Jeff Waters, a long time reader and supporter of mondaydots has made his first dot video! You can find the original blog post on his blog, Life up Front. Jeff uses a great story to help the viewer (aimed at the Computer Aided Engineering, project management, and new product development audience) understand the need for the Space Claimproduct he sells.
Really nice work Jeff! Keep it up and I look forward to your next dot video!
I am really excited to let you know that I am releasing the raw Keynote files from my mondaydots videos/presentations.
I have had quite a number of requests for these files from viewers and one of the core reasons I started the blog was to help people improve their presentations.
I hope these files help, and if you make something incredible - please be sure to share it with me and I will repost it (with your permission) so everyone can learn from it too!
I can't post them all, as some include images I purchased from iStockphoto.com. Posting them would violate my license agreement.
I would like to start posting these Keynote files with every post. This will encourage me to use my own images or draw my own for future posts (be very afraid!).Thanks for reading and I look forward to your feedback.
In reading "Driven" and "Made to Stick" I stumbled across an incredibly interesting idea. It's called Information Gap Theory. Dr. George Lowenstien wrote a paper about it in 1994 and it works like this: when we come across something new that is not explained by our previous knowledge or experiences, an information gap is formed. If you are a designer, creator or communicator, understanding how to use this gap will have great rewards.
note: Ever since I started mondaydots my friend, Professor Doolittle, has encouraged me to read Back of the Napkin. I finally did this past week and I can easily say it is one my favorite books. I used the SQVID process from his book to refine some of the ideas in this post. If you are interested in the drawings, you can find them here
Transcript
Most people believe that the inherent need to satisfy immediate gratification stems from greed, a lack of self control, or the ability to sacrifice a smaller short term gain for a greater long term gain. While I agree, I also think that some of our short sighted decisions stem from the natural way we compare alternatives in the decision making process. In fact I think the real cause of immediate gratification can be found in this picture from Dan Ariely's"Predictably Irrational". Which of the darker dots is larger? In this illusion it looks as though the dot on the left is larger. If we do a quick measure, we can easily see that the dots are in fact the same size. Even with this newly minted knowledge if we loose the ruler, our eyes go back to seeing the dot on the left as being larger.
Transcript: In our last post we promised a follow up for making your contribution social media ready. We have a few basic principles that if followed can help your content avoid being ignored and capture the attention of your second and third circles.
The first of these principles is to lead with passion. Find something you are passionate about and pursue it. We see so many people using social media just for the sake of using the technology or for shameless self promotion. If you aren't passionate about your work it will show in the quality. If you want your contribution to capture attention, put your heart and time into it, there are no shortcuts.
Social media and networking have fooled a lot of people and companies into thinking they are rockstars. Unfortunately the ease of access and near zero cost of distribution have created an internet that sounds a lot like this. (bad music playing) The abundance of fake rockstars have created an audience that is willing to be your friend, but not willing to listen to what you have to say, buy your product, or help you get a job.
Transcript:
One of the most basic questions I hear from managers is: How can I do a better job of motivating my team? Should you use a bigger carrot or a sharper stick?
For the last few years I have been fascinated with Clayton Christensen's theory of disruptive innovation and its application to business, politics, education, and insurgency models. What I find most interesting is that his theory, featured in both The Innovator's Dilemma and The Innovator's Solution provides a prescription for a small entrant with less resources to compete with and beat a large incumbent.
In my Gamble model post I argued that the military, like most large organizations is incredibly inert to change. I made the case that most organizations are unable to change because of an entrenched culture. Individuals that try to enter the organization with different thoughts and views usually get frustrated, leave, or quit because reward structures are rarely set up for innovation. The individuals that do move up share the values and beliefs of the current leadership and are promoted. This self perpetuating cycle doesn't allow for the needed influx of innovation to keep up with environmental change and the organization usually dies.
Don Sull has come up with another concept to explain why most large organizations go bad. He calls the concept "active inertia". In it's most simple form, active inertia is described as a company that is facing a disruptive shift in the market and instead of adapting to the change, the organization simply accelerates the activities that succeeded in the past. What is interesting is that Don argues that the things that made the organization successful in the past, actually create the pitfalls after the market disruption. Take an organization built like GM. GM was so focused on competing with Ford and Chrysler that they failed to see the signs that Toyota was causing a disruptive shift in the market. The way they framed the their "competition" blinded from the market shift and their real competitor.
One of the most basic problems I see in business today is the misalignment of the organizational structure. The process of moving an organization toward a goal in a timely manner seems simple enough, yet I see so many business go lopsided and fall short of their goal.
