Winning inside! Celebrate personal design improvements

In a workplace that seems day by day to grow increasingly prescriptive, administrative and bureaucratic, how can an initiative-driven employee survive? The feeling is that the opportunities for experiencing real instances of success are becoming fewer and fewer, replaced by sporadic surprise corporate messages of abstract success from above. So how can one return to the days when it was enjoyable to get up in the morning to go to that job? You can’t just up and go to another job because that other job will be like that too by now. All jobs have become increasingly prescriptive, administrative and bureaucratic.

If you stay where you are, with your regular salary, how can you turn it back into the job that you once liked? One answer, they say, is to celebrate little wins. This is easy to misinterpret. Some see it as celebrating little tit-for-tat victories over someone else, like a constant cold-war — grind down or be ground down. This is simply not a healthy attitude — don’t engage in personal pettiness, it’s energy inefficient.

Instead, what I mean is to celebrate personal design improvements. Now, these are nothing to do with your career opportunities or your performance in your job or even the direction of the organisation itself. Well, maybe they are but in an indirect way. They’re more related to your own foundation as a credible and reputable human being. Your own design can be improved. Wait, if you’re already perfect, stop reading now — this is not for you. For the rest of us, what I mean is that we are all on a hero’s journey that involves becoming a better person than we were before. We can all do that. We can all identify problems in our own makeup and like any product, the next model or next version can feature improvements.

Think of your own phone or tablet or laptop, and compare it to the first one you ever had. You were compelled to upgrade quite readily and regularly because the design was improved. It’s the same with you and I. We can all be improved even in tiny ways. The innovation process is to identify a problem and its specification, which leads us to a solution, then we implement it. You must celebrate each little design improvement in yourself. Once you implement it, celebrate it! Let everyone else know. Tell your workgroup or social networks what the problem was, and what you did about it! Celebrate your personal design improvements. Now no matter how restrictive your job gets, at least you’re independently winning inside!

Be a Circus — link the networks

You cannot simply engage solely in the activity of “marketing”. There has to be something to market. You have to have a product. This has to be created or generated or grown or picked or mined or recycled or otherwise obtained somehow. It seems to me that a lot of people are quite willing to do this “marketing” thing, in favour of attending to the creation or generation step. You can’t market nothing, you have to add something of value, and no, marketing marketing doesn’t count, that adds up to nothing. How much time should we spend making and creating, and how much time for publicising that we’ve made the stuff, or have the stuff or are the stuff? I suspect those that are attracted to the perceived benefits of this “marketing” activity are precisely the sort of people who simply don’t make things or create things or even fix things.

There are people who make and create and generate, and I include the people who also repair and upgrade and maintain. However, there is certainly another type of person who shuns the innate ability we all have to produce because they offer a different value. Instead, they act as what I will term “circuses” between hubs of people in a clique, topic domain or community. In the same way, some people in those groups of people — the trades, interest groups or organisations, act as hubs by earning respect and visibility through their value and expertise. At the hub and community level, many of the highly connected and visible hubs that exhibit high network fitness within their communities, are usually also producers and consumers of the specific topic they are involved in.

The hubs are effectively people who know about other people in a domain and what they like and require. Because of this value the hubs are rewarded with connection fitness, in that domain. Everybody goes into and out of that hub, and more so because of their connectivity. They become visible and popular within a domain. They are the hubs that everyone connects to. They know their stuff, they know their people, they know their people that know their stuff. High network fitness.

The circuses are a different type of people who know about other people across various domains along with what they produce, the value they offer, and where it can fit. They probably know quite little in detail about what happens in each specific community and domain and trade, but enough to carry a surface level conversation. Enough to get the inkling about it. Enough to be able to deal with the concept abstractly, but not from the inside. What they can do is hook up one concept with another. Know which plugs and sockets on the patchboard might prove useful to hook together. In fact, they often don’t even know that, they simply connect them anyway. If nothing happens, nothing happens, but otherwise, something might happen! And because of their highly connected network fitness, hooking together the diverse hubs themselves, they get significant scale-free magnitudes of rewards.

That’s probably how things work in life, so there you are: the secret, all yours — enjoy. Tweet this around in between your pictures of kittens, and let the world know what I’ve taught you today. Become a Circus!

People are our product

I can see why social media is so compelling for most. We have a kind of herd instinct — well, it’s certainly not a true herd instinct in the sense of cattle, but we are fairly gregarious, us humans. It’s almost like our instinct to return to a group for security is being triggered all the time. It rewards us in the same way each time we are exposed to it, and when we aren’t we are reminded of the feeling. We have a kind of itch inside that prompts us, whenever there isn’t any overtly engaging conscious stimulation, to turn around and catch up with what the herd is doing. In past times, this may have involved going down the pub or similar venue. Going to a church or something like that. Going to the beach or a park or somewhere that affords “promenading”. The phone or tablet we carry is a constantly alluring gateway to get back to the crowd again for our regular hit of validation.

Even in shopping centres and tube stations, people standing on the right on the up escalator will simply look at the people standing on the right riding the down escalator, and vice versa. We like to look at each other, be with each other and discern differences in each other. We get a lot of pleasure from just looking at another human being — it’s obviously of value. There are even entire magazines devoted to looking at people. And television programmes. And films in the cinema. We value other people, their presence and existence makes us feel good.

In fact, that is precisely the point we should be taking to heart and embodying as the core of our businesses and products and endeavours — that people are effectively the product. People are our product. All of us. We are our product. We make stuff, for other people. We do stuff, for other people. We fix stuff and say stuff and squeeze stuff and show stuff — all for other people. People are who we connect to in our social networks, people are our societies. Our product is effectively nothing but people.

We offer value to each other — or at least, we should if we want to be successful, and we can measure our success by the connections we are rewarded with, and how influential we become within our networks. Maybe in addition there’s some kind of transactional reward involved, featuring temporally decoupled representational stored effort tokens, or maybe not. But that isn’t the main point. The value we gain is that of connectivity and agency within the network. If we offer value we may be rewarded with connectivity that affords network  fitness. One person connects to us, if they like what we offer, good, but if they don't they can pass the connection on to another and if they pass the connection on and so on, this builds our influence and allows our reach to extend. One person passing the good word on to another is how reputations are built, and the reputation stays or persists much longer than any set of connections in your network. We’re not really building networks, then. We’re really building reputations, and the way that we do this is by using the network as a substrate upon which our reputation grows.

What is a network? Fitness, Value, Tournaments

If you search for fitness models on the Internet you’ll find an impressive range of pretty young things who don’t stray far from a gym. They’re certainly nice people to look at, but that’s not what I’m referring to here. A fitness model from the network context is a way of describing how it grew to where it is now, or how it may have failed to grow, or what it may be likely to do next. The assumption is that the nodes in the network are competitive and will seek an increase in the degree of their connections at the expense of other nodes degree connection. The Bianconi + Barabási model expresses this mathematically, which means that I won’t go into it here right now. Or anywhere. Ever.

I would suggest, however, a further parameter to this model. The existing facet of fitness could be viewed as intrinsic but let’s add another parameter that I might call ‘value’, which could be seen as an extrinsic dimension. If a node offers ‘value’ then it is given ‘fitness’ in terms of affordability of degree connections. Either way, the Barabási-Albert model of preferential attachment does give us an insight into why we have scale-free networks that can ramp up a given dimension into the stratosphere, for example when a meme goes ‘viral’ in popularity.

We are within a network of other people, perhaps in a family or friends context, and perhaps in a business context, with all of our connections. Therefore we are a vertex, surrounded by edges connected to other vertices. As a node, then, how do we consider and evaluate our ‘fitness’ within a network? And if we follow my modification of the above model and consider that there is another complementary parameter of ‘value’, how do we evaluate our value? Do you proffer value? Does your value afford the rewarding of network fitness? Does your network fitness promote visibility and popularity to attract more connectivity? Is your network fitness greedy from a competitive point of view, or generous from a collaborative point of view?

It’s my opinion that the Barabási-Albert model or the later refined Bianconi / Barabási model is missing an ingredient, because as it stands, it recognises fitness as a greedy action of competition success. However, people don’t necessarily work that way, or at least, not for very long (especially if we add the complication of the breadcrumb-path of reputation as a persistence aspect, etc. but we shouldn’t complicate it here, let’s keep it simple. Oops, too late). People in business leverage a blend of competition and collaboration — too much of one or the other and it’s not a good business success. The models require an extra thing, and I suggest that this is an outward-pushing ‘value’ aspect, that complements the inward-grabbing ‘fitness’ aspect. Being rewarded for offering value is akin to collaboration and is rewarded by fitness affordance which is of course akin to competition according to the BA and BB models above.

One more thing. The Tournament in graph theory is a directed graph, which forms the directivity progressively along a duration. In other words, there is a predetermined topology of the network but the directivity is not laid down yet. It gets laid down connection by connection. The outcome of this is that it describes a dominance model, and relates to social choice theory. The reason that people make choices is interesting, but the reasons that people within an influencing and influenceable group make their choices is even more interesting. With great power comes great scriptwriting and marketing, or something like that, and the responsibility of being a big noise in a highly connected network is possibly more paramount than many people realise. I suppose the only advice I can give is to be a valuable person for the sake of your reputation, because the reputation forms a persistent record. Whether that means being nice, or whether that means you can get away with being a bastard, that’s up to you — it’s your value, your fitness, your transactional reputation imprint.

What is a network? Scale-free networks

Previously I mentioned Preferential Attachment (the “rich get richer” phenomenon of some networks) which explains why popular nodes in a network become highly connected, and are highly connected because they are popular, and are popular because they are highly connected, etc. We see this on the Internet as things either go viral or things basically don’t move at all, plummeting to obscurity and beyond! It happens with people, some of us are highly connected, some are effectively islands, and most have just the average amount of connections. However, we may be connected to highly connected people on social networks, such as the Fry, the GaGa, the Kutcher types. Those superstars tweet it all and get retweeted by so many followers to their followers in turn, and the cycle is thus reinforced.

However, we could be being fooled here, as the size of the connected population is huge. Our intuition is that one follower may be fairly easy to gain, two followers must be twice that much work, ten followers, ten times that time and effort. A hundred thousand followers must take more than a lifetime to achieve!

How old are you? More than likely somewhere in the range of 20s to 70s, with a few outliers outside of this range. It’s rare to encounter someone older than 100, it is predicted that the first 150 year old person has already been born. Maybe. Maybe in the distant past a person did reach 150 but nobody wrote it down. Maybe H5N1 will mutate into human to human transmissible form soon and wipe out two thirds of the worlds overpopulation. Who knows? The point is, we’re used to a certain range of ages, and to find someone over a century is unusual. We never encounter a person over a thousand years old. Or a hundred thousand years old. We never encounter a person taller than the tallest building. We never encounter a person several thousand times more intelligent than average. What about strength? What about shouting loudest? What about jumping highest?

These parameters are kind of within “human scale”. We’re used to thinking about a kind of tangible scale, expecting measurements to fall within certain familiar boundaries, and applying a linearity to these dimensions. A ten year old took ten years to get there, a thirty year old, three times that much! I dug a hole 1 metre deep in a day, in ten days it was 10 metres deep. And so on.

However, in some networks, we experience an alternative dimensionality of Scale-Free networks. These are networks in which certain dimensions might have a mean of a certain value but it’s easy to find a few instances of crazy escalation up into the sky. That’d be like walking around and seeing most people about the age of a human, but now and then meeting someone that was around in the Cretaceous era. This is a scale-invariant situation — there’s no human scale to it any more. The results might be said to follow a power law distribution or Pareto distribution. Superstars getting insane amounts of connections in social networking while the rest of us will never get beyond a few thousand (or a few, in many cases). The spread of the World Wide Web and the quantity of websites on it. The relative growth of wealth of Bill Gates, Mark Zuckerberg, Larry Page, Sergey Brin, compared to the growth in earning power of all those in the same class as those people at school.

Most people work in a job and get paid. The job requires a certain amount of work as the input, and in a fair situation, it pays somewhat under what you’re worth as a reward. Therefore we’re used to thinking about income in a way that has a linear relationship. I do a certain amount of work in a week, I get paid a certain amount of money in a week. Sounds fair? That’s how it is. So how is it we have examples of super-rich billionaires? Do they do vastly more work than you and I? I’ve only got 24 hours in a day, and so have they, so how do they get a hundred thousand times more work done than I can? It’s not fair. Why can’t we go to our boss and ask for a pay rise, of a hundred thousand times what we’re getting now? Sounds fair? Sounds fair to me.

What is a network? Connections mornings graphs

A short while ago I posed a fairly straightforward question — “What is a network?” — except it’s not straightforward at all. It’s an overloaded word — a word that does multiple duties according to the context.

Except that the contexts these days are so wide as to overlap a lot of the time, hence the clarity and focus of the meaning is diffused. Everybody knows what we mean by ‘network’ — but not many people have a clear and precise definition. It’s one of those words which we see and nod and say to ourselves “yep, networking – I know what that is”. I usually find that if a person can’t clearly explain something to someone else (let’s say, to a Martian that’s just landed) then that person probably doesn’t actually know it at all — they merely think they do.

In the case of networks this is of course an easy illusion — we’re all on the Internet, we know that’s a network, we therefore know what a network is. Those in jobs might have a desk with computer on with a Cat5 cable coming out the back of it and off into a mysterious hole in the skirting board. Equally mysterious people come round to fix your network and tell you why stuff can’t be installed on the computer.

Even before the Internet people have been saying that business is all about ‘networking’. Okay, I’ll bring the Cat5 cable. Oh, not that sort of networking. What then? I need to ‘hook up’ with other people face to face, to “network” with them. Much time was spent in uncomfortable rooms in offices, trying to be well-behaved and impressive to strangers, forcing the act of ‘networking’ to happen so you could say you’ve ‘networked’. Even more time was spent in restaurants and rather comfortable pubs, also apparently ‘networking’.

Networking in the business context is simply turning up face to face where there are others that have also turned up? Networking is simply turning up? Is that the driver behind that manic willy-waving contest of arranging networking meetings to compel one to turn up even earlier than sanely comfortable and pretending that it’s normal and that we’re not only awake but somehow productive as a result?

Networks are very interesting in ways which most of us are not thinking of when we think of networking. For example, in 1736, Leonard Euler drew an interesting diagram, of bridges. I won’t go into it here, that link explains the background. The resulting diagram forms a chart or “graph”, which has blobby nodes and connecting arrows on. The node we would come to call a “vertex”, the arrow would become known as an “edge”, so graph theory is all about edges and vertexes (okay, “vertices” if we have time to be grammatically correct).  If a vertex has more than one edge touching it — in other words, if a node has more than one arrow connecting to it — then we refer to that number as the number of “degrees” that node has.

That’s where the idea of “Six Degrees of Separation” comes from, by the way. The exact number of six is not necessarily true – it depends on the particular population, not the whole world in one go. But it’s kind of true enough to give us the understanding of social connectivity we see in Twitter, Linked-in etc. You might be connected to me. I might be connected to a bunch of other people. Each of those may in turn be connected to other groups of people. Someone in one of those groups might also be connected to me somehow. It happens. These first-degree, second-degree and even third-degree connections are quite close to us.

One of the problems with having a tight, regular and uniform networking group, especially all first and second degree connections, is that news spreads rapidly and if anything happens, everyone in the immediate degrees of your group get to know about it all pretty quickly. This might seem good, but the downside of everyone knowing what everyone else knows is that there’s less opportunity for variation. There’s less likelihood of individual thinking in solutions, and less actual opportunity availability— less than you’d think. I’ll explain this in a later post.

However, not many people would dispute that if you want success, you’re not going to find it by yourself. You’ve got to get out and get with other people. Success does not open your door and walk into your living room, getting in the way of the television as it passes in front. You get out and go to it. That’s why we all prize the idea of networking, because of the perceived value it can offer. I just wish more people knew in detail what they mean by networking when they talk about it. It’s far from intuitive.