Monday, June 1, 2015

Impossible Conversations: The Utopia of Rules: On Technology, Stupidity and the Secret Joys of Bureaucracy


Kent Aitken RSS / cpsrenewalFacebook / cpsrenewalLinkedIn / Kent Aitkentwitter / kentdaitkengovloop / KentAitken


“Well, that’s the last bureaucrat hung with the guts of the last priest!” “Let’s all sing!” - title page comic

“Nightmare people shape our culture.” - Amazon.com review

Bureaucracy gets a bad rap, and the above sentiments are only a scant sampling of the charges leveled in its direction.  But critiques of bureaucracy often come in a knee-jerk format (e.g., “What idiot thought it’d be a good idea to spend six months ripping up an intersection to put in a roundabout?”) that tends to dissolve upon investigation or reflection. David Graeber went far, far deeper down the rabbit hole.

The Utopia of Rules is a sprawling series of essays on the nature of bureaucracy, its origins, and why people secretly like it - at least, why the people behind it like it:

  1. Dead Zones of the Imagination: an Essay on Structural Stupidity
  2. Of Flying Cars and the Declining Rate of Profit
  3. The Utopia of Rules, or Why We Really Love Bureaucracy After All

Graeber framed his book as an effort to start a conversation about whether or not bureaucracy (in its current forms) is an imperative in our world, which is fair. Much food for thought, few resounding conclusions or paths forward. And to reiterate: sprawling. Graeber will leave you hanging for a good thirty pages sometimes before you even get a sense of the point he’s driving towards. 


Nick CharneyRSS / cpsrenewalFacebook / cpsrenewalLinkedIn / Nick Charneytwitter / nickcharneygovloop / nickcharneyGoogle+ / nickcharney


There’s a certain irony in Kent’s concluding notion that Graeber’s work is sprawling and leaves you hanging for extended periods of time before you get a sense of the point he’s trying to make … It kind of makes you wonder if his critique is intentionally analogous to that which he is critiquing. Regardless of whether it was by design or by neglect the result was the same, the number of pages I dog-eared declined dramatically the further into the book I read. 

That said, if you want some zingers about the bureaucracy, Graeber is your man: 

“The most  profound legacy of the dominance of bureaucratic forms of organization over the last two hundred years is that it has made this intuitive division between rational, technical means and the ultimately irrational ends to which they are put seem like common sense.” (p.40)

Again, like Kent said, zingers yes, solutions path, not so much and as a result, the book just didn’t live up to my expectations.


Kent AitkenRSS / cpsrenewalFacebook / cpsrenewalLinkedIn / Kent Aitkentwitter / kentdaitkengovloop / KentAitken

Unlike The Black Swan, there's no way to quickly sum up the point or the key takeaways on this one. I was with Graeber through the introduction, calling for an investigation into the nature of bureaucracy. However, he followed that lead with a dive into interesting but highly abstract possible elements of bureaucracy — bureaucracy as the threat of violence, or bureaucracy as the elimination of the possibility for human play and imagination — which I don't see as a good starting point for most people who'd need to be a part of that investigation. 

Friday, May 29, 2015

Pulling the Trigger on Chekhov's Gun


by Nick Charney RSS / cpsrenewalFacebook / cpsrenewalLinkedIn / Nick Charneytwitter / nickcharneygovloop / nickcharneyGoogle+ / nickcharney

Anton Chekhov was a Russian author and playwright and is largely considered one of the best short story writers in history; the term 'Chekhov's gun' is said to have come from a piece of advice he shared with other writers:
"If you say in the first chapter that there is a rifle hanging on the wall, in the second or third chapter it absolutely must go off. If it's not going to be fired, it shouldn't be hanging there."

Chekhov's warning is simple: guard against extraneous detail
Guns are powerful images. They invoke a particular meaning, they carry with them great potential for danger and death. To give something as symbolic as a gun attention within a narrative is to signal to people that they should pay attention. However, if nothing comes of it, if it is never used, they can feel confused or let down. Chekhov's view is that every detail must have purpose and if you as an author give something significance early in a story, it is incumbent upon you to follow through and actually use it as a plot element.

The way of the gun
However, Chekhov's advice is neither limited to guns (it could be equally applicable to any detail, object, setting or circumstance) nor narrative story telling. As a principle, it applies equally well to both employee/stakeholder engagement efforts (e.g. Blueprint 2020) and innovation infrastructure (e.g. Innovation Labs). These are both highly charged areas where expectations run high and even the fine details matter.

The decision makers shaping these initiatives are no different than Chekhov's short story writers. They are responsible for crafting the narrative. They introduce elements, set the tone and set the action in motion. In so doing they create meaning and expectation, whether they intend to or not. If they don't pay close attention, a misstep or misleading detail will undermine the experience (and thus the resolve) of those working along side them.

My advice is simple
Success in these endeavours ultimately hinges on the willingness and ability of leaders to pull the trigger on Chekhov's gun.

Wednesday, May 27, 2015

Heritage Moments Had It Right


by Kent Aitken RSS / cpsrenewalFacebook / cpsrenewalLinkedIn / Kent Aitkentwitter / kentdaitkengovloop / KentAitken


I had high hopes for a long deep dive of a post today, but got caught at a fascinating debate (and post-debate pub debate). So, for today:


In one minute, here's a Canadian innovation from 1980:


They had it right.
  1. Understand and consider both old and new approaches.
  2. The solution that's easiest for people to implement and maintain is often better.
  3. What works beats what shines.