Archive for January, 2007

Jan
09

Division of Labor, crises of

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Knots On this point, economists and anthropologist agree: we divide labor to specialize, and when we specialize, good things happen.  For the economist, the division of labor creates wealth.  For the anthropologist, it creates society. 

The anthropologist studies the hunter and gatherer where the division of labor is rudimentary.  Roughly: men hunt and women gather.  Otherwise, labor is not much differentiated.  Durkheim called this mechanical solidarity: a condition in which everyone knows and does pretty much what everyone else knows and does. 

It is precisely when labor is divided more finally that more complicated social worlds begin to emerge.  With the division of labor comes the accumulation of value, differentiation of social groups, distinctions of status, emergence of hierarchies, and the multiplication of difference.  Now each person, group or class does not necessary share what it knows and does.  People and groups become relatively mysterious to one another.  (I sometimes wonder if our use of the term mystery owes anything to the fact medieval guilds were so called.  Probably not.)

The economist picks up the story well down the evolutionary path where we find the division of labor becoming ever more intense. By doing a smaller part of a larger process, each worker becomes more efficient, more productive, and eventually more prosperous.  In Adam Smith’s famous example, the man who insists on making a pin by his own solitary effort will likely make no more than one pin a day.  Those who consent to take up one of the 18 tasks necessary to make a pin can participate in the manufacture of 48,000 pins a day. 

The contemporary corporation has an ambiguous relation to the division of labor.  It wouldn’t likely exist unless labor were well divided.  But it is often tempted to see how much of the division of labor can be contained within its walls.  Every so often, people  like Hamel and Prahalad must remind the corporation about its "core competences." The corporation downsizes, (and then of course secretly begins to sneak in competencies so that the cycle will have to repeat itself).

So much for the preliminaries.  Here’s what’s bugging me.  The division of labor is one of the ways the corporation makes itself more intelligent, opportunistic, and successful.  But this is not indefinitely true. With every additional division of labor, the corporation must become better at communicating between laborers.  In the 20th century, this was a difficult problem but not an intractable one.  Business theorists and business schools improved our ability to signal successfully across the corporate system. It was possible (often only just) for marketers, designers, operations, human relations, senior management, the street, the lab, the agency, and the consumer to stay in touch.   

Whatever its difficulties, the idea of divided labor was above reproach.  Yes, we could see it had costs.   Many of the corporation’s best ideas died in committee.  Response times were slowed.  Process overwhelmed objective.  (This is one of the reasons that we had to be urged to "manage by objectives.")  But by and large, the division of labor was seen to be worth it. 

The first inkling that we would have to rethink this equation came perhaps in the 1990s.  There emerged a world the corporation had never seen before.  An entire industry came up in about 5 years.  We are now accustomed by this rate of change.  We yawned by YouTube went from nothing to $1.6 billion of value in no time at all.  But in those days, this was troubling data.  It was not as if we had no prior warning.  It’s just that we were actually now going to have to heed these  warnings.  The advice of gurus like McLuhan and Toffler was no longer merely "fun reading" filled with "whacky propositions."  It was now installing itself as a formidable reality.

One of the things that began to dawn on us is that the corporation might now be living in a world in which it was no longer able to communicate successfully across its many divisions.  Darn it!  For the first time in its career, the corporation was having to contend with the fact that more division of labor might actually diminish the efficiency of the corporation.  Thus came the call for flatter organizations.  Horizontal differences were being removed from the organization.  Thus came the call for leaner organizations.  Vertical ones were being removed as well. 

That was the idea anyhow. The reality was something else again.  Many corporations found themselves badly gummed up.  The private sector was now beginning to look like the public sector, a place full of lumbering inefficiencies, people who didn’t quite get it, communications knots and lacuna that preventing the accustomed, the necessary swiftness of the corporation.

The corporation’s new inefficiency was complicated by diaspora of talent, a virtual Pakistan in the making, where certain people began to abandon the corporation for consulting, and those who remained where often tortured by the new regime of inefficiency.  The latte hadn’t signed up for this.  Many had joined the corporation to add exoskeletal powers to their own.  Now, they might as well be the captives of a Museum where everything grinds fine and slow, when they ground at all.

What do we do?  One thing we can do is to begin rethinking the hallowed notion of a division of labor.

References

Durkheim, Emile. 1893.  The Division of Labor in Society.  New York: The Free Press. 

Hamel, Gary and C.K. Prahalad. 1990. The Core Competence of the Corporation. Harvard Business Review. 68. 3. May-June. pp. 79-93.

Smith, Adam.  1776.  An Inquiry and Causes of the Wealth of Nations.  Volume 1, Book 1, Chapter 1, Section 4.  See the Liberty Fund edition on line here.

Acknowledgments

Thanks for allposters.com or the poster of knots here

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Jan
08

Your faithful correspondent at Conde Nast

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Conde_nast_003 I visited Allure Magazine in the Times Square building of Conde Nast last week.

I got to see what can only be described as a "photo pour."  A editor works in a smallish room with her two assistants as if sitting on a rope bridge over an Andean river gushing fat with spring run off.  The photos pass before her in the thousands. She is charged with making choices that she will pass upward to her editor, the editor of Allure Magazine.

I felt like shouting, "What about that one?  Hey, what if you missed that one!"  Ok, sure, I suffer Monk-like indecision. ("These socks or these ones?") So this is bound to impress me.  But as the photos poured past us, my anxiety grew.  How can the editor be sure she doesn’t want that batch.  And more pressingly, how can she spot the one photo she wants as it races by?  The ratio of churn to choice must be something like 2000 to 1. How can she know?

Yes, maybe it’s a matter of Gladwell’s Blink.  It is also a matter of Bateson’s Ecology of the Mind.  This editor’s powers of pattern recognition are porous.  She has been trained, prepped by her editors, and recalibrating by last night’s 60 Minutes and this morning’s New York Times.  Conscious choices are constantly being fed into the unconscious field.  Most blinks start as a wink (and an editorial nod) from someone or something.  This editor is programmed and self programming. 

What’s weird is that the editor is not just choosing good photographs.  The photos she choses have the ability to arrest our attention and program us.  Ah, yes, that photo captures the celebrity of the moment, and exactly how and why she is the celebrity of the moment.  Ah, here’s a photo that captures the trend that matters now, and yes, that photo helps show me what makes the trend compelling.  This editor is choosing photographs that diminish the noise of contemporary culture and make good on every Conde Nast magazine’s promise: that the reader is now a little more calibrated, a little more part the loop, and a little less overwhelmed by the Andean rush of contemporary life.  By choosing photographs, this editor is, in a much better than trivial sense, choosing us. 

The Frank Gehry cafeteria was a revelation of its own.  As if to satisfy my fondest hope of a celebrity sighting, there at the "first table" was Anna Wintour, the editor of Vogue.  As luck would have it, Ms. Wintour was surveying the room.  Now it was in the Renaissance, a  very big deal for anyone at court, to fall, even for a moment, within the gaze of a monarch.  Did I pass muster?  Hard to know.  For the record, I was wearing a black mock turtle neck, gray flannel pants, while carrying a briefcase, a green apple and a bottle of Root beer.  I wish now that I had been juggling the latter but you can’t have everything. But I feel certain I made an impression.  I mean who wears gray flannel pants these days?
Conde_nast_001
The restaurant is a kind of cafeteria, a good cafeteria to be sure, the best company food in the city, so they say at Conde Nast.  And this means that people have to stand in line.  And this means they have plenty of time to scope one another out. This is a "gaze economy" of major proportions. 

It’s a slightly anxious place, because a) everyone looks fabulous, except of course your devoted anthropologist and, b) they are engaged in the activity that threatens their fabulousness, eating.  This is a world in which a carrot stick counts as calorie loading. 

Design to the rescue.  Or at least Mr. Gehry to the rescue.  As you leave the cafeteria, you pass a running, reflective wall that makes you look 10 pounds lighter.  (This photograph, above, captures the line of the wall, but it has now been resurfaced with something silvery.)  I will tell you in my mock turtle neck and my gray flannel pants, I had an anti-narcissistic moment, I can tell you, and resolved then and there to lose twenty pounds and ditch the flannels.  I mean, really, who is that guy?

Jan
05

épater les bourgeois

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Experts An anthropologist who studies America is struck by the fact that there are some people in this culture who believe they know better than other people in this culture.  It’s not always a delusion and when indeed they do know better, we are well served.  Smart, thoughtful people give us the benefit of their advice.

But too often the critics act as if they are they only ones who "get it," that without them the rest of us wander without light, unable to see what is wrong, unable to see that something is wrong, and certainly unable to put wrong things right. 

Here is A.O. Scott in today’s New York Times

[T]he phenomenon of family viewing – the mothers and fathers of American taking their children to the movies – has become a central cultural activity consistent with the highly participatory style of parenthood currently in vogue.  I would not wish it otherwise, but I also worry that the dominance of the family film has a limiting, constraining effect of the imaginations of children. 

Here the film critic presumes to know what happens in the interaction between child and family film.  Mr. Scott may actually have done research here or consulted those who do, but I would be very surprised if this were the case.  No, this is the almost certainly something that has just occurred to Mr. Scott.  It is his little worry, a stray thought.  Now, lots of us have lots of stray thoughts and some of us are shameless in our efforts to blog and flog these thoughts.  But only a few of us presume to issue a "cultural advisory" of this kind, as if Mr. Scott were a tweedy version of the Director of the Center for Disease Control and called upon here to put the nation on alert.  ("Honey, where’s that Jules et Jim DVD? Tommy’s seen Shrek so many times his eyes are starting to roll back in his head.") 

But that the real problem is not the alert, it’s that the alert is always the same.  Oh, look out, popular culture is dumbing down and bottoming out.  In this case, that movies has fantastically imaginative as Nemo are putting our children at risk. Evidently, these critics believe themselves to be the canaries in the coal mine.  When they exercise their higher faculties it is to see what we cannot, that our culture is in trouble.  It is this presumption (this arrogation) of superior knowledge that puts my teeth on edge. 

Oh, sure, I’m sure there are moments when warnings are in order.  But warning is the critic’s penny whistle. Really, there are only so many tunes it can play.  The trouble is there is a lot of other, more pressing, critical work to do.  Indeed, the warning function of the critic is now so reflexive, it does not represent a genuinely analytical or explanatory accomplishment.  Now, it’s just yet another blast on dime store plastic.  The anthropologist can help feeling that there are other things to observe, but as long as the critic is captive of critical orthodoxy, the real work of anthropology (or whatever one calls one brand of pattern recognition) goes undone. 

We know where this comes from the what Lionel Trilling called the “subversive” role of the critic: “to detach the reader from habits of thought, giving him ground from which to judge and condemn the culture around him.”  Now that the culture has escaped the uniformities and conformities of mass culture, this work is done. (I wonder if it was ever necessary.  I think popular culture rehabilitated itself.  Aaron Spelling lived long enough to see TV transform itself.  What displaced or at least transcended him, was the likes of Homicide’s Tom Fontana and The Wire’s David Simon, and not Lionel Trilling’s intellectuals.)

Anne Thompson has a great column today in the Hollywood Reporter.  She described the new novel by Tolkin, Return of the Player.  (Tolkin wrote The Player the Altman made the basis of his famous movie of the same name.  Anne is very  kind but it is hard not to suppose that Tolkin is not applying old model criticism to a new model world. 

Return of the Player provides a moral dissection of the values of the entertainment world’s moneyed elite.  It’s about how panic, selfishness, greed and fear can "drive you to do things you shouldn’t do," [Tolkin] says.  "It’s about the difference between panic and social responsibility."

This is boiler plate and the very stain that every word smith wishes to inflict about tinsel town.  But when we read on we discover that some of the fear and panic comes not from greed but something else. 

"The entertainment industry has been unsure of where things are going, how to conduct business, what movies should be or what entertainment is. It is TV, or a download?  Everyone was grabbing at what the Next Thing should be.  I was interested in that anxiety, fear and panic.  That’s what the book is about."

Hmm.  If this is what the book is really about, it’s not about Hollywood, it’s about all the world. Everyone is grabbing at what the Next Thing will be.  Our professional lives depend upon it.  At least the Hollywood execs are coming to terms with the world as it is, which is more than can be said for the camp that promotes critical orthodoxy. 

But am I not the author of a massive contraction?  Do I not presume to know better when I criticize critics for presuming to know better? No and here’s why.  I never think its my job to give warning about what is happening in contemporary culture.  (Let this blog be entered into evidence.)  It’s my job to describe it and to have a go at explaining it.  My private feelings are a private matter.  I may be appalled by My Super Sweet 16, but that doesn’t matter.  The last thing the world needs is another Mr. Smarty Pants rendering judgment.  I can’t believe our patience has held out so long.  Surely, the time will come when we repudiate the experts.  (For a wonderfully quiet act of repudiation, see the article by Chris Hedges on Mark Chrispin Miller.)

No doubt I feel too passionately about this issue because I’m Canadian.  Wha?  I was raised on the West coast of Canada where we were the constant recipient of moral advise and policy directives from the mandarins in Ottawa.  We thanked God we were thousands of miles away from the center of things, and a little sorry that telegraph, telephone, and newspaper distribution stretched far enough to reach us.  We hoped that one day Canada Post would break down, that mountain paths would fill in, that train tracks would twist and buckle, that cloud cover would prove inpenetrable, and that finally our betters would just shut up and leave us alone.  I don’t know what we thought we would do with our little village in the rain forest but at least our mistakes would be our own.

But I digress.  The point I wish to make here is that fantastic intellectual resources are now locked up in the "critical" school of cultural commentary.  We can only release these resources when we persuade the offenders to give up judgment and take up the work of explanation, or at least investigation.  More plainly, no more pony rides on the high horse of righteous indignation.   No more cultural advisories from the Center for Disease Control.  Cease and desist judging us from on high.  Or as my dear friend Hargurchet Bhabra used to say, it isn’t popular culture anymore, it’s our culture.  Judge it if you must, explain it if you can. 

References

Hedges, Chris.  2001.  Public Lives: Watching Bush’s Language, and Television. The New York Times.  June 13, 2001. here

Scott, A.O.  2007.  And You’ll Be a Moviegoer, My Son.  The New York Times.  January 5, 2007. here.  

Thompson, Anne.  2007.  Risky business: Tolkin’s new "Player" in everyman territory.  The Hollywood Reporter.  January 5, 2007.  here.  subscription required.

Thanks to Zyra for the image.  See Zyra’s website here.

Jan
04

Lunch at the City Limits

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City_limits_diner Tom Guarriello and I met for lunch yesterday in a little diner in Stamford. 

Three things came up. 

Something 1 (aka innovation and the corporation)

Tom Abate left a comment on this blog that was still ringing in my ears when I met with Tom Guarriello.  (I may not always respond to comments but I take them all to heart.)  Tom A. suggested that innovation is the buzz term of the moment and that it is now a untrustworthy term, over used and under thought.   

Tom G. and I fell to thinking, "What if he’s right?"   What if the problem is not innovation?  I think Tom and I decided that the real problem is probably dynamism, specifically that the world has got more various, more changeable, more discontinuous, and therefore harder to stay in sync with.  (Tom will forgive me, I hope, if I am misrepresenting him.) 

In this view, innovation is a symptom of a larger problem.  Innovation matters because dynamism is upon us and the corporation is in danger of falling out of sync.

To make "innovation" our key concept is to invite two particular errors. 

1.  that all the corporation and senior management needs to do is to tap more and better ideas

2. that the managerial problem is therefore innovation management

In point of fact, the challenge to senior management is much more grave. It is not enough to create a skunk works or hire more people who can "think outside the box."

The problem is to make the entire organization more adaptable, and to learn the secrets of dynamism management.  (CEO note to self: Buy copies of Virginia Postrel’s The Future and its Enemies for everyone.)  A mere skunk works won’t do it, not when every function and hire now needs rethinking and retooling. (I think it’s probably true that this expanded understanding of innovation is entirely clear to A.G. Lafley who has renovated P&G top to bottom.)

Something 2 (aka hiring at Google, or peopling the corporation with difference)

Tom and I also fell to talking about one of the stories in the new bite-size Wall Street Journal.  We had both read an article about Google and its search for the perfect hiring algorithm.  We agreed that one of the ways to staff the corporation with people who are "future-ready" is to hire people who are both loyal insiders, and devout and devoted outsiders. 

What Google wants is someone who is both really good a programming or systems design, say, AND have a deep and abiding interest in, say, the biology of Brazilian rain forest. (Least case, we are talking about people with a diversity of deep interests.  More dramatically, we are talking about people with quite different identities.) Why?  Because there is no substitute for someone who thinks about things from an entirely different point of view. 

This is an advantage that begets an advantage.  Once someone has mastered one additional identity (or deep interest) it is easier to master new identities in the same way (and perhaps for the same reason) that knowing one additional language makes it master more languages.  The candidate has learned to learn.  And this means that the candidate has solve the very pattern recognition that the corporation will need to prosper in a newly dynamic marketplace.  (The corporation is now a little like a star ship headed for many galaxies, each of which has new scientific and social puzzles to work out.)

This issue here is not just thinking about outside the box, but actually have a summer home there, long standing acquaintance, perhaps even "landed" status. Why is this useful?  It makes certain kind of problem solving vastly more likely.   I believe that Jonathan Miller discovered an essential secret about our culture’s idea of authenticity while directing a stage play in London.  IDEO learned something essential about the design of the emergency room by understanding the NASCAR pit. 

Something 3 (aka the virtue of small groups)

We know that the small is particularly beautiful in the corporation.  The team that created the iPod is tiny.  The team that created the Motorola Razr was tiny.  Small works well because it reduces the number of people who have to be party to (and sign off on) the act of creation.  The corporation often has really good ideas but these are murdered in committee, the victims of silos, turf wars and bureaucratic inertia. (I saw this very clearly when I worked in the museum world.  When you asked 3 people to create an exhibit they could astound you.  If you asked the museum "process" to do it, the results were stupefying.)

Small teams have a peculiar condition.  They demand that team members are capable of doubling up, assuming more than one function.  Silicon Valley learned an interesting lesson here in the last bubble.  The man who was the CEO for one start up returned to the CFO in the next.  The CMO would return as head of HR.  People were trading hats with each new iteration.  It turns out that new companies that had overlapping competencies of this kind worked faster and better. Everyone was better at solving every problem.  Small is not just beautiful.  It is brainier as well.  But only if this "many hats" condition is satisfied. 

All the "somethings" together, the case for multiplicity

The upshot of these "reflections" is the new importance that needs to be attached to multiplicity.  We need hires who bring multiple identities, in this case, extra-Google identities, with them when they enter the corporation.  (This helps supply the creativity on which innovation depends.) Second, we need hires who will be voraciously curious and appropriating once they take up residence in the corporation.  We need employees who will master their own positions and begin to "hoover up" the skill sets of the people with whom they work.  (This lets them do the double and treble duty on the small teams that innovation demands.) 

Oh, the things you can learn in a diner. 

References

Abate, Tom.  2006.  Comment to the post "Innovation and the University."  This Blog Sits At the Intersection of Anthropology and Economics.  December 26, 2006.  here.

My apologies, but I cannot find the WSJ reference for the Google story.  Mysterious. 

Thanks to  Agility Nut for the image of the Diner.  For more, to here.

Categories : multiplicity watch
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Twohalfmen I watched heroic quantities of TV over the holidays.  And I was struck by how much comedy now comes from characters who are self interested, self serving, self aggrandizing. 

I’m thinking of Charlie Harper played by Charlie Sheen on Two and a Half Men, and Barney Stinson, played by Neil Patrick Harris on How I Met Your Mother.  Both Charlie and Barney are in it for themselves. They have no empathy.  They have no principles.  They have no shame. They are serene in the knowledge that they are without moral reflex of any kind…and that that’s ok.  The rest of us a struggling to live a good life (more or less, give or take) and these guys just couldn’t care less. 

There are British origins to this character, let’s call him the unapologetic male.  John Cleese’s character on Fawlty Towers, Martin Clunes’ character on Men Behaving Badly, and Rickey Gervais’ character on The Office all made a contribution.  It is worth pointing out that these British tokens of the type were just as likely to make us cringe as make us laugh, whereas the American instance is appealing even when appalling. 

American contributions came from Phil Hartman’s character on NewsRadio, David Spade’s character on Just Shoot Me, Jack on Will and Grace, and perhaps even, and distantly, Archie Bunker from All in the Family.  There is a bit of the SNL Bill Murray and a bit of Mike Myers’ Austin Powers, but there is a difference between being self possessed and being self centered.  And there is a bit Will Ferrell’s Ron Burgundy but there’s a difference between self centered and dumb as a post.  Ron Burgundy is too dim to know better.  Charlie and Barnie know exactly what they’re doing. 

The unapologetic male is a species that appears only in comedy.  And this must be because someone who acted like this in a simulation of real life would be intolerable.  He would, in fact, be Borat.  The unapologetic male always exists always in a series (and not a one-off movie).  We have to get to know him.  We have to grow to love him.  It takes awhile to forgive him.  Something.  But duration counts here.

The unapologetic male is a still minority face in TV comedy which continues to be dominated by characters like Frasier, The King of Queens, Old Christine, Will and Grace, or the Seinfeld crew, all of whom are usually struggling to do the right thing, and ruefully bad at it.  Is it just me, but does the unapologetic male appear to be gaining on the outside.  Is Charlie Harper the future of TV comedy. 

Why is the unapologetic male so funny?  Well, I guess that everyone likes what William James called a moral holiday, the occasional moment when the rules of decency do not apply.  But Charlie Harper and Barney Stinson are always on moral holiday.  Surely, we should tire of them.  Why aren’t they a one-note whistle, predictable and finally annoying.  But this is wrong too.  Charlie and Barney are characters that comedy writers love to write for and we love to listen to.  It’s as if our expectation of the wrong, selfish, abominable thing never goes for enough.  Charlie and Barney are always one step ahead of us. 

I think the Basil Fawlty character worked in England because the English are generally speaking more careful, more exacting in social life.  Watching someone shambling and shameless is good fun.  But we Americans are not so constrained.  Haven’t we always been famous for our candor and freedom?  Perhaps this was only the case when we didn’t really have to pay attention to different points of view and new diversity-borne delicacies in the workplace.  Maybe Charlie and Barney represent the "good old" days when Americans weren’t proceeding with caution.  I really hope this is not it. 

We could look at the unapologetic man as progress, an evolutionary development even.  Feminism demanded a more sensitive male, and the likes of Alan Alda obliged.  Then Madonna sounded the all-clear signal with her "boy toy" video, and many men took this as license to retire to Morton’s, order steak and whiskey, and return to the old rules of gender.  In fact, many males began to think of themselves as "dogs," as big, stupid, but lovable, brutes driven by appetite, capable of only the smallest, simplest niceties.  The unapologetic male, at least he’s a step up.

Jan
02

Mismatched obit pairs

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The obits painted an odd picture of our culture this year.

I mean I can see how a culture could produce a James Brown.  I can see how a culture could produce a Gerald Ford.  But James Brown and Gerald Ford? 

It’s almost impossible to think about these two in the same thought.  You have to shift frames and assumptions like crazy.  And sometimes you can’t.   It’s like having one foot on the dock and the other in the row boat when the two suddenly part company.  Mismatched pairs are hard to think.

But Brown and Ford are the only mismatched pairs for 2006.

Aaron Spelling, check.  Mickey Spillane, check.  But Aaron Spelling and Mickey Spillane?

Robert Altman, ok.  Steve Irwin, ok.  But Altman and Irwin? 

Oriana Fallaci, ok.  Don Knotts, ok.  Fallaci and Knotts? 

We are a mysterious people. 

Acknowledgments

With thanks to Down the Avenue for the December 31, 2006 post "Deaths, Deaths, Deaths" here.

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