security”–even if not debated and vetted by public opinion–to choose and prioritize what matters in these turbulent times? Whose needs would such a prioritization focus upon: the needs of the post-9/11 generation, for instance, or their children not yet born? Should not the public be very much more involved in choosing public policy responses to these issues? Do you as a citizen want to be left out of these consequential policy decisions even if they will put your children on a course that may be soul- and opportunity-shrinking? Who is questioning how our priorities are set, and will we do it in time, time that is so clearly running out?  How will we deal with inter-generational and international inequities that are becoming starker by the day, aggravated by the inevitable weather disasters made more dangerously intense by climate change?  What is “security” in a climate change-disrupted world and who should define it; those who are already incarcerating vulnerable people or people who are questioning that approach and its hidden threats to our nation’s viability and stature in the world?

These are the very questions we considered in an international graduate-level seminar I co-taught from 2014-2018, and all of us in class learned a lot. We were all students because, aside from basic facts such as we gain from science, there are no facts to teach about how we will surmount these challenges. It was an entrepreneurial approach to learning in a world that is no longer familiar. Education itself must change under these circumstances. It’s an exciting time for the intellectually curious and anyone who wants the best for his or her country and future generations including the first post-9/11 generation coming into adulthood this year.

In conclusion, it seems to me that we need to reach out not only for the best ways to ask new questions and think new thoughts, but also identify those who are doing needed work in this area. I’ll mention that yesterday I heard an inspiring talk given by Dr. Michael Crowe, President of Arizona State University, at a thought-provoking conference I attended on 21st century challenges involving “deep space” and “deep fakes.” Crowe’s focus on was rethinking education in our altered world and it was and is very much on point with the types of questions and concerns I am raising in this post. (If he shares his slides, I will attach them through a link to this post.) We need to emphasize what is going right and where this is being done and how, in order to get to new ways of thinking and dealing with the challenges of our world in time. For those who like challenges, and even big blank canvases without so much as an outline as a guide–like most artists around the world!–one message of this long post is the world needs you more than ever. Unfortunately the processes of the artistic mind (literally, beyond analysis) are not well woven into most academic training or, certainly, analytic (or sense-making) processes, so this is yet another frontier to explore in this exciting and consequential new era.

(09:30 a.m., Author’s note:  I am working on a book about the above issues but I’ll be back to sketches and watercolors very soon, including of some incredibly beautiful places–(hint: famous ports and beaches)  not covered previously on this blog! )

Journey through Childhood Memories

I’ve just returned from a two-week trip to Germany and Austria, mostly to visit with family but also traveling with close family.

Illustration: “Sunset in Heidelberg,” oil on canvas by Black Elephant Blog author (2019)

This turned out to be the long-awaited time when I would return to Vienna, Austria and the international high school from which I graduated many years ago.  It was so special to discover that I still recall the streetcar and bus numbers to get from the inner city to the outer district where my former school is.  The weather cooperated throughout this trip, with snow flurries and cold suitable for January (but no worse).  Lunch over in the neighboring wine district of Grinzing, with light snow falling outside and settling on ledges around the onion domes of a church across the street, finished off the visit to the outer district. Later it was back by the efficient streetcar system to the inner city and, from there again by streetcar, to the Belvedere Schloss to see Klimt art and other paintings.  We had a hot drink in its warm gold and ochre royal cafe with the Belvedere gardens outside covered in snow and a blue-purplish early evening light seen through the windows.

In such weather, however, and in a group of travelers there is less incentive to stop and try to paint or, more likely in such weather, draw.  Outside of Stephansdom, the main cathedral in central Vienna, one hardy soul was painting in oils in close-to-freezing weather.  He was set up to sell them so perhaps had an incentive to paint in his fingerless gloves out in the cold, but the prospect did not hold any appeal to me.

My trip also took me to the Pfalz area for a memorable wine-tasting, to Stuttgart, Karlsruhe,  Heidelberg, and much smaller towns along the Rhine; my early school years were in Bonn, Germany north of where we were on this trip.  One can get most anywhere at almost anytime on the dense network of streetcars, inter-city railroads, and the faster ICE, and in Austria, the OBB trains.  There was almost no need for a car (except for hauling all the wine home after the wine-tasting!)

Back home now, there is some time for reflection and recreation of scenes, including the memory of a sunset over Heidelberg in Germany, as this painted scene from the castle above the town recalls.  A special book in German about Heidelberg fell into my hands during the visit there, recommending itself to me through the wonderful watercolor on its cover and on plates throughout its pages.  It turns out to be a book by a former director of the city’s archives, chock full of history and insights.  Also in Heidelberg, we visited an amazing museum which can be found by going down a quiet drive into a palace area off of the main pedestrian street:  called the Museum of the Palatinate, it has excellent displays covering the history of the many peoples (Celts, Romans, various tribes) who settled in this area.  If you need to get off your feet for a while, you can take a snooze here on a cushioned Roman bench in a recreated Roman dining area; signs in German encourage you to do just that, so long as you take off your shoes!  (For artists and urban sketchers, it may be of interest that the LAMY headquarters is in Heidelberg and a new flagship store full of temptations is on the main drag in the old city.) There is something about travel, and seeking to restore a rusty foreign language ability, that awakens the need to create, to remember, to connect, and to imagine…so perhaps there will be more scenes from my youth coming to this blog.

Urban Sketching in Pastel

University classes are just about done but, just across the river, students in my pastel class are still in high-gear, clearly in no hurry to have this series of classes end.   Here is a practice pastel worked up in the studio class after some sketches made not long ago.  In the ever-expanding armory of art supplies, NuPastels have been joined now by Sennelier half-stick pastels in 120 colors.  This is a messier medium than watercolor, for sure, and a whole lot more “forgiving.”  It is just about as different as it could be, in fact.  But, how do people go “urban sketching” –especially if traveling abroad–with such an array of tools–hard and soft pastels, paper of all kinds, etc?  More “problems” to solve! 🙂

Illustration: Pastel sketch, “Japanese Garden at the Hillwood Estates, Washington, D.C.” by Black Elephant author

Sketching is Seeing

Illustration: Photo of entrance to Sketching Room at the National Gallery of Art (April 2016)

As the university semester comes to an end, the focus in our class is on tying  strands of inquiry together in an in-class simulation exercise. This week the students received a one-page scenario “sketch.” Scenario practice typically involves multiple (completely contrasting and credulity-stretching) stories or sketches for the purposes of ‘rehearsing the future,”  increasing agility of thinking and planning today, and enhancing readiness for the unexpected.   We do this because our course focuses on unconventional problems which in turn require unconventional approaches to problem-solving, examined earlier on this blog as in here, here, and here.  (The current relevance attached in some circles to the importance of becoming more aware of our decision-making processes, and impediments to solving the complex problems of today, can be seen in projects and events such as this upcoming presentation, “Missing the Slow Train:  How Gradual Change Undermines Public Policy and Collective Action”  at the Wilson Center in Washington, D.C.)

But, our  classroom process differs from standard scenario practice, though the goals remain similar. Having just considered case studies in the importance of “reframing the question” in order to design more effective problem-solving approaches to complex challenges, the students (who come from all over the world) have been given an intentionally unbounded rapidly-unfolding crisis situation in the form of a very sketchy sketch.  This scenario is ambiguous in terms of ‘ownership’ or national or jurisdictional boundaries or  even the exact facts on the ground  (simulating reality).  The students must even decide “who” they are in this simulation, in devising their plans by next week. Time is short, the situation completely unfamiliar, and two subgroups are working, respectively, in pre-crisis and post-crisis modes.  Within these groups people must work together outside of their usual lanes and routines. There is no one in charge, at least initially.  Usually the results are pretty impressive, surprising, and it’s a fun, albeit serious, way to end the semester.  We all learn something in the process.

Sketching something imaginary?

We naturally start with sketches whether we are contemplating building a new deck on the house, designing a new organizational initiative, imagining something which we don’t see, or drawing a cartoon. Sketching has a role in seeing, as emphasized quite dramatically this very week (!) by a whole room devoted to sketching (complete with free sketchbooks and pencils) at the entrance to the National Gallery of the Art in Washington, D.C. So sketches can be something we draw, or practice (as on a stage,) or simulate in a classroom or a video game.

Photo: U.S. Capitol, Washington, D.C. taken by Black Elephant Blog author

Meanwhile a gorgeous Spring has provided the perfect palette to practice sketching in different media.

Illustration: Photo by Black Elephant Blog author

Toggling between so many sketch-able things has produced many “works-in-progress” and aspirations to finish them!

Illustration: Work -in-progress pastel sketch by Black Elephant Blog author

But each one is a step in a path towards hopefully something more polished.  Sketching is also good for incubating ideas, sometimes over a period of many years, in notes, notebooks, doodles, and …sketches… awaiting a moment perhaps involving serendipity when well-honed ideas can finally be implemented.  (Most of us know of people in history who, for various reasons (like survival) kept their own ideas and sketches hidden, like “The Origin of Species” written in the early 19th century, for a quarter of a century or more.)

Illustration: Work-in-progress watercolor by Black Elephant Blog author

It turns out, as many teachers have said over the past year, process matters if we are to make progress on tough challenges (whether in art, education, public health, or security matters) and create better outcomes.  Complacency and routines can be deadly in this regard.

How curiously different is the world of artists from the world of those in many other professions.  Artists must be original in order to have a chance at being successful, much as Georgia O’Keeffe was in adopting her various styles.  But so many other professions discourage originality in part because it’s impossible to manage traditionally. As  more and more challenges at the level of cities, regions, nations, and the world at large demand originality and creativity, traditional organizations are stumbling, although some are trying to adapt.  It’s a tall order for most of them, but necessary.  Would we better off  if creativity and originality were emphasized, rather than stifled, beginning in primary school?  One wonders.  Meanwhile, it’s  no wonder sketching is catching on like wildfire:  sketch away!

“Creativity, Inc.”, Innovation, and an “Energy Miracle”

At last, we are underway with our classes at the university, with the onset of a “Spring” semester which, delayed by some wintry weather, has so far not felt very spring-like.  With inclement weather, though, it’s been easier to get some work done on projects related to what we are covering in class, and a chance to compose a blog post on some of this. Hence, this post is a bit less about sketching present every-day scenes and more about designing alternative frameworks for the future.  (The eventual goal is to combine both in an accessible format for different audiences.)

Illustration: Watercolor and pen and ink study for “Waiting for Spring” by Black Elephant Blog author

We have moved rapidly through diverse science and security-related issues and zoomed across the land masses of the planet to understand different climatic zones, the extent of challenges to arable land, and how incidents or policy changes at a local or national level–even on the other side of the world– can have global impacts. Not yet a month into the semester, therefore, we are confronting the realization that past experience will no longer be a reliable guide to managing many looming challenges, including the necessary transition to no-carbon and low-cost sources of energy.  Innovation thus is inescapably urgent.

None other than Bill Gates, who describes himself as an “impatient optimist,” admits that “time is not on our side” when it comes to globally applicable means of reducing carbon emissions to zero.  He puts his hopes on a “miracle” in energy R& D even as it’s plain to see investment in energy research by developed nations remains far below that in other areas.  (Gates says that the scale of innovation needed requires government investment as it involves risks that the private sector is poorly equipped to assume.) Conventional approaches to problem-solving in this area simply will not work.

Illustration:  OECD chart

Already in our class there is focus on the social,  institutional, and cross-boundary aspects, as well as cognitive and psychological facets, of the problem. (It seems that, even this early in the semester, we are beginning to hear more readily the overly specialized or “silo’ed” limitations in the thinking on offer at some conference panels around town.) What does it take to harness innovative ingenuity on a global scale?  What can we learn from those who have studied processes of innovation and creativity?  Where do these subjects enter most conversations and efforts about transitioning rapidly to a low-carbon, or no-carbon, energy system?  While proposals on the global “table”, as it were, have merit, how to ensure that the collective “we” is not “betting the farm” on a strategy that will not pay-off?  Whose responsibility is it to even consider these things?  (Such are the issues we are dealing with in the classroom.)

Innovative approaches to solving complex problems, including developing the “energy miracle” Bill Gates has called for, require more than technological investment and novel financial arrangements.  They require organizations to invest in developing and sustaining creativity and strategic thinking in the workplace.  But who knows how to do this?  And have we any idea on how to be creatively collaborative across myriad institutions?  It seems that much of the material published on these topics is aimed at managers or, less often, educators.  But that may be too late for most people.  The concepts  involved must be introduced earlier in people’s careers so they have time to evaluate and internalize them with their peers. Thus such material is worked into our course at the graduate school level where students typically already have a few years of professional work experience. Understanding the obstacles to innovation–and its “fuel,” creativity–is fundamental to making progress on the complex problems, (especially “super-wicked” problems s0-called because they require the engagement of society as a whole), of today.

In many workplaces, however, the efforts of talented people are typically stifled in “myriad unseen ways,” according to Ed Catmull, President of Pixar Animation and Disney Animation in his book, Creativity, Inc., Overcoming the Unseen Forces That Stand in the Way of True Inspiration,  (Random House, 2014).  Despite constant emphasis (belatedly in many cases) these days on the need for innovation (and creativity, and disruptive breakthroughs), rarely is any thought given to how such creative work is nurtured, evaluated and sustained…to say the least.  So it seems timely to take a few notes from the book, Creativity, Inc., to see how these issues are dealt with in an industry (producer of the films, “Toy Story,” “Up,” and “Ratatouille,” among others) that most everyone assumes exemplifies the best of creative workplaces.

Catmull credits his experience as a graduate student at the University of Utah, where he received his Ph.D in 1974,  with introducing him to the importance of leaders who understand how “to create a fertile laboratory.”  Much of the research in the university’s computer science department was funded by the Advanced Research Projects Agency (ARPA) of the Department of Defense (now known as DARPA).  The university laboratory leaders understood “they had to assemble different kinds of thinkers and then encourage their autonomy.” Catmull writes that the most valuable thing he gained from the university “was the model my teachers provided for how to lead and inspire other creative thinkers.”  One of the lessons from ARPA that stayed with Catmull was:  “When faced with a challenge, get smarter.”  He thus knew that, in order to “attract the sharpest minds,” he needed to put his own insecurities away.  When starting out as the lab director at the New York Institute of Technology while still in his 20s, therefore, one of his first hires was someone who seemed to Catmull more qualified to lead the lab than he was.

Catmull’s book is the story of his journey in learning to sustain a creative work environment.  Nearly every page contains a memorable lesson applicable in other fields, such as:  “Always take a chance on better, even if it seems threatening.”  The challenge for him and his colleagues in the mid-1970s was to solve technical problems involved in applying computer animation to the film industry.  There were a few companies working on these problems and most, Catmull writes, “embraced a culture of strictly enforced, even CIA-like, secrecy.”  By contrast, Catmull and his colleagues decided to share their work with the outside world instead; his view was that “we were all so far from achieving our goal that to hoard ideas only impeded our ability to get to the finish line. [emphasis added]”   (Might this view be relevant as well to the energy challenge mentioned at the start of this post?)  Catmull notes that the “benefit of this transparency was not immediately felt” but that the “relations and connections we formed, over time, proved far more valuable than we could have imagined, fueling our technical innovation and our understanding of creativity in general.”

As his project teams grew, Catmull had to move his organization from a flat team-like structure to more of a hierarchical approach.  He realized that his team at the New York Institute of Technology actually functioned more “like a collection of grad students–independent thinkers with individual projects–rather than a team with a common goal.”  Catmull describes the influence of “Starwars” and George Lucas on the field of computer animation, and traces the trajectory of his own career, and long partnership with Steve Jobs, through the lessons he learned along the way.

To give some sense of these lessons and their broad applicability, here are a few from the book:

1. “There is nothing quite like ignorance combined with a driving need to succeed to force rapid learning.”
2. Books with advice like “Dare to fail” divert people from addressing “the far harder problem: deciding what they should be focusing on.”
3. “Being on the lookout for problems…was not the same as seeing problems.”…”The good stuff was hiding the bad stuff.”
4. “Originality is fragile.”
5. “We realized that our purpose was not merely to build a studio that made films but to foster a creative culture that would continually ask questions.”
6. “Figuring out how to build a sustainable creative culture…was a day-in-day-out, full-time job.”
7. “Ideas come from people.  Therefore, people are more important than ideas.”
8. “The hallmark of a healthy creative culture is that its people feel free to share ideas, opinions, and criticisms.”
9. “…without the critical ingredient that is candor, there can be no trust.  And without trust, creative collaboration is not possible.”
10. “The key is to look at the viewpoints being offered, in any successful feedback group, as additive, not competitive.
11.  “By resisting the beginner’s mind, you make yourself more prone to repeat yourself than to create something new.  The attempt to avoid failure, in other words, makes failure more likely.”
12. “The pressure to create–and quickly!–happens at many companies…and its unintended effect is always the same: It lessens quality across the board.”
13. “When we put setbacks into two buckets–the “business-as-usual” bucket and the “holy cow” bucket–and use a different mindset for each, we are signing up for trouble.”

Illustration: Watercolor wash and pen-and-ink sketch by Black Elephant Blog author

Dealing with “The Hidden”  Catmull’s book is exceptional for its sophisticated treatment of many tough management issues that arise in virtually any field, including learning to see “hidden” issues in the corporation and, just as important, realizing that just because you don’t see them doesn’t mean they do not exist.  He says that one of his core management beliefs is “If you don’t try to cover what is unseen and understand its nature, you will be ill-prepared to lead.” He also emphasizes that our ignorance about randomness affects our ability to face the unknown.  Catmull writes, for instance:

“We are quite adept at working with repeatable events and at understanding bell-shaped variance…[But] how can we think clearly about unexpected events that are lurking out there that don’t fit any of our existing models?  Catmull notes that there is a “human tendency to treat big events fundamentally different from smaller ones.”   This sets us up for failure, he explains, because we fail to realize that some of the small problems have long-term consequences and are, therefore, “big problems in the making.”

In another excellent section, “Learning to See,” Catmull describes how he hired an art teacher to come in to the organization to teach everyone “how to heighten our powers of observation.”   People who draw better than the rest of us, he says, “are setting aside their preconceptions” and everyone can learn to do that.  His point is that there are ways of learning to overcome biases while considering a problem.

In Sum:  It is easy to forget that the lessons in this book are derived from managing computer graphics and animation laboratories and not from the daily occurrences in organizations closer to one’s own experience.  It is thus relevant for people trying to move their organizations into a mode that makes the most of the talent within, and without (!)–or outside–, them. Understanding the forces that block our inspiration and effective creative collaboration both inside and beyond our organizations today  is key to moving forward on the many formidable challenges (some of them metaphorical“black elephants” ) facing the globe. (This is why, earlier on this blog–such as here and here and here— there has been a focus on the work of various experts regarding the barriers we face to even thinking effectively about these problems.)  Facing as many unconventional and complex challenges as we do today, it’s safe to say there are not enough books like this one and, for many people, not enough time to read and absorb them.  Some of the needed changes might not be “news-worthy” but still hugely impactful: Learning to draw, counterintuitively, may be part of the solution at the societal level, to inculcate ways, per Catmull, to overcome our ingrained biases and to sidestep cross-cultural barriers.

 

 

 

 

 

View from a Schoolhouse Window

Things have been quiet(er) on this blog as the new school semester gets underway, and snow and icy conditions have made our class schedule slip and slide a bit. But in that class, despite a delayed start, we are putting our best foot forward on some challenging subjects.

Illustration: Watercolor and bistre ink wash, “View from a Schoolhouse Window” by Black Elephant Blog author

In addition, “feeding the beast” (more on that soon) tends to get in the way of efforts to sustain a creative environment (the promised look at obstacles to creativity is therefore still pending). On top of this, learning how to do portraits in watercolor (a very high bar to cross) is taking up considerable time and effort these days; getting those skin tones just right, and learning what to leave in and what to leave out is super difficult.  But our teacher is inspiring, to say the least, and some colleagues in class are taking this course for the third time!  I myself am in it for the second time. It makes sense, though, that capturing the reality of the human spirit with a few dabs of cadmium red and yellow (with some yellow ochre for good measure) and raw sienna, and perhaps some cerulean blue for the shadows,  would not (and should not) be easy.

Driving Innovation on the Fuel of Creativity

When Bill Gates says, as he did recently, that we must “drive innovation at an unnaturally high pace” to transition to a globally-applicable non-carbon source of energy in time (to save the planet), it raises the question (or ought to) of what’s involved in doing that?  If creativity is the “fuel” of innovation, how does one go about gaining and sustaining that fuel source?  Do we wait, in a comfortable sunny spot, for inspiration to hit us?

Illustration: Watercolor, gouache, graphite and bistre ink by Black Elephant Blog author

Sometimes we think of creativity as something that occurs to us when we are relaxed, doing something routine like driving through a toll booth or even–or most likely–when we are doing nothing at all…  Is that what we must accelerate?  Or are there more reliable means of spurring and sustaining innovation (and creativity) ?  There have been a number of books on this subject, including on the need for “entrepreneurial states,” but in fact there’s been little noticeable tie-in of this material to the renewable energy challenge Gates and others are highlighting.

With the onset of a new university semester (as soon as suitable paths to class are plowed through the snow) looking at some of these issues, and investigating what it means to be innovative, or creative, in the workplace, this blog soon will turn to the experience of Pixar Studios as related by its co-founder, Ed Catmull, in Creativity, Inc.:  Overcoming the Unseen Forces That Stand in the Way of True Inspiration, (New York, Random House, 2014).  Some of what he has to say may surprise you but all of it is relevant to all of us when tied to prospecting for pathways to a sustainable energy future.  How to sustain a creative work environment is the challenge, and the theme, of this book–to be highlighted here soon.  Given that the author is from Pixar Studios, it comes as no surprise, but still is surprisingly fascinating, to see that he has a lot to say about art, sketching, paying attention, and hand-drawn approaches to animation.  Coming up next…

Wax-Resist & Creative Intelligence

A recent two-day artists’ workshop in “wax-resist techniques” provided loads of food for thought not just about this artistic process but also about the importance of thinking ahead to what you are trying to achieve…and how to get there.

Illustration: Tulum, Yucatan Mayan structure in ink wash (Higgins waterproof black India ink) with wax marks, charcoal, Conte crayon, and Char-koal pastels by Black Elephant Blog author

It is normal to fall back too readily on what we think we know and on what we expect to see, and this blocks our ability to learn new things and see things in new ways–  which is so fundamental to art, innovation, business success, and progress.  As Ed Catmull, the author of Creativity, Inc. (Random House, New York, 2014) writes, “the best managers make room for what they do not know… not just because humility is a virtue but because until we adopt that mindset, the most striking breakthroughs cannot occur.”

As a newcomer to the wax resist technique, however, I found myself falling back onto old habits and ways of thinking.   Without a doubt, these were blocking my ability to internalize and apply these new approaches.   The wax resist approach, like any other truly artistic approach, benefits from taking a great deal of time studying the subject first.

“This process insists that you have a goal or else you get into trouble,” warned the instructor. “The wax is not forgiving,” he said.  “Everything you don’t plan” comes back to bite you.

The process involves repeated washes, first with plain water, and then ink washes, and a lot of intervals of drying the paper.

Illustration: Drying the paper after one of the ink washes (after an initial waxing of the image)

This activity needs a large workspace that is forgiving of water drips and ink splashes!  The stipulated paper dimensions in this workshop were large too, so as to better capture details with the wax.  This paper  takes a beating, with multiple washes, and being hung to dry on a line after each wash (often after some time on the floor so that still wet ink wouldn’t run down the page.)

What is difficult to realize ahead of time is the repeated and gradual nature of the process of building up the darks and the clever use (not over-use as in the example here) of the wax.  This is not about painting or “rendering”, but it takes a while for the novice wax resist-user to grasp this.

Illustration: Photo of some of the materials used in the ink wash and wax resist project

Now that class is out, there’s so much to practice.  Fortunately, the necessary supplies are readily available–such as Gulf Wax which can generally be found in a grocery store.  It’s the thought process that is more difficult to acquire.  It takes time and guidance, persistence, and, for the best results as demonstrated by our instructor, clearly some enormous talent that few of us can assume.

This workshop was an extraordinary learning experience relevant to much more than art. It underscored the huge gaps in our thinking processes when it comes to learning how to re-perceive what is right in front of us.  Such ability to reframe the obvious in new lights (and darks) is key  to achieving anything artistic, let alone the sort of breakthrough innovations we increasingly acknowledge are needed for (nothing less than) the future of the planet.   Strategic and design thinking come together in use of wax resist in this process, as well probably in other applications, such as watercolor painting.

Illutration: Watercolor and pen and ink sketch of Mayan structure at Tulum in Quintanaa Roo, Yucatan by Black Elephant Blog author

For goals of still larger scale, such as enabling a global transition to a low-carbon economy, how to create environments that can accelerate our ability to grasp these ways of thinking will be the subject of future posts.  The experienced artist who also is an effective teacher has a crucial role to play in the transition to the needed new thinking.

 

 

Reading in a New Fiscal Year

Illustration: Watercolor and ink by Black Elephant Blog author

Today begins a new month, a new fiscal year even, and fall is in the air. Since every now and then, someone asks what I am reading, I have turned my attention to the question myself.  Some books on innovation have been covered earlier on this blog, particularly here.   But, why begin with innovation if we are not sure where, when or why, it matters?  Context can be helpful.

Upcoming on this blog, therefore, will be a few brief overviews of some important, and possibly even provocative, books which provide fresh optics on historical contexts, and which were published in the last year.  Some of these books review how we got to now and make suggestions for how to move forward.

These include:

The Shape of the New:  Four Ideas and How They Made the Modern World, by Scott L. Montgomery and Daniel Chirot.

Fields of Blood:  Religion and the History of Violence, by Karen Armstrong, an expert on comparative religion.

This Changes Everything:  Capitalism vs. The Climate, by Naomi Klein, who may be familiar to some for her investigation into “disaster capitalism.”  This book is so sweeping “and of such consequence,”  in the view of The New York Times,  that it is “almost unreviewable.”

But, to lighten the load, some fun reading is also in order.  I recommend:

Illustration: Painting of Madame Marthe de Florian by Giovanni Boldini (1888) – Wikipedia

A Paris Apartment, by Michelle Gable, a book which also came out last year. It is based on the true story of an apartment the contents of which came to light in 2010, 70 years after its tenant had hurriedly left Paris.

Illustration: Self-portrait of Giovanni Boldini (1892), from Wikipedia

In the apartment among antiques and other valuables, which had been untouched or unseen by anyone in all this time, was an original painting of a beautiful lady. Martha de Florian, by Giovanni Boldini.  Boldini was a contemporary of Edgar Degas, whose life and works was discussed earlier on this blog, in mid- and late-19th century Parisian artistic circles.

The painting depicts Madame Marthe de Florian whose diaries also were in the apartment when it was opened in 2010.

The novel, A Paris Apartment, recreates this true story in a fictional modern context.  The author has a fresh writing style which makes the most of her talents for creating realistic dialogue and alternating between periods of time separated by more than a century. Boldini himself–not to mention Madame de Florian–come alive here in a story that includes other better known figures of their time.  All this…a true story…and a fictional story…because of one real-life dusty old apartment filled with stuff no one wanted for nearly a century.

The Art of Looking Ahead

As the semester draws to a close, students in my course are considering a “super wicked problem,” meaning a highly complex crisis, in the form of a single scenario.  They are working separately in two subgroups; one, on a “before-crisis contingency planning” team; and the other, on a “post-crisis rapid response” team.  In our final class, they will present their findings.

Frankly, the challenges they must wrestle with are simply enormous.  Impossibly enormous, but then again when we look around the world today, such impossibly enormous challenges seem to be the “new normal”.  This scenario-based approach is meant to incorporate much of what we’ve been learning this year about complexity and resilience.  Without this experience, there is a danger we might apply old methods of problem-solving to new classes of challenges.

Illustration: Pencil and pen and ink by Black Elephant Blog author

Such thinking requires what some variously call “the art of looking ahead,” “applied forward reasoning,” contingency planning, or–most recently–“frame innovation.”  It turns out that these skills generally are not ones that business schools or other forms of higher education traditionally emphasize.  Are such skills needed in the workplace today?  As luck would have it, some new books are just out on the subject, and this blog will look at them.

First up is a new book called Anticipate:  The Art of Leading Through Looking Ahead (American Management Association, 2015), by Rob-Jan de Jong, who is a faculty member of Wharton’s “Global Strategic Leadership” executive program.  There are useful tips in this book, so it’s worth giving a flavor of them here.

Early in the book, de Jong notes that “leaders need the ability to look ahead [but] there’s very little understanding of how to develop this competence and improve visionary capacity.”  Many people mistakenly believe it takes too much time, or you’re either born with this capacity or you aren’t.  Summing up wide-ranging research in leadership and business strategy, de Jong notes that sensitivity to context (aka “context sensitivity”), or something leadership expert Warren Benning, calls “adaptive capacity,” is essential for leaders.  Companies that had a “strong sense of sensitivity to their environment” outlasted many which did not, according to work by Arie de Geus, author of The Living Company.

“Short-termism” is  more typical in the business world, and it’s a disease, according to de Jong.  It means valuing short-term gains “above long-term, somewhat foreseeable, consequences,” he writes. Unfortunately, according to McKinsey research five years after the 2008 financial crisis, “little of that learning” about the need to keep a “clear future-oriented perspective” has occurred in many companies it studied.  de Jong concludes:  “Short-termism is the biggest enemy of developing visionary capacity for both the organization and the individual leader.”  So what can be done? de Jong says it starts with “personal vision.”  This matters, he writes, because without vision, there is no hope.

The Elements of Vision include that it is “future-oriented.”  Many people find it difficult to exercise imagination about the future and to promote beliefs that “cannot be backed up by factual experiences, research, and other quantifiable data.”

Yet, a powerful vision moves “beyond the obvious into the unknown,” according to de Jong. It also challenges the status quo and “breaks through existing paradigms.”  de Jong cites IKEA’s founder, Ingvar Kamprad, as an example; Kamprad built the IKEA empire on the idea that “design furniture should not only be accessible to the happy few.”  A vision also energizes and mobilizes.   According to management and leadership expert, Abraham Zaleznik, whose work de Jong cites, managerial leadership–as of the time he wrote his article in 1977 on the difference been leaders and managers–does “not necessarily ensure imagination, creativity, or ethical behavior in guiding the destinies of corporate enterprises.”  de Jong proceeds to investigate the qualities of “visionary leaders.”

First, it is necessary to enhance one’s ability to “tap the imagination,” and de Jong cites, with examples, the work of world-renown creativity guru and expert on “lateral thinking,” Edward de Bono, in this section.  The needed imagination depends on “perceptual capacity.”  When we are too busy to notice changes in our surroundings, we can be said to be living in the “permanent present,” de Jong writes, which was the state of man in the earliest stage of human evolution.  Fortunately the development of the “frontal lobe” over time enabled more reflective (and strategic) thinking capacities (so the basic equipment is there).

Based on his own extensive research and interviews with hundreds of senior leaders, de Jong has concluded there are two critical developmental dimensions for growing your “visionary capacity.”  They are:

1) Your ability to see things early–those “faint warning signals” often “at the periphery of our attention.”

2) Your ability to “connect the dots” and to create “coherence in the future you face and turn it into a ‘bigger picture’ story”.

de Jong quotes Alan Mulally, a former CEO of Ford:  “The first thing a leader does is to facilitate connections between the organization and the outside world.”  Mullaly, as CEO, took steps to institutionalize the process of “context scanning” through the creation of a weekly Business Plan Review meeting.

The second step of connecting the dots involves more than detecting things that might be changing. It involves connecting and integrating these signs into a larger coherent context of future possibilities. “Trend hoppers” are different from “visionary leaders,” de Jong explains, and “historians” and “followers” are also different in important ways.  There are, moreover some real dangers in “over-reliance on the past,” he writes, in a section that deserves a lot of attention these days.

de Jong notes that making sense of the weak signals in the noise is harder because “the average person consumes about 34 gigabytes of content” and 100,000 words of information in a single day.” He continues:

“Without specific effort, you will only be able to identify events that were early manifestations of change in retrospect.  But that’s usually when it’s too late.”  Therefore, the effort to “connect the dots” must be focused on the implications of changing  realities for one’s business or other professional or life endeavor.

It is necessary to have “context intelligence” to identify and make sense of early signals of change, de Jong writes. The people who do this with the highest levels of adaptive capacity are called “first-class noticers” by leadership and management experts he cites, including Warren Bennis.  Strategic advantage depends on this adaptive capacity.

Developing our ability to notice novelties or things we typically filter out takes effort, even training.  There are many methods for this, and de Jong has created some of his own.  In general, however, he recommends methods for envisioning future facts, and discusses the power of scenario planning, as developed by Pierre Wack and Kees van der Heijden, as central to promoting strategic conversation and awareness. He identifies the psychological obstacles to strategic capacity as including “frame blindness,” or a loss of peripheral vision.  Overconfidence is another culprit.  “Mindlessness” occurs when we “are trapped by categories,” run on “automatic behavior” or operate from a single perspective, according to Harvard psychologist, Ellen Langer, whose work de Jong cites. Such mindlessness can occur–indeed, might be more likely to occur–when we are fully focused and aware of what we are doing.

Clearly, the art of looking ahead requires some practice but is indispensable in tumultuous times.  Next, this blog will look at another new book: Frame Innovation:  Create New Thinking by Design.

Drawing the Light

Illustration: Pastel pencil and white charcoal by Black Elephant Blog author

During a recent art class, the teacher encouraged the students to “draw the light.” With black sheets of paper and a few xeroxed black and white images fished out of a pile to serve as models, we tried seeing the opposite of what we have been trained to expect. Instead of trying to represent the external reality of someone or something in terms of its casing or flesh and bones, we were to draw the light reflected from the surfaces. This was a fascinating exercise for those of us who hadn’t tried it before.

In drawing the light, at least for the first time, you can almost feel a different part of your brain working, and see an image emerge on paper that you know you didn’t draw in a standard way.  Out of total blackness and emptiness emerges a figure, an expression, and new possibilities previously unimagined.

While many an effort doesn’t work out exactly as originally hoped, sometimes the outcome is surprising simply because we didn’t expect it.  Drawing in search of such surprises seems to have parallels in methods for thinking strategically. If we applied similar counterintuitive reasoning strategies to some of the world’s greatest problems–drawing the light instead of (or at least in addition to) reacting always to the darkness we can see more readily–what could be the result? How much of what happens is driven by our expectations, as low as they might be for some issues?

Art can help reset the mind to realize that by learning to see differently we can open up different possibilities. Indeed, could persisting in traditional ways of seeing actually be dangerous in  a world so obviously transformed and transforming by the hour, if not the minute? Might we more inevitably face more dangerous surprises by persisting in unproductive ways of thinking (or working, or organizing, measuring, or valuing)?  Alternatively, by embracing more surprising thinking ourselves, might there be a way to gain strategic advantage?  Isn’t this already recognized in business as identifying ‘niche’ opportunities or fostering innovation?  In any case, by trying to draw an image again and again, it is possible to see how much went unseen before.

Image: Poster of child’s drawing displayed on the Paseo de la Reforma, Chapultepec Park, Mexico City as part of program focused on preserving the Lacandon Jungle

It seems that artists, including children, have much to teach us about different ways of seeing the modern world.  Without fully exploring these “adjacent possible” spaces, to use the phrase coined by Stephen Johnson in Where Good Ideas Come From, how many opportunities do we miss?  The recent lesson in drawing the light was a powerful reminder of how much innate capacity remains untapped in most traditional approaches to challenges!

Valentine’s Day Surprises Mexican-Style

Often there’s nothing more to noticing surprising things than to put yourself in a different environment or try something new, or both. Over this holiday weekend in Mexico City, there has been a lot to notice and enjoy, not least because the city is filled with Valentine’s Day celebrations!

Poster on Paseo de la Reforma in Chapultepec Park showing drawing by a child

So many things to see, and lots of fun things to taste. And great fiestas of sound and dance!  Not rare for the folks in this great town but still full of surprises for the visitor!

Unsurprisingly, the traffic can be a bit overwhelming for the newcomer, as living flows of cabs, people on skateboards and roller skates, bikes, and buses jostle for space down crowded boulevards.

The exquisite way-beyond “state-of-the-art” displays in the Museo de Arte Moderno and the Museo Nacional de Antropologia are full of spell-binding surprises.  Even for the seasoned museum-goer, these museums take one’s breath away!

Stained-glass dome ceiling over the lobby of the Gran Hotel de la Ciudad de Mexico

The street life especially around the Zocalo (central plaza) in the Centro Historico is full of diversity–and crowded with people–as bands play on a large stage–in front of the cathedral.  If traversing the streets gets overwhelming, as it did for me, duck into the lobby of the Gran Hotel de la Ciudad de Mexico and have a look at its stained glass ceiling; this building was once a department store!

Nearby in the Museo de Diego Rivera is a massive mural by the artist.  It’s something not to miss; it’s breathtaking!  (Reportedly as many as 200 other murals are inside the Department of Education–and usually free to visitors who want to see them–but it’s not open on the weekends.)

Inside the Museo de Diego Rivera

While the streets were filling to overflowing around the Centro Historica, with seemingly everyone in town out to celebrate Valentine’s Day, the police also were in seemingly full force directing traffic and providing directions.

Perro “Xoloitzcuintle”, a dog of prehispanic origin which is in danger of extinction, has no hair, lacks some teeth and has sensitive skin.

In nearby Coyoacan, the festivities were similarly joyful and colorful, with newlyweds having photos taken in the park in front of the cathedral… and a lot of dancing going on next to the cathedral!!!  Cobblestone streets and cafes extend from the central park in all directions. When we needed to stop, there was no shortage of places to get a great plate of enchiladas and a cold drink.  And over at the Museo de Dolores Olmedo–a beautiful setting for paintings by Diego Rivero and Frida Kahlo and majestically landscaped parks–the peacocks were in fine form!  As this male peacock trembled his feathers, a soft clicking sound–unlike any other–was audible. Nearby, hairless dogs at risk of extinction–whose line goes back to prehispanic times–played, with their 10 week-old puppies greeting visitors.

Everyone is out enjoying this Valentine’s Day and it’s not over yet!

Coyoacan on Valentine’s Day!

Valentine’s Day festivities in Coyoacan

Mexico City in the morning

Black Elephants and the Magic of Insights

Illustration: Watercolor, gouache, ink, gesso and coffee grounds by Black Elephant Blog author

If you’ve had a chance to see the new film, “The Imitation Game”, about the brilliant but sadly socially outcast British mathematician Alan Turing, you’ve probably been powerfully reminded–through its artistic rendering of a true story–of the critical roles which serendipity, hunches, and chance encounters have played in devising solutions to the most challenging problems of any age.  (Spoiler alert:  If you haven’t seen the movie, and wish to be surprised when you do see  it, perhaps it is best not to read further.)

In the film, Turing and his teammates–a collection of unusually gifted mathematicians, including one woman– at Bletchley Park in England literally were racing against the clock to figure out how to decode German wartime communications during World War II.  Their efforts centered on the invention by Turing of a decoding machine (basically a prototype computer) but, despite hours of hard work and all their smarts, the team was about to be shut down by uncomprehending bosses under pressure to deliver results.  (The film has received mixed reviews–such as this one–due to its mix of imagined and actual events, and its alleged failure to convey that the Turing effort was part of a much larger effort underway at Bletchley.)

Image: Allstar/The Economist

Without giving away the storyline (the general outline of which is, however, a matter of historical record), it is in a moment of relaxation away from their secret laboratory,  bantering with friends who were supporting the war effort themselves but not privy to any of the Turing team’s information, that a chain of interactions leads to a breakthrough insight.  In the film, a casual comment by someone who is not on the Turing team has an instantaneous effect.  Her hunch becomes Turing’s insight and he and the rest of the team, up to then stymied in their task, had to act immediately.

This insight turns out be the what the team needed to successfully break the Enigma code.  Their success is credited by historians with turning around Britain’s fortunes in the war.  They also estimate that the code-breakers helped shorten the war by two years and saved approximately 14 million lives.

This film subtly highlights  some of the necessary ingredients of breakthrough thinking:  talent, expertise, hard work, team work,  intensity, diversity, false starts, time pressures, clear purpose, and random encounters with ideas from disparate sources outside the immediate field of inquiry.  While perhaps failing to give sufficient credit to Turing’s bosses (per some of the critics), the film also hints at why so many traditional organizations are so poor at facilitating this sort of thinking.  Whatever the gap between the historical reality and the movie, it is worth pondering:  What are some of the implications of a mismatch between the outsized global issues of our time and the incapacity of most organizations to nurture the modern equivalents of Bletchley Parks?  How can talent and good judgment be assembled most effectively to deal with the important, as well as urgent, “Black Elephants” of our times?

Most of us by now have heard of the Black Swan concept but the Black Elephant concept is not well known.  For this writer, it came into being when encountered in an op-ed by New York Times columnist, Thomas Friedman, in late 2014.  As he explains, a “black elephant” is a “cross between a ‘black swan’ (an unlikely, unexpected event with enormous ramifications) and the ‘elephant in the room’ (a problem that is visible to everyone, yet no one still wants to address it) even though we know that one day it will have vast, black-swan-like consequences.”

At a time of mounting challenges (including but extending well beyond the environmental issues cited in the Friedman piece) that are too big to fit into anyone’s inbox, or even anyone’s organization–where speed, as in the case of Bletchley Park, is of essence and stakes are high–the concept of black elephants seems a timely one.

The focus here on the roots of surprise inquires into how insights and breakthroughs come about.  The current age is no different from past ones, such as the example illustrated in The Imitation Game, in needing to aggregate, cull, and distill insights that can be acted upon in a timely way.  With more challenges filled with potential for highly improbable (but, therefore, according to Dr. Hand’s “laws of improbability,” practically inevitable) outcomes, however, the need for insights may be multiplied in present circumstances.

With high stakes involved in multiple arenas, this blog’s inquiry into the roots of surprise will next explore the findings of experimental psychologist and expert in “adaptive decision-making,” Dr. Gary Klein, in his fairly new book, Seeing What Others Don’t:  The Remarkable Ways We Gain Insights (2013).  Klein notes that generally we know very little about how insights are formed or what blocks them.  He too thinks it’s important to know more about where insights come from, so his book is meant to fill some of our knowledge gaps about the magic of insights.  In an upcoming post, I’ll feature some highlights from this book, and link to related material as I come across it.

The Zoology of Surprise

Image: Watercolor and ink, by Black Elephant Blog author

From boiling frogs to butterflies, hippos to hummingbirds–and black swans, and now “black elephants”— there is a zoological taxonomy evolving to describe how and why we are surprised. We are surprised when a seemingly random event occurs. The rapid proliferation of a new technology, not even imaginable just a few years ago, surprises us. We can be surprised by the generosity of strangers. Or, we can be surprised by an extreme, and extremely dangerous, event or development.

We are surprised, simply, because we were not expecting x, y, or z to occur. How can so obvious, or even banal, a statement be so fascinating and still so poorly understood? Some surprises we like and look forward to, while others we dread or haven’t imagined.

The reasons for surprise are still being investigated as, for example, in the new book by mathematician, David Hand: The Improbability Principle.  Hand and others explain to us how surprises are inevitable: there are laws of improbability! (The Improbability Principle will be addressed in a future blog post.)

As I have considered the issues of surprise, risk, uncertainty, and probability, colorful metaphors recur. Not everyone appreciates metaphors but I do. The “black swan” made famous by Nassim Nicholas Taleb’s groundbreaking book of the same name is a case in point. Sometimes, even if not exactly accurate (as we shall see, black swans are not so rare, depending on where you live), the metaphor helps to sharpen our thinking.

The imagery of surprise taken from the natural world seems evocative of so many things, including how inevitably surprised we are the further removed we become from nature itself. In the worlds of science and mathematics, we have discovered that we actually still have so very much to learn about the interactions and behaviors of natural systems. A recent review of two new books made a distinction between the “Newtonian Moment” and the relatively recently recognized “Quantum Moment,” for instance.

Answers may well prove elusive in this quest but the journey I envision on this blog is going to be surprising in many ways. It will convene ideas from disparate sources and thinkers on the origins of surprise and, relatedly, creativity and innovation. So, I will begin with creating a glossary of the “Zoology of Surprise.”