Creativity Shouldn’t Be Euphemism For Doing More With Less

by:

Joe Patti

Continuing on the theme of employee turnover that I wrote about last week, I wanted to harken back again to an early post I made about Johns Hopkins study saying that the non-profit sector wasn’t having as big an issue with turnover and recruitment as had been widely reported.

I checked and they haven’t seem to have done a follow up report specifically on this issue since then.

At the time I took a pretty skeptical view of some of the responses collected. I don’t doubt that those were the responses, they received, it was just that the responses themselves seemed a little dishonest.

In particular, I questioned the responses reported in figure 6 on page 5 where those surveyed claimed the largest benefits to employee turn over were to the budget and creativity.

In my post I wrote,

The positives about the budget are obvious. Not having to pay someone helps save money. I am uneasy about the staff creativity result because I think the go to position for so many non-profits when they face staff shortages of any sort is to smile and determine to work harder and smarter.

I suspect creativity claim is actually a ploy to cope with the increased workload and is a facade for the damage to morale and feeling of burnout. Having been in similar situations, I imagine that the creativity manifests itself in penny pinching steps akin to my grandmother washing aluminum foil and hanging it on the line to dry so it can be reused.

Everyone stands around and congratulates each other on how clever they are to be so thrifty. Then go back to their offices and skip lunch so they can get all their work done, their hunger pangs temporary dulled by the recently shared optimism over how creative the staff has become.

Cynical as you may think this is, the same chart seems to provide some support to this idea given the largest negative impacts are to staff productivity, burnout and morale, in that order.

Why People Leave Jobs, It Isn’t What You May Think

by:

Joe Patti

I am going to be on vacation for the next couple weeks. As is my practice, I will be featuring some of the more interesting/thought providing posts from my archives while I am away.

At the risk of making my employer worry that I am not coming back, I wanted to draw attention to an entry I wrote nearly a decade ago about why people leave their jobs.

In that entry I quoted an article by Matthew Kelly where he noted,

“The #1 reason people leave a job is not because they have a dysfunctional relationship with their manager or because they don’t feel appreciated. They leave because they cannot see the connection between the work they are doing today and the future they imagine for themselves.

When employees believe that what they are doing is helping them to accomplish their personal dreams they can tolerate quite a bit. I am not saying that they should, but they can. Without some understanding of the connection between their daily work and their future, employees will leave for the most trivial reasons”

This sentiment is more commonly acknowledged as motivator now than it was back then. In addition to talking about what motivates people to stay or leave, Kelly also lists the costs of employee turnover which include recruitment, training, lost business and productivity.

Values Don’t Come Cheap

by:

Joe Patti

Creativity Post had a good piece last week about simple business rules that complements Vu Le’s recent Nonprofit With Balls post on developing organizational values. Both pieces caution against making facile declarations and assumptions about how you will operate.

For example, Vu relates how he and his staff took months

“…developing a list of five core values and the team agreements associated with each one. Many of these behaviors came at great costs to the organizations, results of lessons learned from terrible experiences, some of which were due to my own leadership failures for not institutionalizing our values.”

He goes on to relate the deliberate process they used to create these values, encouraging others to use it as a model.

On Creativity Post, Greg Satell, address how meaningless it is to declare you are making an effort to “win the war for talent,” “focus on your core competencies” and “enhance shareholder value.”

But by relying on those simple rules and slogans, we often fail to think things through. If we merely say, “we have to win the war for talent,” we are less likely to think about what kind of talent we want to develop. Reducing decisions to “focusing on the core” negates serious analysis of threats and opportunities. Shareholder value is basically a license to do anything.

The truth is that the real world is a confusing place. We have little choice but to walk the earth, pick things up along the way and make the best judgments we can. The decisions we make are highly situational and defy hard and fast rules. There is no algorithm for life. You actually have to live it, see what happens and learn from your mistakes.

Given that last line, it may not be a great coincidence that the “operating rules” that Vu Le and his team created were born of lessons learned from mistakes and mistypes.

Only Those Who Understand Humanity Are Qualified To Sell It

by:

Joe Patti

It recently struck me that when people encourage students to go into STEM or business as careers, they may be underestimating the importance they place on daily human interactions and are taking them for granted.

Last month, there was an article in the Washington Post suggesting that people with liberal arts backgrounds will be hot commodities for technology companies. The value these people bring is their ability to help technology simulate human interactions.

Personal assistants like Siri, Cortana and Alexa are increasingly becoming an area of focus of development. The personality development teams work on backstories for the assistants and are responsible for evaluating whether flaws in speaking patterns in syntax make them more relate-able or too informal for their purpose.

The personalities for the artificial intelligences can’t be too perfect, but they also can’t be so flawed that you can do things like trick them into cursing. (Of course, people have been tricking kids toys into cursing for years, so nothing is perfect. NSFW)

There are thousands of subtle decisions that go into shaping the “personalities” of these assistants.

At a recent meeting of Microsoft Cortana’s six-person writing team — which includes a poet, a novelist, a playwright and a former TV writer — the group debated how to answer political questions.

To field increasingly common questions about whether Cortana is a fan of Hillary Clinton’s, for instance, or Donald Trump’s, the team dug into the backstory to find an answer that felt “authentic.” The response they developed reflects Cortana’s standing as a “citizen of the Internet,” aware of both good and bad information about the candidates, said Deborah Harrison, senior writer for Cortana, and a movie review blogger on the side. So Cortana says that all politicians are heroes and villains. She declines to say she favors a specific candidate.

The group, which meets every morning at Microsoft’s offices in Redmond, Wash., also brainstorms Cortana’s responses to new issues. Some members who are shaping Cortana’s personality for European and Canadian markets dial in.

Given this context, you can see why so much effort is invested into shaping the personality of the virtual assistants. Whether you use them or not is potentially lost revenue, even if it is just a matter of Apple/Amazon/Microsoft’s ability to sell data about your habits and interests to others.

The importance of whether you use it is definitely more than just a matter of selling aggregated data. Some of the uses mentioned in the article include life coach to lose weight, reminders to take medicine or collect medical data, calm anxieties, poll employees, arrange for meetings, etc.

The value of these applications/programs/whatever is as much about the user experience as it is about accurately identifying the closest Thai restaurant near your location.

But by and large, if you notice something about the user experience, if your experience isn’t seamless, the designers have probably done something wrong. This is also one of the core precepts of design and technical execution for live theater.

I imagine this contributes to the general sense that STEM and business careers are worthwhile versus more arts oriented careers. So much about STEM and business endeavors are quantifiable. You write X lines of code, generate X dollars in billing, run X experiments today.

You wrote jokes to give Cortana a sense of humor and suggested adjustments so people didn’t anthropomorphize the program as a subservient female?  More likely than not, people would slip into the “they pay you to have fun all day, I could do that” mindset.

Except making those decisions and creating plausible results isn’t really as easy as you think.  While the idea of “selling one’s humanity” is a common accusation directed at movie villains, in a very real sense only those who have invested time into understanding humanity are able to generate simulacra of humanity to sell as a commodity.