Stowe nails it on Attention Overload (Shmoverload)

Great post by Stowe today Overload, Shmoverload on this messy business of treating attention as a commodity. I’m coming around to this way of thinking myself that attention is not the scarce commodity.

Time is a scarce commodity. The number of days in the week, the body’s troublesome need to sleep every once in awhile.

Physical context is a scarce commodity. We can’t physically be in more than one place at a time and neither can our “buddies” (to reference Stowe’s mantra the Buddylist is the Centre of the Universe). The rich bandwidth of face to face interaction with our buddies is wonderful but we can’t all be in the same place and anywhere else at the same time. And that’s why we have media.

Media is simply about leveraging scarcity of human place, time and context (McLuhan eat your heart out). And with social media it’s not just leveraging my own scarcities of time and context, but that of my buddies, and that of the “network” of all of us). But — in all of this, lets leave attention out of it for just now.

Let’s not underestimate the human brains capacity for attention. Filtering and pattern recognition is what we do. And just think the potential for filtering, contextualizing and mutual awareness of all of these brains in your buddy list. And every day better and better tools are coming that will make this happen for you.

-or- how I learned to stop worrying and love the overload. cheers Stowe.

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Lift07 videos are posted (more on the way)

LIFT07

Highlights and some of my favorites so far:

Lee Bryant “Collective Intelligence inside the enterprise

Ben Cerveny “The Luminous Bath: our new volumetric medium

Brian Cox “CERN’s 27km Big Bang machine

Full list of Lift videos here

enjoy!

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Google as an example of the new human enterprise?

An old article by net standards (way back in the year 2006), but nonetheless an interesting article on what it’s like to work for Google as a developer. Does this sound much like how your organization works??

I’m going to talk a little about Google’s software development process. It’s not the whole picture, of course, but it should suffice for today…

From a high level, Google’s process probably does look like chaos to someone from a more traditional software development company. As a newcomer, some of the things that leap out at you include:

– there are managers, sort of, but most of them code at least half-time, making them more like tech leads.

– developers can switch teams and/or projects any time they want, no questions asked; just say the word and the movers will show up the next day to put you in your new office with your new team.

– Google has a philosophy of not ever telling developers what to work on, and they take it pretty seriously.

– developers are strongly encouraged to spend 20% of their time (and I mean their M-F, 8-5 time, not weekends or personal time) working on whatever they want, as long as it’s not their main project.

– there aren’t very many meetings. I’d say an average developer attends perhaps 3 meetings a week, including their 1:1 with their lead.

– it’s quiet. Engineers are quietly focused on their work, as individuals or sometimes in little groups or 2 to 5.

– there aren’t Gantt charts or date-task-owner spreadsheets or any other visible project-management artifacts in evidence, not that I’ve ever seen.

– even during the relatively rare crunch periods, people still go get lunch and dinner, which are (famously) always free and tasty, and they don’t work insane hours unless they want to.

These are generalizations, sure. Old-timers will no doubt have a slightly different view, just as my view of Amazon is slightly biased by having been there in 1998 when it was a pretty crazy place. But I think most Googlers would agree that my generalizations here are pretty accurate.

How could this ever work? I get that question a lot …

First, and arguably most importantly, Google drives behavior through incentives. Engineers working on important projects are, on average, rewarded more than those on less-important projects…”
read more: Good Agile, Bad Agile by Stevey

At Firestoker and with the idea of this organizations like Consulting2.0, an idea we talk about what a flatter, more fluid, more individual-empowered workplace could and should be able to look like. It seems that Google, an organization that breathes innovation in so many ways, may not surprisingly already be leaders in this area.

Any Googlers out there able/willing to comment?

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