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October 2005

October 31, 2005

The World is Clustered

I noticed that my husband Bill (a geologist) was reading The World is Flat. I asked him to share his impressions of the book. Here is his review and commentary. He will monitor comments in case you want to respond or ask a question. Bill also asked that I include this picture that he took of a road worker cooking tar in India.

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The World is Clustered

My interest in Thomas Friedman's bestselling book The World is Flat was piqued in late September when I bought an issue of The Atlantic to read on the last leg of a long trip from New Delhi back home to Seattle. In that issue was a short article by Richard Florida titled "The World is Spiky". Florida worked with geographer Tim Gulden to produce a series of three dimensional maps showing a version of the economic topography of the world that is very different from the flat plains that Friedman sees through his window. You can download a pdf reprint of Florida's article from his web site and order a copy of Friedman's book from Amazon.

Friedman argues that a series of events have converged to flatten the world to a degree that geography is no longer a barrier to global commerce. The widespread availability of inexpensive computers, standardized file formats and transfer protocols, excess international fiber optic cable capacity, outsourcing, and a handful of other trends have, according to Friedman, greatly leveled the international playing field. Moreover, the dominant forces in this new flat world will be not nations or corporations, but individuals with good ideas and access to capital. According to Friedman and many others, this will be mostly good in the long run as long as we play the game wisely.

I think that Friedman is partly correct. Developments in the past decade have made global collaboration easier and quicker than anyone might have imagined, and the information flows in both directions. He writes about radiologists in India interpreting x-rays sent from the United States. The time difference between India and the United States is about twelve hours, so this is especially useful for small hospitals that may not have a specialist on duty at 3:00 am. They can electronically transmit images to India, where it is mid-day, to be read by qualified physicians. Last year I worked with a colleague in San Francisco to map landslides in the jungle of Papua New Guinea using airborne laser scanner data processed in Australia and downloaded to my office in Seattle via the internet. The project did involve a short trip to the jungle, but it was completed far more quickly, accurately, and cost-effectively than it would have been ten years ago. In that respect, the barriers can be low for those who have good internet connections.

Repetitive tasks like transcribing medical records, sewing overpriced basketball shoes, or telling a customer that the computer will not allow an order to be changed can be done just as well by people making a few dollars a day as those making a few dollars an hour. It doesn't really matter whether some things are done in India or Indiana, so they will be done where the costs are lower and enough moderately skilled workers are available. Witness the bankruptcy of Delphi, the American auto parts manufacturer, that says it cannot compete when it has to pay an average of $60 per hour in salary and benefits to factory workers. Taking that into account, there may be fewer barriers than many people would like.

Other jobs that require highly specialized training or skills will gravitate towards countries, regions, or cities where-- by virtue of either education or immigration-- the highly trained and skilled specialists live. Right now that means places desirable regions within the United States, Japan, and Western Europe. In a generation it might be India, China, or Eastern Europe.

Friedman realizes that one of the keys is education. In particular, highly technical scientific and engineering education that drives innovation but is waning in the United States. Another key is motivation or lack thereof. Friedman calls this the quiet crisis. Developed countries like the United States will continue to prosper as long as they emphasize innovative services or products that cannot be easily duplicated. If they stop, the only way to go is down. The difficult task for developed countries will be to retrain their current workforces and produce new generations of highly educated and motivated workers who can do that kind of unique work. Friedman is also very perceptive when he notes that the undeveloped countries in the best position to succeed are those without a wealth of natural resources, for example China and India. Lacking ore to mine, oil to pump, or trees to cut down, those countries will have to rely on the talents of their people. Undeveloped countries that aspire to grow by selling natural resources rather than human resources will languish. This echoes the conclusions of Roldan Muradian and Joan Martinez-Alier in their policy paper Globalization and Poverty: An Ecological Perspective, published in 2001 by the Heinrich Boll Foundation. The political slant of the paper is Green, but it is worth reading.

The maps produced by Gulden and Florida seem to contradict Friedman's notion that the world is flat. They show that world population has one distribution, whereas economic activity, the number of patents issued, and the locations of the world's most prolific scientists follow strikingly different distributions. They are all spiky, to be sure, but many of the spikes are in different places. Florida also argues that economic progress requires the peaks to grow taller, which will create increasing disparities between the economic mountains and plains.

So, is the world flat or not? Towards the end of his book, Friedman admits that it really isn't and he devotes the last chapters to a discussion of this. He maintains that the world has been shrinking and flattening, and believes that the rate has increased in recent years. Florida's maps show the world as it is, but they are neither spiky nor flat. They are both.

The striking thing about Florida's maps is that the spikes are clustered. There are regions full of one kind of spikes or another, and broad regions that are flat and low. For example, all of Africa, much of South America, and Siberia are very low when it comes to measures of economic productivity or potential. Siberia is cold and nobody wants to live there, so it also has a small population. That doesn't present a problem. The problem is the existence of areas that are heavily populated but have virtually no economic productivity, for example Central America, Africa, and South America: the Third World. Friedman writes at length about the significant barriers to progress in those areas. Florida writes that economic progress will require the spikes to grow taller, and that one of the great political challenges will be to raise the valleys to the level of the peaks. The problem is, that's the wrong metaphor.

I am a scientist, so it is second nature for me to envision processes in terms of differential equations. You may think it strange, but it works for me. I look at Florida's maps showing peaks of prosperity and progress, and imagine the diffusion of attributes such as economic prosperity or capital from the peaks to the surrounding lowlands. Economists, for example, talk about capital going to areas where it is in short supply in order to produce greater returns. So, assume for the sake of discussion that the flow of economic prosperity follows the diffusion equation.

Here is what I think: First, diffusion from a point falls off exponentially with distance. Therefore, the beneficial effects of a single center of prosperity will be fairly localized. The effects may spread to neighboring cities or permeate a small region, for example Silicon Valley, but they will not lift an entire state or country (Lichtenstein and Monte Carlo excepted). The only way to increase the general level of whatever is being measured is to have many local, not distant, sources. Areas such as sub-Saharan Africa may see an occasional trickle in the form of larger CARE packages or a grant from the Gates Foundation, but that will not do anything to raise the general level of prosperity. It must be raised by local infusions of time, energy, intelligence, or capital.

Second, it takes a tremendous amount of new production-- whether it is capital, natural resources, or innovative ideas-- to sustain the peaks. Whatever is diffusing must be constant resupplied in order for the peaks to remain high. Ideas may be boundless, but resources such as oil, coal, or iron are less so. Some geologists maintain that those resources are finite, but in reality they are only partly finite because improved technology and increased prices can always increase the supply. Thus, it is relatively easy for a peak to shrink and vanish unless it is constantly maintained, and the cost of doing so will likely increase over time. The disappearance of a peak does not mean that the prosperity is distributed elsewhere. It is more likely that it will just disappear, for example capital lost on a company that burns a lot of fuel but never produces a profit. Ironically, shrinking of peaks is about the only way that the world will become truly flat. I don't think that Friedman had that kind of economically flat post-apocalyptic wasteland in mind when he wrote his book.

Third, it will be extremely difficult to raise the level of economic productivity in the areas between the peaks to the same level. The more likely outcome is that there will be clusters of peaks and high valleys separated by broad lowlands, like jagged mountain ranges separated by broad low-lying plains and swamps. The mountains will have great views, thin air, and landslides; the lowlands will have floods and malaria; and everyone will have earthquakes.

October 28, 2005

Oh, Glory Day - Barnes & Noble in my Neighborhood

Today was a great day. The new Barnes & Noble opened 1.5 miles from my house. A nice sized store with a roomy Starbucks inside. What a difference a bookstore makes to the neighborhood!

I bought the latest HBR, Psychology Today, and a little book called, On Bullshit. It is a teeny tiny book with perhaps the best title I have seen all year. And by best, I mean that it grabs your attention and you can't NOT look inside the book. I will tell you more about it once I read it, but here is how it starts:

"One of the most salient features of our culture is that there is so much bullshit. Everyone knows this. Each of us contributes his share. But we tend to take the situation for granted."

Most salient? Wow. An intellectual inquiry about bullshit. Cool. This is one of those moments when I say to myself, "why didn't I think of that?"

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I might like to write about one narrow topic in a way that did not put readers to sleep faster than the winter sun sets in Seattle.

If you were going to dedicate X number of months/years to one single topic, what would you select?

Did you know that people who write about cats have their own writer's conference? There are that many cat writers....... This year's conference is being held in Foster City, CA from Nov. 18-20 in case you are interested. What do they talk about for three days? Developing characters? Creating dialogue?

All the 2006 calendars were out too. Now, here is one of those misconceptions spurred by bookstores. Bookstores would like you to think calendars make great gifts. They even have special holiday envelopes to put them in now so you don't have to wrap them. But calendars are terrible gifts because we are all so particular about our calendars. Don't you think? And we are more likely to buy people calendars WE like than something THEY want.

Which is more embarrassing - being caught looking at the new issue of Urban Dog, or peeking at the smutty stuff? You can guess which one caught my eye. Hey, but they have a quiz that will tell you the type of breed you are. I bet I am a Siberian Husky - the rare line of the breed that prefers to live in the high dessert.

As I was in line to pay for my stuff, I noticed a book with the title,Why do men have nipples? That's a great question and a great title too.

Business books rarely have extraordinary titles, have you noticed? I can't even think of one.

Since this was their first day, the entire crew was pretty dumbstruck and clueless. But they were very nice. They did not get me to the book I was looking for, but I found On Bullshit instead, so it all worked out.

October 27, 2005

Death to Multi-tasking - Part 2

Tiredguy2

Three posts and a song.....

You have read my views on multi-tasking. I just had to share this very entertaining blable (blog fable) offered by The Coyote Within which is called, Coyote Tries Multitasking.

Quite funny, but with a FABulous message. You gotta read it. Here's a bit:

"All went well for while, until the work facing the two Coyotes built up again. The boss had noticed how much work Coyote was able to handle, so he added more.

"Oh dear," thought Coyote. "I'm back where I began. There's only one thing to do."

Now there were four Coyotes, all working hard. The boss was delighted at the increase in productivity, so he let a couple of Racoons go and gave their work to Coyote as well."

Skip over at Random Thoughts of a CTO offers this post that relates the downside of multitasking to blog reading (and then business) in his post called, Quality and Not Quantity Matters. I admit that I have done the same thing as Skip - I have reduced the number of blogs I am reading. I am also only reading them 1 or 2 times per day so that I do not get distracted (If you leave a comment and wonder why it takes me so long to respond, this might be why).

"I begin to find that not only did it take me much more time to read everything, but I wasn't getting the value that I had received before when the numbers were much lower. "

And while we are talking focus, you simply must read Evelyn's post called Focus Schmocus. I think her point about seeing what's important to you and where you are performing is excellent. Here's the money quote:

"If you must muster the will to whip a dead horse to focus and execute, maybe that's your cue, maybe it's quitting time."

All good stuff. Lots of people talking about focus. Me too! I fear that focus has become the new relationship, which has become the new communication. Those words we throw around to mean many things and fit many situations. Kind of ironic that focus has become a vague and amorphous topic, huh? Reminds me of a great Alanis song...

"It's like ten thousand spoons when all you need is a knife."

October 26, 2005

Simple Management Elegance

Management Issues offers this post called Bad Management Makes Australians Miserable. Well, I think bad management makes people miserable all over the world, but this interesting post shares information about a recent study that says the problem is pretty serious down under.

"Dissatisfaction was particularly marked in the insurance and banking sector, where fully two-thirds said they were unhappy with their jobs.

This was closely followed by the media and manufacturing sectors, with more than six out of 10 giving their jobs the thumbs-down."

What is it that people want? The post goes on to say:

"But as the report makes clear, the overwhelming reason for this widespread discontent is that managers simply fail to live up to the standards expected by their employees.

According to the survey, the two management traits that employees respect the most are 'the ability to follow up their words with action' and 'openness and honesty'."

AND

"Almost seven out of 10 employees do not believe that their management is open and honest and half think that managers do not listen to them. Seven out of 10 also said that managers ignore suggestions and criticism and a similar number complained that they do not provide regular feedback.

Unsurprisingly, more than four out of 10 (45 per cent) said that their management did not inspire trust."

Are employees asking managers to sing and dance like Fred Astaire? Play like Yo Yo Ma?
Do they want someone as intelligent as Leonardo DaVinci?
Are they expecting Peter Drucker?

No. What's MOST important is elegantly simple and within everyone's capabilities. Employees want a leader who keeps promises/agreements, listens, is responsive, and is honest and trustworthy. These are qualities we seek in life partners, friends, and community leaders.

I do not understand why we have a leadership crisis. If we expected more from our managers and spouses and from ourselves, people who did not meet our basics needs would not get jobs or mates.

This reminds me of something author Tim Sanders (Likeability Factor) said to me when I talked to him for the Boss's Day e-book project I did with 1800CEOREAD. I asked Tim what people should do if they worked for jerks. Here is his response:

1.    “If you have a candid and good relationship, you need to have a heart to heart conversation and talk about what they are doing to other people. This is difficult. I read in the book, How Full is your Bucket, that according to British scientists, boss-induced hypertension could increase the risks of coronary heart disease by 1/6 and the risk of stroke by 1/3. That ought to be motivation enough.”

2.    “Quit your job and make it public why you did. Tell the CEO. Tell them you want to work for an organization where you are appreciated. This is important feedback for this boss. If you keep working there, you enable this person.”

Interesting food for thought from Tim....

I think being great is very basic. We can all be great today. No need to muck things up. If we all resolve to be good stewards of our work and personal relationships, we can move mountains together. Then we apply technology, innovation, and our individual brilliance to rock our worlds.

October 25, 2005

Masked Manager

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Halloween is right around the corner, but I see you are already wearing your costume. Your mask is interesting, I like the the way it obscures your true features. You could be anyone! Maybe I don't know you at all. The cape flows and rustles when you walk. In and out of the room so fast. Your deep whisper intrigues. Oh, the stories you tell.

Masked Manager

Hide, shadow, hold back
Cold indifference seems easy
Really much harder

Some people enjoy costume parties because behind their masks they can be themselves without being found out. Our true, animated self feels vulnerable when exposed. It seems easier to curtail what we really think and feel.

I admire Richard Branson if for no other reason (but there are other reasons) than he lives out loud. He succeeds big and fails big, and is proud of it all. I have been peeking a few glances at this book, Losing My Virginity, in between writing and have found it quite a compelling read.

Also makes be a bit pensive. I realize I wear my mask more than I would like to admit.

October 24, 2005

Slow Leadership

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Adrian, over at The Coyote Within, has started a new blog called Slow Leadership. I like the premise for this blog, so I recommend you check it out.

Well intended leaders often rush through the day and do not take the time needed to optimally lead. Slow Leadership is dedicated to conversation about the tug and pull of time versus leading. Here is Adrian's description:

"It's about discovering ways to make the time and space needed to do the job of leadership as it should be done. To reflect, to consider, to pay attention to human needs and help others grow. Like the Slow Food movement that spread around the world, Slow Leadership aims to bring back the flavor and pleasure of being a leader."

I think this is a great idea and sorely needed. Perhaps this is why I believe that focus is so critical today. We using planners and blackberries and even GTD cannot bridge the gap that today's managers feel between what they want to do and what they actually accomplish. We need to carve out time for what's important and say no to many more things.

Together we can and should fundamentally change the way we work. I look forward to seeing how Slow Leadership evolves!

BTW - While in New Mexico, I had a husky that used to sing with the coyotes at night. I think she was getting hunting tips from the pack because she used to bring me bunny heads. Yuck. I think coyotes are interesting. Road runners, too.

October 23, 2005

Looking for a good quote....

Once again, I turn to you for ideas.

I am working on a chapter called, "Invite a Challenge." The main point of the chapter is that when we encourage others to challenge us and when we surround ourselves with peers who are great and can raise our game, we benefit. I then go on to explain how to invite a challenge in the average business setting.

Professional athletes know and talk about this all the time - when they play against the best, they raise the level of their play.

I am looking for a good quote or paragraph from a professional of some sort that shares this sentiment. It could be from the world of sports, business, or any area.

I am sure that in the biographies of Lance Armstrong, Tiger, Olympic athletes, Chris Everett, or the likes there might be something. Perhaps you have read something in an article about how an underdog won the big prize?

Another aspect of this is that when we are open to challenge, we are more likely to avert failure. When people know they can come to us and share what's NOT working, we can catch things before they get seriously ugly. Examples or quotes in this area would be great too.

If you know of anything I should look at, online or in print, leave a comment or email me at lhaneberg AT gmail DOT com.

Thanks so much!

October 21, 2005

Employment Attitudes Survey Results

On Tuesday I threw out a quick five question survey that about 40 of you responded to. Here are the results:

1. How much do you enjoy your job?
 

  • I thoroughly enjoy my job. 7.9%
  • I enjoy my job very much. 28.9%   
  • I enjoy my job some of the time. 52.6%   
  • I do not enjoy my job very much. 10.5% 

2. How satisfied are you with your career?

  • I am very happy with the direction my career is going. 15.8%   
  • I am somewhat satisfied with my career. 50%   
  • I am not satisfied with the direction of my career. 34.2%   

3. Are you or will you be looking for another job in the next three months?

  • Yes 55.3%   
  • No 44.7%   

4. If you answered yes, what are the reasons you are seeking a new job?

  • Relocation. Salary.
  • Distance from home, work/life balance.
  • Leadership not focused. No goals. Constant change in direction of company.
  • Middle-age change of direction thing. I really want a job where I can HELP people, directly. This conflicts with the need to sustain my current lifestyle/family preferences etc. Damn it's complicated!
  • Teamwork. Pay.
  • Figure that I'm just doing a lot of the same old thing and want something more interesting.
  • Growth, lack of concern about people at my current employer, low pay.
  • I will begin looking in the next three months, but I do not plan on actually moving for 6 months. There is a conference paper I plan on presenting in February which is one of the main reasons I am staying on. Also just getting married, and having my partner move jobs does not make this the right time to move.
  • Been in the same position for over 5 years with no promotion and little recognition. Not a bad job for what it is, but I have never done the same thing for more than 3 years before this one. I guess in one word it is passion. There is none here now, I need that.
  • 1. Company is being bought. Do not know if my skills will be appreciated by new owners. Also, do not know if I will appreciate the new owners? 2.I am 62 years old. I want to try something new. Maybe in a non-profit?
  • Bored Not empowered Not challenged Not appreciated or rewarded.
  • Higher pay -- no raise for the last few years in this small company. More opportunities.
  • To get more satisfaction in my life. I want to work for myself.
  • Ineffectual management and leadership in the company Negative stressed atmosphere Management seeking to discontinue creating software (I'm a programmer).
  • Unemployed.
  • My job is not challenging. Company reorganization is making it less so. I work for a small company so there is no room for movement.
  • Lack of opportunity at current employer (flat hierarchy). Not feeling valued. Currently studying MBA (sponsored by company) but management unwilling to exploit this new knowledge.
  • Change.
  • Use my education, knowledge and skills. New challenges. New opportunities. Better benefits.
   

5. List the top two reasons to stay in your current job.

  • Proprietary knowledge, lack of motivation.
  • Challenge. Current Team.
  • Don’t want to interview need the $$.
  • Security. Bonus soon.
  • Freedom to get involved in many differing areas of the business.
  • The people that are under me time that I have all ready have there.
  • The people and the culture.
  • Easy. Safe.
  • A nice blend of responsibilities that stretch my abilities. I enjoy the people I work with and for.
  • Best place to work in my area. Pays the bills better than any other place around.
  • Security.
  • No relocation involved, it‘s easy.
  • Conference paper presentation in February - Family life, we need a stable income for the next 6 months.
  • Money, new challenges.
  • Wife is transitioning career (stability). Recently married with high debt load (safety).
  • It is not a bad job and I make a comfortable living with little perception of that lifestyle being at risk.
  • Enjoy mentoring. I have accomplished some good things here.
  • Hard to find another job. Work with good people.
  • A short commute from home don't have to dress up or wear makeup.
  • Lots of potential for training and development. Plenty of holiday time and not much pressure.
  • Benefits Security.
  • I'm an independent consultant and I get to choose when, where and with whom I work. (Is that one or three?) My consulting is the kind of work I want to do. (Finding the clients isn't so fun.)
  • I have an unusual disability which my current employer accommodates. This will make it difficult but not impossible to get a new job. I will lose my seniority. I can build it up again.
  • Sponsorship of MBA overall strategy and vision is good, even if actual delivery is weak.
  • Unique challenges every day and rapidly changing global dynamics that will make it more interesting in the future.
  • Money. Sense of achievement.
  • Close to home.
  • 1.Difficulty to find something fulfilling with a descent salary. 2.Good salary.
  • Travel. Security.
  • Pays the bills.
  • New program with new position on the horizon will at minimum be a resume booster for the jump out. At least the people I work with aren't so bad.
  • 1. Provides me with interesting problems, customers and projects. 2. I get a lot of responsibility and trust given my age/experience.

Thanks to everyone who participated. I realize this is a small sample number and I am in no way suggesting this is scientific. It is food for thought.

It is interesting to see the various reasons and the interplay between intrinsic and extrinsic rewards. It seems as though needs of security are more often the reason people stay. Makes sense from an individual perspective but it is a scary thought thinking of it from an HR perspective. Low turnover is only good if people are staying and staying engaged. One of the potential downsides of being the employer of choice in terms of pay and benefits is that people may not leave when it is clearly time they move on. I am not suggesting you lower your pay and benefits, mind you, but we do need to ensure that we give people better reasons to stay.

I also find the "middle-age change" comment interesting. There are several reports that say that baby boomers are seeking meaningful experiences in drives. This is part of the middle management drain many organizations are seeing. The younger generation does not seem to be as interested in middle management. The cure? Change middle management! It needs to change anyway.

That said, I can totally relate to the middle-aged change thing....I feel it myself and this has fueled many of my decisions over the last two years. And I would like to thank all my blog readers because you help me stay young, current, and hip! :-)

I am hip, right? Wait a minute....don't answer that....

October 20, 2005

NFL Huddle Question

Can anyone tell me, in the NFL, how many seconds each team has to huddle before they get a penalty? Could not find it on Google. Thanks.

Taking my own medicine....

I am working on Focus Like a Laser Beam, and I have found that my primary repetitive distraction is email and seeing the blog aggregator number climb. And having ADD, I find seeing that I have email messages waiting to be too much of a distraction to resist. I am getting better about shutting both down for blocks of time. I think it is important to define the length of the block as it eases anxiety. Heading into a two hour block right now.....

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