Brevity is the soul of (croquet) advocacy

In my experience one of the key attributes of successful advocacy is the ability to be concise, to make the most of what attention-span you may capture from a busy and potentially distracted decision-maker. The one-page election brief drafted on behalf of the Marrickville Croquet Club Committee is an example of the craft.

Well, it is election time for NSW Local Councils, and at the Marrickville Croquet Club (MCC) we decided that the Committee could usefully send an Election Brief to all candidates as part of our management of key stakeholder relationships.  We wanted to remind candidates of the existence and importance of the club locally and more broadly within the expanded municipality, and to seek their active support of the club in future if elected.

In my experience working as a consultant, consumer advocate and then a public servant one of the key attributes of successful advocacy is the ability to be concise – it is often vital to capture your points as briefly and precisely as possible. You need to make the most of what limited attention-span you may capture from a busy and potentially distracted decision-maker.  I think the following one-page brief I drafted on behalf of the Committee hits the mark as an example of the craft (note that the brief did not include the photos in this blog).

As an aside, to illustrate the effort in achieving concision, I was going to quote one of my favourite Mark Twain sayings:  If I had more time, I would have written a shorter letter.  However a little research, which led me to Quote Investigator, tells me that in fact “Mark Twain who is often connected to this saying did not use it according to the best available research”.

While many variations of the expression have been used by many famous figures, apparently the first English language example was a sentence in translation of work by the French mathematician and philosopher Blaise Pascal.  Indeed I actually like what we are told by wikiquote is the literal translation even more:

I made this one [letter] longer only because I have not had the leisure to make it shorter.

A modern take on the need to be brief is the idea of the ‘elevator pitch’, which basically says you should be able to get your idea/proposal/request across to your intended audience in the time you might have them trapped in a lift … 30 seconds to a couple of minutes max.  In that pitch you need to get the listener engaged, interested and agreeing to your concluding ‘call to action’.

Not a bad thing to be able to do, although it perhaps has a bit of a Mad Men feel to it – I note Wikipedia characterises the series as an American period drama. My reflection is that you know you are getting old when period drama is set in times you can remember – I guess that’s why I get the leisure to write short blogs!

Enjoy, and remember, the opposite of a briefing is a longing 😉

Marrickville Croquet Club

Brief

Local Government Election September 2017

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The purpose of this brief is to acquaint Inner West Council candidates with the existence and importance of Marrickville Croquet Club (MCC) as a community, recreational and sporting resource in the municipality.

MCC is a Marrickville community asset in a number of ways: it offers an inclusive, all-age, low intensity recreation activity in the municipality; it is financially self-sufficient and takes good day-to-day care of the facility maintained by council; it continues to build membership and community engagement, thus increasing utilisation of the facility and contributes to diversity of recreation options.

MCC was established in 1926 and is therefore a long-standing entity and reference for the landscape of Marrickville Park. The clubhouse and lawn were recognised in the recently completed Plan of Management as a significant heritage item in the park and MCC operates as an integral part of Marrickville Park with the continued support of council in the maintenance of the facility.

The arrangements for the retention and maintenance of the croquet club in the park have worked well to date and there seems to be genuine efficiency in combining croquet lawn maintenance with that of the park oval and cricket pitch.  With this support, MCC is delighted to curate and help preserve the croquet club as a living contribution to the heritage assets of Inner West Municipality.

MCC also contributes a particular recreational asset for the area: membership is diverse and players participate across age and gender.  Croquet offers an almost unique opportunity for people of all ages to interact in a recreationally competitive environment on an equal basis relatively independent of physical capability. MCC remains enthusiastic to engage with Council as it regains momentum post-amalgamation, and would like to participate in initiatives such as Sport-A-Month and similar programs to develop and encourage community participation in the sport.

MCC is the only croquet club in the municipality, drawing playing members from various corners of the area. With the relatively recent rebuilding of active membership and engagement, the Club now has scheduled play at the facility 5 days a week.  The club is well accepted and supported by the immediate local residents and continues to engage with the broader community such as in recent events with both Petersham after school care students and the Marrickville Heritage Society.

The club is diligent in seeking relevant publicity for the club and croquet in general and is taking advantage of contemporary communication tools to build an online community using Facebook, which now has 286 supporters (increased from 102 in 2013).

We ask you to note that the Marrickville Croquet Club relies on (and is of course grateful for) continued support from Council.   Without that support, MCC would likely cease to function, which would deprive the community of an excellent low-impact, age-inclusive recreational resource, while leaving open the question of preserving the heritage value of the croquet-specific physical infrastructure which has an important place in the park landscape.

We urge you, as a candidate for local election, to publicly commit to the principle that the Marrickville Park croquet facility should be supported and preserved as a functioning and intact entity.  Your confirmation of that commitment by email would be appreciated.

Management Committee of the Marrickville Croquet Club

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Fake news anyone?

Fake news is very much in the news recently – the keynote presentation on the topic by Professor Jeff Jarvis at the launch of the new Centre for Media Transition at UTS last week got me thinking about the current erosion of ‘trust’, the shift from ‘siloed’ to ‘networked’ communications and media and how a viable business model for news media is actually essential to democracy, which in turn is essential to an innovative and adaptable economy and society.

Last week I went along to the launch of the new Centre for Media Transition at the University of Technology Sydney (UTS).   The Centre has the very useful goal of helping us to understand key areas of current media evolution and how new technologies and digital transition can be harnessed – to develop local media and to enhance the role of journalism in democratic, civil society.

As well as reconnection with various colleagues from the ACMA and other networks, I also very much enjoyed the keynote presentation by Professor Jeff Jarvis, director of the Tow-Knight Center for Entrepreneurial Journalism at City University New York’s Graduate School of Journalism. He chose as his topic ‘Fake news’, which he then with a very sensible sense of irony denounced as a bogus topic.  The real topic he suggested was the current erosion, and urgent need for restoration of, ‘trust’: trust in ‘facts’ as a basis for policy action; our ability to conduct civil community discourse; political and other institutions; and news media.

20170725_175309-02One observation I would offer on the issue of so-called ‘fake news’ is that there has been a long established practice on public relations of ‘slanted’ if not ‘fake’ media stories – although it would seem that the velocity of less-than-reliable news has sped up with the rest of the news cycle.  Jarvis raised dramatic but not alarmist concerns about the ‘weaponisation’ of information manipulation and the ability of various actors to leverage the media tools now available to foster polarization and attack the ‘truth’ through scale and speed of communications.

When pondering the trustworthiness of news, I remembered the notion that traditionally journalism has not been rated as high as many other professions in terms of trustworthiness.  I hunted out the latest Roy Morgan survey on the image of various professions, conducted in May 2017.  This finds only 20% of Australians rate Newspaper Journalists ‘very high’ or ‘high’ for ethics and honesty with 17% so rating TV Reporters.  However, looking at the time series helpfully provided by Roy Morgan, it is worth noting this is actually an all-time high for newspaper journalists on a rising trend, and up from 12% in 1976. TV reporters are shown to be reasonably stable around the mid-teens since 1988 when first measured.

This suggests to me perhaps some support for the avowed optimism Jarvis offered, with strategies and counsel about using traditional and new journalistic practice to counter the attacks on trust, to build news literacy, resurrect civility and encourage responsible sharing. What particularly struck a chord with me was his stress on the need for journalism to develop as an audience-centric service.

In my own thinking about media and communications futures I have found the application of network thinking and analysis to be very useful.  The world of communications has moved over the last couple of decades from one of massive ‘silos’ such as TV stations and printing plants to one in which the functions of those silos have been spread out across wide and varied networks, from the electronic hardware of the Internet and to the software based landscape of social media. This has been, to use an often misunderstood and sometime overused term, a ‘paradigm shift’, which has shaken business models and re-arranged social structures.

Under the ‘silo’ paradigm, agents such as journalists and regulators could see themselves as standing ‘outside’ the silos, but they are now effectively participants, enmeshed in the networks of the new paradigm. And this is where, as I understand it, Jarvis is going with his thinking and teaching: forget about so-called ‘objective’ reporting and engage meaningfully with real communities and deliver them a service they find valuable. Makes sense to me.

One important and obvious dimension of the paradigm shift has been the commercial challenges to the business models of the incumbent media industry ‘silo-owners’.  That in turn has been an ever increasing threat to the business-as-usual activities and very livelihoods of people working in them – such as musicians, photographers and journalists. This was an ever-present motif in presentation and the Q&A that followed: how can the activities of journalists be made commercially viable?

I was reminded of the classic and prescient 2009 article by US digital analyst Clay Shirky, ‘Newspapers and Thinking the Unthinkable’.  His persuasive analysis was that print media does much of society’s heavy journalistic lifting and the work of print journalists is used by everyone from politicians to district attorneys to talk radio hosts to bloggers.  However, the marriage of this heavy-lifting journalism to the stream of advertising revenue was essentially coincidental.

Shirky notes “This wasn’t because of any deep link between advertising and reporting … that the relationship between advertisers, publishers, and journalists has been ratified by a century of cultural practice doesn’t make it any less accidental.”   And if this relationship was under stress in 2009, things are reaching breaking point a decade or so on and Shirky’s wry observation “that ‘You’re gonna miss us when we’re gone!’ has never been much of a business model” is becoming very real indeed.

The persistence but ‘hollowing out’ of established masthead media, was chronicled by media and technology editor Nic Christensen in his final day at Mumbrella, writing about the “ … massive changes in the media, with more to come. We are living through a media revolution driven largely by the rise of digital, but with it comes the consequence for the journalism profession of multiple ongoing rounds of redundancies, as the media business model looks to reinvent itself within what is a seismic transition.”

The same sentiments were reported for Canada by Nieman Lab: “To be clear, though, almost all daily publishers have found them themselves forced to cut, given the cascading losses of their broken print business.  … We’re not mourning the death of printed newspapers, but of all the reporting — pixels or paper — that’s been disappearing for a decade.”

Clearly a business model beyond click-bait is needed.  What that might be is a matter of urgent inquiry by many and anxious anticipation by others – despite what may be an emerging market failure, such a thing will be next to impossible to regulate into existence   News itself may be a commodity, but without a fountain-head of reliable reporting about things the great and the good might prefer we remain ignorant of, democracy has a profound challenge.

And without the great capacity of genuine democracy to renew and sustain an innovative and adaptable economy and society we all risk being significantly poorer, materially and in spirit.  Hopefully journalists find ways to be engaged, adaptive, entrepreneurial and commercially viable – all of which it must be said is much more easily advised than done – and the new UTS Centre for Media Transition can assist.

The narrative necessity

We are currently seeing the dark side of the narrative necessity being played out in politics and social media – never mind the experts, just give me the real story with facts I can conveniently believe in …
However, there is an abiding, important and useful role for positive narratives in our lives.  

One thread of commentary about the recently concluded G20 Summit Meeting has been a loss of coherent narrative flowing from the leaders at the event.  There is a deep seated need in humans for explanatory narratives, and ‘sense-making’ in terms of crafting and articulating such narratives is a critical role for leadership.  We seem to need a narrative flow to give a sense of momentum and coherence to our lives, as we transition from moment to moment; without that sense of temporal structure we just have a collection of moments.

In data-driven world of today, discerning and creating narratives to make sense of the myriad data points is more essential than ever.  We are surrounded by more and more dots and the effort of joining them can be exhausting and at times overwhelming. While ‘being in the moment’ is great counsel and a source of comfort in the face of life’s pressures, the narrative ‘engine’ is the key to joining the dots, establishing direction and getting stuff done.

But here’s the thing – people just want a narrative that helps make sense, preferably one that helps simplify and streamline their world.  It doesn’t necessarily have to be true, but it needs to be believable and consistent with the facts on the ground as we perceive them.  And in a circular twist, our preferred narrative then guides our perception and selection of ‘facts’.

This is the stuff of cognitive biases, about which we are becoming more and more aware of through studies such as behavioural economics. A recent blog in the Economist reported an interesting reflection on the persistent of beliefs in the face of contrary facts, especially noting  “motivated reasoning, [which] is a cognitive bias to which better-educated people are especially prone.”

NoDummy

Being smart is no get of jail free card!

If we are not careful, we can simply (or very cleverly) project what we want to see onto the essentially blank world of noisy and jumbled data.  This human tendency to perceive meaningful patterns within random data has been termed ‘apophenia’.  In the world of data, for example, this manifests itself in ‘overfitting’, where a statistical model emerges to fit noise rather than signal and/or ‘confirmation bias’, where information is sought or interpreted in ways that seek to prove ideas rather than test them.

That’s the down side and I think we are currently seeing the dark side of the narrative necessity being played out in politics and social media – never mind the experts, just give me the real story with facts I can conveniently believe in …

 

 

 

 

However, there is an abiding, important and useful role for positive narratives in our lives.  This was beautifully enunciated by Viktor Frankel in his book Man’s Search for Meaning, first published in 1946. An Austrian psychiatrist before (and after) WW2, he drew on his experiences as an Auschwitz concentration camp inmate to document how, in even the most extreme circumstances, the human urge to seek and create meaning is crucial.

He shows that we have amazing powers of endurance, so long as it somehow makes sense to us to go on living: “He who has a why to live can bear with almost any how”.  On this broad basis he worked out what he called ‘logotherapy’, a technique oriented to enable men and women to see meaning in their suffering, aiming to set them free from despair and find new courage to face circumstances which seem beyond them.

20170709_084329Frankel suggests “that mental health is based on a certain degree of tension, the tension between what one has already achieved and what one still ought to accomplish, or the gap between what one is and what one should become. Such a tension is inherent in the human being and therefore is indispensable to mental well-being.”  That tension is narrative tension as we work on the story arc of our lives, and Frankel observed in the extreme circumstances of his heinous captivity that “The prisoner who had lost faith in the future [lost that narrative tension] was doomed.”

Beyond the personal, sensible evidence-backed policy is more important than ever and policy makers need to acknowledge and resist various cognitive bases in their decision making. Those in leadership positions have a necessity and obligation to help people to develop and sustain unifying and sustaining stories about what they are doing and why.

Authentic narrative is essential to meaningful existence.  I attended the NSW U3A Network 2017 annual conference a couple of weeks ago, and one of the sessions was about Big History – unsurprisingly, space here does not permit a full exposition of the history of the entire universe.  However the speaker, Prof David Christian of Macquarie Uni, did a fine job which is replicated in his TED talk on the subject: “The history of our world in 18 minutes” – can I strongly suggest taking a look?

Suffice it to say that his narrative arc from the big bang to the present ‘anthropocene’ provides a very interesting story and perspective – if anyone has the ear of a G20 attendee they might send them the link!

The strategic power of your brand

This blog tells the Charles Six Dot Zero ‘brand story’, and suggests that an emotional ‘brand’ connection can be a key device to achieve strategic alignment, focus strategic energy and direct strategic attention within a group or organisation.

First a story: Once as a young man living in Christchurch (NZ) I was visiting my parents in Auckland.  I was unhappy, directionless and quite possibly depressed for a variety of reasons, including a wallowing Master’s thesis and my father’s poor health – he had recently lost a leg to smokers’ artery disease.  I headed out for a walk one bleak afternoon.

Drifting through the suburban landscape I wandered into a derelict house which lay wide-open close to the footpath.  A ruinous scene seemed to echo my juvenile angst – nothing of interest.  However, as I turned to leave, my attention was caught by a flash of white on a shelf high in the desolate kitchen.

It was the edge of a dirty old tile which, when pulled down and brushed off, revealed a wonderful ceramic depiction of a lotus flower.  It was as if the universe had reached out to offer exactly the reassurance that was sorely needed at that time.  My mood lifted, I walked back to a freshly purposeful engagement with my thesis and a more supportive attitude to my Dad.  And re-invention started to produce the person who would move to Australia in a year or two. I have treasured that tile for over 40 years and the design made an interesting study as I learnt to paint some 20 of those years ago.

Casting around for an image to populate the icon space on the WordPress template for my Charles Six Dot Zero blog, that painting was an immediate candidate. A little bit of graphic design magic and the focussed image featured for this post emerged.

For me it captures the deep emotional resonance of personal reinvention.  It reinforces the power of narrative in defining purpose and it encapsulates and expresses my key values – to be calm, centred, creative and connected.  In short it sums up the ‘brand’ charles6dot0, what I want to be and do in this sixth iteration, and provides an ideal visual representation for it.

In my previous blog What does ‘strategy’ mean today? I noted that achieving intellectual agreement with strategic intent is easier said than done, and that forging the necessary emotional engagement often neglected.

The whole point of developing and articulating a strategy is to create a common direction for a group of people – something that might be termed ‘strategic alignment’, and it is essential if the strategy is to be anything more than ‘shelf-ware’. Obviously this is easiest when constructing a strategy for a group of one!

But strategy itself will probably be insufficient to engage people in groups larger than one of two.  It will need to draw on a deeper narrative about why the group exists, what the group is seeking to achieve and what it values – what you might think of as the ‘reason for being’.

Too easy.  Surely it’s obvious to members why they are there, even for quite large organisations. The temptation is to solve this query quickly; but it can actually be very difficult, because it does pose fundamental questions.

Usually it is indeed obvious to any given individual why they are part of a group and what the group is trying to achieve. It’s just that, surprisingly often, different answers are equally obvious to others in the group. Put different obvious answers in the same room and ensuing conversations are not always easy, because the obvious is, well, obvious … and people are usually emotionally attached as well intellectually invested in their views.  Social science tells us discussion is as likely to drive them deeper into their position as to persuade them otherwise.

One useful, but sometimes neglected entry point to discover this deeper narrative is the group’s brand statement – for an established organization this might be clearly and explicitly detailed; for other groups, like community organisations, it may be undocumented and less explicit, more akin to folk-lore.

Brand is much bigger than the visual identity that is the usual public face of a brand. An important element and summation point for brand development is capturing the essence of the organisation into a single and unifying statement—a Single Organising Idea or SOI.

The SOI should describe what the group wants to stand for in people’s lives.  An SOI should in a single phrase or short sentence, distilled from the promise, beliefs, values and the core focus of the group, state the unique and distinct purpose of the group, and therefore the brand

Critically this statement should communicate and connect at an emotional level.  It is not necessarily stated in terms suitable for public exposure (that can come later when developing a brand ‘tag –line’) but it must resonate with at least the majority of members.

One caution however is to avoid design by committee, something that can sandpaper away the distinctive edge of your brand thinking into blandness.  Leadership is essential in framing, conducting and concluding the necessary conversation. When it’s done, it’s done, and someone has to call it – this is not necessarily the task of the formal office-bearers of the group, who may well contribute best by encouraging and empowering ‘situational leadership’ – probably the topic for another blog.

The behaviour of individuals associated with the group is a critical manifestation of the brand. So the brand should be developed and used to set the behavioural cue for everybody in the organisation.  It can and should be a catalyst for thinking, planning and action, thus becoming a strategic organising device to focus energy, alignment and attention within the organisation on its mission, intent and vision.

In one way or another, a brand for the group will exist, and to succeed any strategy must be consistent with this ‘reason for being’.  It is essential for strategy to link with a group identity and to resonate emotionally as well as intellectually with its promise to the community, what the people behind it believe and aspire to, the values it represents, and its core focus of action.

Alignment with these brand attributes will help communicate a strategy with consistency, integrity and longevity and assist to deliver the outcomes or capabilities it requires. Perhaps think of this as a positive form of ‘group-think’!