Tuesday, September 22, 2009
meaning
Thursday, September 17, 2009
"precis"
So, The Tipping Point. Particularly the second and fifth chapters, on “The Law of the Few” and the second half of “The Power of Context,” respectively. Both of these chapters have a large focus on people, special people and people in groups, if I’m being specific, but I mostly picked them because they were the two I related to most when reading the book. I think the review will come in four chunks, but that’s just an impression I have before I’ve even starting writing.
The first section is just going to be an introduction, with some quick thoughts about my overall reaction to the book and what it’s about in general. I’m going to try to be really careful to be neutral here, and talk about Gladwell’s relative strengths as a writer. I also hope to very briefly mention the stuff I won't be talking about in detail later on.
The second section I think will be about chapter two, though I may switch this and the section on chapter five after I’ve written them. We'll see. This is the section on Connectors, Mavens, and Salesmen, and I'm planning on at least mentioning a few people in my life who I think best fit these categories category. I'm not entirely sure that I feel like actually identifying them, so for anonymity's sake... I think my friends Laura and Peter are Connectors, I think Nate is a Maven, and I'd say Adam is a Salesmen. Each of these people have affected my life in various ways, but past my own life, I see the traits that Gladwell identifies as impacting many of the people around me too. I plan on summarizing Gladwell's main points through talking about each of these people. In this section I also have a few critiques of Gladwell and some of his methods. I guess my issue is that I see these people in my life, after the topic is on my mind because I've been reading about them. Would I otherwise? Most of the chapter is anecdotes about a few people, and while stories are a very nice place to start, I feel that after introducing them, Gladwell generally doesn't switch to hard data, he just makes his conclusions off of his stories. I'm not sure that these three types of people aren't superimportant in causing epidemics, but I feel like I could probably make up a fourth or fifth and get people nodding along with me that these people exist and have an important role in epidemics. I hope in my review to be really clear on the point that I don't disagree with Gladwell, but I also don't tend to assume that we have the whole picture from 7 or 8 datapoints.
Next section on the "Rule of 150." This is something I feel a little safer getting behind. Despite Maxwell's prevalent writing style of story after story, this was something I was familiar with before reading the book, that I've seen in a number of contexts. Personally, it's one of the main topics that came up at an interview I did last year with a University alumni who now works at a data visualization company out in California. it feels less like a cool concept that Gladwell popped some pretty names on and more like an actually verifiable finding with data behind it. Again, I'll do a brief summary of the chapter.
Finally, I want to conclude the review by hopefully drawing some conclusions between the special types of people and their impact on the groups talked about the later chapter. Probably another quick mention of my likes and dislikes of Gladwell if I don't feel like I'm beating a dead horse. Overall, I think I'd recommend the book, because it's a fun read, but only if you've got someone to sit down and think critically through it with you.
The end? I'm not sure how accurate this will end up being, I guess I'm one of those people who usually doesn't do a whole lot of planning and just sort of sits down and lets the words fall onto the page, but it is definitely nice that it's not two days before the whole review is due when I'm sitting down to think about it for the first time at all.
Tuesday, September 15, 2009
truth
Friday, September 11, 2009
why should i?
She proceeded to spend the rest of high school doing what we liked to call, "Wasting her parent's money once a week for fifty minutes hanging out in her therapist's office and talking about jack shit as far as we were all concerned."
Something would get her down over the weekend, and she'd call her boyfriend to cry, and then he'd be "insensitive" and suggest that (since he honestly had no idea what to do anymore) she talk to her therapist about it, and she'd get mad at him and call me. Then I'd spend hours on the phone or in her room comforting her, but mostly gently trying to convince her that maybe her therapist really was the person that she should be talking to about all this. It never happened. She was perfectly content opening up to me about anything and everything in her life, but refused to even approach any mildly serious subject with her therapist.
I had many theories as to why over the years. The therapist lady was a stranger, my friend had no reason to trust her, my friend was afraid that something would get back to her parents and they'd be mad, confronting your demons is scary... At the time I couldn't really comprehend it. I was always a talker, still am. I've shocked a number of people with how open I'm willing to be. It's rare that I've met a person that I'm not willing to answer any question that they might pose.
It was probably not until I started working at a real job that I cared about that I was finally in a position where maybe I started understanding. (I say maybe because we've drifted since high school, and I'm not going to pretend I can read minds, especially of people I'm no longer in touch with.) But maybe. Because I kept coming up with ideas that I thought were great, or at least interesting, and while I shared them with the other interns that I worked with, I was terrified to say anything to my boss. I'd go home from the office and make dinner with my roommate, and have a million thoughts about the project I was on, and the two of us got really excited about the possibilities. I even jotted down exactly what I wanted to say because I'm notoriously bad at remembering things even a couple of hours later. And I'd walk into a meeting with my manager the next morning, and say... nothing.
The guy was a stranger, and we hadn't really built up a lot of trust, I was afraid that something I'd say would be stupid and my manager would be disappointed, or laugh at me, and confronting the unknown was terrifying!
I think that sharing something always has a potential risk. You might be embarrassed, it might get back to exactly the one person you never wanted to know, someone might think less of you, you make yourself or the other person uncomfortable... there's any number of reasons not to share things.
There's also any number of reasons to share things: you might make an awesome connection, come up with the greatest idea ever, become a superstar, tell someone exactly what they need to hear, inject some excitement into your day, or maybe just earn your two points for participation that day.
Like any choice, opening up has got upsides and downsides. If someone's not opening up, it's probably because the negatives are outweighing the positives. If sharing has risks, and you've got absolutely no incentive to do so, they why would you? I'm not trying to argue that humans are perfectly rational, logical human beings, but subconsciously, at any point, we either want to do something because it seems like a good idea, or we don't want to do it, because it seems like a bad one. If I'm encountering resistance in a conversation, it's because we've gone from "This conversation is a good idea" to "This conversation is no longer a good idea."
Now, I can't tell you what particular downsides a person is focusing on when that switch happens, but I can tell you that if I think the conversation is important, I'm going to try to give them an incentive to keep talking, or possibly try to take away some risk. Maybe that means sharing something myself to build some trust. Or the ever popular, "I promise I won't laugh." In a class, I think this often means tying a student's grade to how often they open their mouth.
I finally started speaking up more at work when I got some feedback that my manager expected me to be a bit more proactive instead of just doing what I was told. He gave me a subtle incentive for communicating. It did nothing to take away the risks I was seeing, but it did add a reason to change my current behavior if I wanted to keep my job. In my friend's case, that never happened. We remained willing to listen to her problems, her boyfriend stayed with her despite their disagreements, and, while she wasn't happy, she wasn't unhappy enough that the risks outweighed the potential benefits.
Finally, to give credit where credit is due, I would like to end this by thanking my fiance for a wonderful conversation we had over dinner at Steak and Shake that led to some of the ideas in this post. It turned out much better than my original idea of complaining for some hundreds of characters about how I couldn't answer this question, because how I get people to open up in conversation and what I did when I sensed resistance was different with every person and every conversation and depended on our relationship and history, and my current read of the situation, and how was I supposed to say anything interesting because all I knew about the topic for sure was "It depends."