There’s this thing I’ve noticed. Maybe you’ve noticed it too. In some environments projects and ideas thrive. And in other environments it’s like nothing can take root.
Sometimes the difference between these two environments has to do with cultures or specific personalities. But not always. Or at least not consistently enough to make it obvious upon first glance which environment is the one that fosters projects and ideas.
I believe that efficiency is at the heart of this issue; efficiency plays a large role in thriving or not thriving. In particular, efficiency having to do with individuals vs efficiency of an entire system.
Efficiency, at first glance, is probably a good thing. Getting more done with less is one of those concepts that everyone understands and agrees upon. But it’s interesting to note that biology doesn’t work that way. Continue reading “Pattern Recognition: Dreadful Efficiency”
When you make things for digital distribution, think of those things as assets. Think of the things you make as having a life that exists long after the publish button has been clicked. If you think like this, the things you make will be better.
Innovation doesn’t occur when something new is created. Innovation occurs when people start behaving differently. There are a many factors at play when examining what and why people do things one way and not another.
If a new behavior requires the use of an object or tool, how well that object or tool is suited to amplifying our existing human capabilities is one factor of whether the new behavior is adopted. This is haptics.
Another factor is how the new behavior fits into our social existence. This includes things like whether or not the new behavior has an influence on our social standing (status) or whether it improves our ability to do things with other people (collaboration).
Haptics occur in the hands, social occurs in the mind.
Sometimes these two factors—social and haptics—overlap. In some cases the tool itself confers status or collaboration. For example, when I was in Bulgaria in the late ’90s it was very fashionable to own a cell phone (a tool of collaboration). Possession of a cell phone among certain groups was seen as being so socially desirable that there was a market for inexpensive fake cell phones. The social haptics of cell phones were so desirable that a new market product was created. This new product’s sole function was to look like a real cell phone and be seen by people other than the person possessing it.
Social haptics provides us with a means of considering the periphery of a technology object. While the specific features and problems a technology solves are often at the forefront of a product designers mind, the periphery can get lost. That periphery, how the object gets used in society, can determine the success of the object. Social haptics provides a useful lens to examine new technologies.
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An example of a social haptics problem would be the forward camera built into Apple’s iPad. In order to use the camera a person has to hold the iPad at head height instead of at the usual book height position. This is a gesture which is bound to draw attention as it rarely occurs that someone holds such a large object this way. It is at this moment that the challenge of taking a photograph with an iPad changes from a problem of haptics–“how do I hold this thing and take a photo at the same time?”–to a social problem–“I look like an idiot.”
The same device, however, excels in other areas of social haptics. For example, sharing screen-based information with someone in the same room by handing them an iPad is a significantly more collaborative experience than passing a laptop or smart phone back and forth. For this particular activity the iPad has excellent social haptics.
A product like Google’s Project Glass, which delivers data to individuals via a pair of glasses, presents a different set of social haptics issues. As a device focused on individual use, it likely won’t have great collaboration capabilities. Glasses are considered very personal objects and are rarely passed back and forth between people.
On the other hand, using all of its other features should be relatively unobtrusive. In this way, the social haptics of the device work to obscure the existence of the technology to those not using it. Something that presents a degree of social risk depending on how others feel about the data sets being used surreptitiously in their presence.
The Project Glass object itself will also be a fashion object, like prescription glasses. In this way it may be a noticeable object among those who recognize it. Sort of like recognizing a particular brand of shoes or handbag. This social recognition of the technology may confer status or it could present a risk in the same way that that iPods and Nike shoes have been targeted for theft. It may also present a variety of legal and physical security challenges for organizations and users of these kinds of technologies. These changes in human behavior are also innovations.
Somewhere along the way, the challenges a technology solves or presents becomes enmeshed in challenges of how people collaborate and confer status upon one another. Unlike the shape of our hands and the capabilities of our bodies, these social factors are constantly changing. An object’s adoption rate and longevity are influenced by the combination of these things—the social haptics.
When you read all of the free advice about social media out there you’ll hear a few common phrases: “You have to” “No one likes” “Everyone likes” and so on. Typically these phrases are followed by something that worked anecdotally for the person who is giving you the free advice. Very rarely there’s a thin slice of data to back it up.
Or it’s something that worked back when the free-advice-giver was building their audience.
But social media, just like human behavior, changes over time. Things that once seemed mandatory fall by the wayside. The behavior of early adopting geeks and risk-takers doesn’t always mesh with mainstream as the “here comes everybody” shifts patterns in how things get used, said and done.
To counter the free advice of what you “have to do,” what “everyone” likes and the ideal messaging architecture I freely identify three shibboleths of social media below: Continue reading “Three Shibboleths of Social Media”
There is a pattern which happens sometimes which we can call “fighting last year’s battle.” It occurs when our sense of identity as individuals or as an organization is built on having a specific opposition but the situation has changed such that our former opposition is no longer our largest existential threat.
I just returned from an event hosted by Amanda Levinson titled “#BTVMayor: How Social Media is Redefining Politics” and as can be expected when you get a bunch of smart people in a room and give them a topic in which they are directly involved, many great insights and thoughts were shared.
Last year I was very fortunate to work with some excellent “apprenti.” I’m hoping to find one or two again this year. If you think this is something you might be interested in, consider applying to be a Thoughtfaucet apprentice.
The actions, interests and preferences of those who are socially linked to the person doing the searching that may influence the results of a search engine.
NAR REach has added Gahlord Dewald to their roster of mentors. The program is designed to help emergent companies succeed at bringing valuable technology to market in the real estate industry.
Gahlord was chosen as a mentor for his deep knowledge of technology and customer behavior in the real estate industry as well as his reputation as one of the “must call” consultants for vendors and practitioners alike.