Current Reading Queue

I’ve not been very motivated to read lately for some reason, but I have still been buying books – a very dangerous thing when I’m not motivated to actually read them. So far, I’ve accrued the following books, which I hope to read in the order presented here:

  1. Unite the Tribes: Ending Turf Wars for Career and Business Success by Christopher Duncan
  2. Crossing the Chasm by Geoffrey A. Moore
  3. God’s Debris : A Thought Experiment by Scott Adams

I’m in a huge reading slump. I’ve read so much this year that it is no longer a relaxing thing. Hopefully that will change soon.

Adam Curry Experiments with “Soundvertising”

For a few podcasts now, Adam Curry has been referring to something he has dubbed “Soundvertising”, in which during his podcast he asks his audience to stop what they are doing, and remember where you are, and look around you and focus on one object as he says the word “Senseo“, a coffee machine that he has been promoting on his web site. He then tells his audience that he guarantees that every single time you look at that item, you will hear the word “Senseo”.

Adam then wondered if there was something to that, and if an advertising model could be built around it.

On episode 240, he played a snippet from the “Across the Sound” podcast in which the podcaster was talking about the fact that he was at a Starbucks listening to Adams podcast during one of these “experiments” and he found that he now associates the Starbucks logo with the Senseo.

I was actually surprised to hear that people were surprised by this “phenomenon” as this has been documented since the 1970’s when Richard Bandler and John Grinder came out with a model of human experience and therapy that they called NLP (Neuro-Linguistic Programming) in which the human experience is broken up into “representational systems” (visual / auditory / kinesthetic). Their argument was that all human experience, both internal and external, is represented to the brain in one of these representational systems.

Part of their model was a technique called “Anchoring”, in which you can bring a person to the peak of a particular state, and touch them or position yourself visually, or even use a certain tone of voice and be able to re-access that state by replicating the action in which you anchored them. The Neuro Linguistic Programming Glossary defines anchoring the following way:

The process of associating an internal response with some external trigger (similar to classical conditioning) so that the response may be quickly, and sometimes covertly, re-accessed. Anchoring can be visual (as with specific hand gestures), auditory (by using specific words and voice tone), and kinesthetic (as when touching and arm or laying a hand on someone’s shoulder). Criteria for anchoring:

a) intensity or purity of experience;
b) timing; at peak of experience;
c) accuracy of replication of anchor.

Tony Robbins (author of Unlimited Power : The New Science Of Personal Achievement, the book that actually gave NLP a ton of attention in the 80’s through his Personal Power infomercials) defines anchoring with the following definition:

The process by which any representation (internal or external) gets connected to and triggers a subsequent string of representations and responses. Anchors can be naturally occurring or set up deliberately. An example of an anchor for a particular set of responses is what happens when you think of the way a special, much-loved person says your name.

Here’s a good example of auditory and visual anchoring. When I was a kid, my father was one of those people that did not get angry easily. He had a lot of patience. However, when he got really angry he would have a particular tone in his voice that would actually cause a lot of fear in his kids. I remember to this day hearing that tone in his voice and seeing the expression he has on his face and the fear which it triggered in me, knowing I had finally pushed him over the edge. That is an anchor that spans across representational systems. It still elicits an emotional response in me to this day, and all I have to do is imagine the tone and picture him using it in the way he did at the time.

Here’s another example. I was in a facilitation class in which we were required to be video taped facilitating a session with a group. I picked a strategy format for my presentation in which the goal was to move to a zero downtime environment during deployment of new software to the production systems. At the opening, I used position in front of the audience to mark points in time from the year 2000 over on the audiences left hand side (Americans internally represent time from left to right) and 3 years from now to their right. I then moved over to the right most side of the time-line I had drawn positionally on the floor and asked the group what the systems looked like “now”. When the group got caught up in certain problems that we had now, I was able to, with my hand, point to their left and say “we’ve already solved that back there, so lets describe what the environment looks now” (while pointing to where I was currently standing) and see an immediate shift in the level of anxiety in the group, allowing them to describe the problem as if it was in the past and talk about what we “did” to solve it, even though we hadn’t gone through those exercises yet. The presentation was only 10 minutes in length, but it was a great learning experience for me in the power of anchoring.

One final example. In a podcast in the Manager Tools series on One on Ones, the hosts talked about a new manager that began having One on Ones in his office soon after taking his position. He found that his employees were extremely stressed when they came to his office for their One on One sessions. After some time he spent asking questions, he found that the previous person in his position used to call people into this office to ream them and that they called the room the “Room of Pain”. This is a very good example of a location based anchor in which multiple representational systems are involved and the response was attached to the room in which the manager was having his sessions. When he switched the location of the One on One sessions, he changed the way in which his employees reacted to the sessions.

According to the many books I’ve read on the subject of NLP, when you can anchor a set of responses across representational systems at the peak of someones emotional state, the responses can be replicated when those stimuli are repeated with greater efficiency due to the multiple representational systems used in the anchor (making it more unique).

This is the core of the "remember exactly where you are right now (visual / auditory / kinesthetic anchor), pick an object and focus on it (visual) and I guarantee that the next time you see that object (presupposing to the listener that it will happen / visual anchor) you will hear the word (auditory) Senseo" "Soundvertising" technique that Adam is experimenting with.

There is a ton of work that has been done in the field of NLP and representational systems. Not all of it is understandable to the layman (I include myself in that category), but there are some really great books that make the material more accessible to the masses. The book that, in my opinion, explains the technique the best (and actually explains many of the concepts in NLP in the most understandable way) is still Tony Robbins book Unlimited Power : The New Science Of Personal Achievement. While its been about 12 or so years since I’ve read it and I’ve read many others since on the subject, this is still my favorite book of them all in explaining the hard core concepts of NLP in a way that non-scientists or non-therapists can understand.

So, in summary Adam, you are definitely on to something, and its quite astute of you to notice it if you haven’t had exposure to this material. However, it has been around for quite a while. Unfortunately, the way many NLP practitioners marketed NLP got it a characterization of “pop-psychology’ (or how Tony Robbins described it, a religion) more than a real model of how the brain works.

Still, there is some useful information if you actually study the stuff represented in the materials available on the subject. If you’d like to know more, there are quite a few books available on Amazon.

The Cluetrain Manifesto – Still Reading it, but WOW.

I’m still working my way through The Cluetrain Manifesto: The End of Business As Usual (also available on cluetrain.com) and I’m finding it an extremely exciting text to read.

The book does a really great job of explaining what the web means to business culture as a whole. Unfortunately, as I look at it I see that while its first publication was in 2000, companies are obviously still stuck in their ruts as to how they think they should be run.

Last night while dinner was cooking I was reading the chapter by David Weinberger entitled The Hyperlinked Organization. In it, David outlines ten bullet points in which the “Company” does in order to accomplish certain things while the reality is that the company produces the exact opposite result. This section hit me really hard, because it strikes me as absolutely true. I’m hoping that my reproducing these isn’t a problem, because I think that the text deserves the additional exposure.

Here are the ten bullets outlined in The Hyperlinked Organization:

  • The company communicates with me through a newsletter and company meetings meant to lift up my morale. In fact, I know from my e-mail pen pals that it’s telling me happy-talk lies, and I find that quite depressing.
  • The company org chart shows me who does what so I know how to get things done. In fact, the org chart is an expression of a power structure. It is red tape. It is a map of whom to avoid.
  • The company manages my work to make sure that all tasks are coordinated and the company is operating efficiently. In fact, the inflexible goals imposed from on high keep me from following what my craft expertise tells me I really ought to be doing.
  • The company provides me with a career path so I’ll see a productive future in the business. In fact, I’ve figured out that because the org chart narrows at the top, most career paths necessarily have to be dead ends.
  • The company provides me with all the information I need to make good decisions. In fact, this information is selected to support a decision (or worldview) in which I have no investment. Statistics and industry surveys are lobbed like anti-aircraft fire to disguise the fact that while we have lots of data, we have no understanding.
  • The company is goal-oriented so that the path from here to there is broken into small, well-marked steps that can be tracked and managed. In fact, if I keep my head down and accomplish my goals, I won’t add the type of value I’m capable of. I need to browse. I even need to play. Without play, only Shit Happens. With play, Serendipity Happens.
  • The company gives me deadlines so that we ship product on time, maintaining our integrity. In fact, working to arbitrary deadlines makes me ship poor-quality content. My management doesn’t have to use a club to get me to do my job. Where’s the trust, baby?
  • The company looks at customers as adversaries who must be won over. In fact, the ones I’ve been exchanging e-mail with are very cool and enthusiastic about exactly the same thing that got me into this company. You know, I’d rather talk with them than with my manager.
  • The company works in an office building in order to bring together all of the things I need to get my job done and to avoid distracting me. In fact, more and more of what I need is outside the corporate walls. And when I really want to get something done, I go home.
  • The company rewards me for being a professional who acts and behaves in a, well, professional manner, following certain unwritten rules about the coefficient of permitted variation in dress, politics, shoe style, expression of religion, and the relating of humorous stories. In fact, I learn who to trust — whom I can work with creatively and productively — only by getting past the professional act.

This very accurately describes the corporate environment as I have experienced it, and its a sad, sad thing. As a matter of fact, I still remember the look of puzzlement I received at one company when I had asserted in a meeting that for development teams to be productive they have to have space to “play and make mistakes” without consequences. I received a look like I was from another planet. This was in response to a request to begin measuring defects on work in progress (pre-integration or QA) in order to measure developer productivity. Yes, that’s right, measuring defects on work that is still in major development. I never put this into action.

I’ve worked for some companies that I hated, due to their “factory” mentality of software development. One company that I despised working for I have a new respect for nowadays, because they actually had a newsgroup on UUNET (back in the 90’s) in which the development and technical support staff were allowed to contribute freely to. The lowly development staff were actually allowed to interact freely with customers. I always thought that that was a really cool thing for a customer – to have a problem with a piece of software that I had written and get answered by the guy who wrote it to either receive a way to work around it or be notified as soon as a patch made it to the tech support area of the web site. I haven’t worked for a company that understood the importance of this concept since then.

So what am I getting out of this book? I am getting confirmation, first and foremost, that I am not some nut with unrealistic ideas about the effects that the internet has on business and customers reactions to them. I am getting affirmation of the belief that if you just think about the experience you want on the internet as a customer, you can completely change the way your customers think about you.

And I’m learning that its the little things that create revenue opportunity, many of which you don’t make money with, but because they are base expectations. They are a barrier to entry for customers if you do not have them. One of these, I believe, is the conversations with real people rather than a corporate entity.

One thing this book obviously does is make you think — at least enough to brain dump some very disconnected but long dwelled upon concepts into your Labor Day Sunday blog entry.

Current Books on the Reading List

I’ve currently seen in increase in the reading queue. I just finished The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell, and it was great. I hope to post a review on this one soon.

After that, I picked up Blink : The Power of Thinking Without Thinking by the same author. I got halfway through that (also very good by the way) when Tom The Architect hit me with another recommendation called The Cluetrain Manifesto: The End of Business as Usual by Rick Levine, Christopher Locke, Doc Searls (also in the Gillmor Gang) and David Weinberger. This one looked intriguing and so I set aside Blink to read this one.

This book is also available for free via an online edition, but for some reason I need the physical book lying around. This is some interesting stuff and even though I’m only a small way through the book I can already say this is something I would recommend those in business (and especially management) read.

Joel On Software: The Economics of Open Source

Earlier this week I wrote about a podcasted lecture by Clayton Christensen called Capturing The Upside, in which he explained in understandable terms the concepts of commoditization and decommoditization.

Well, I’ve hit Chapter 40 of the Joel On Software book and lo and behold, another lesson on these concepts appears. Joel Spolsky does a really good job of explaining these concepts and applying them to Open Source in his article Strategy Letter V – The Economics of Open Source.

In case you haven’t noticed, I’m getting a ton of value out of this book. I highly recommend it. This has been one of those books that have been very hard to set down once I pick them up.

You can buy Joel on Software: And on Diverse and Occasionally Related Matters That Will Prove of Interest to Software Developers, Designers, and Managers, and to Those Who, Whether by Good Fortune or Ill Luck, Work with Them in Some Capacity by clicking on its title, or going directly to Amazon.

Big Macs vs. The Naked Chef

I started reading the Joel on Software book yesterday after seeing it at Barnes and Noble and finding my self unable to put it back on the shelf.

This morning I hit Chapter 33, an article entitled Big Macs vs. The Naked Chef, a brilliant article on the effect of methodologies on a software development shop.

The book is full of great stuff like this, and I’m really enjoying being able to sit down and read it all at one time without clicking and scrolling.

If you haven’t picked up this book yet, I would highly recommend it. If you’re too cheap to buy it, hit his website, where all of the articles are available for free.

Its so nice to see a software development author out there with a healthy dose of common sense!